KM Chicago - Stan Garfield - Enterprise social networks - feb 2014

Deloitte

Enterprise Social Networks:
radeoffs and Examples

Stan Garfield
Presentation to KM Chicago
February 18, 2014

Knowledge Management

Enterprise Social Networks (ESNs)
• Tools which are used inside an enterprise to communicate and collaborate
across organizational boundaries
• Sometimes described as internal versions of Facebook, Twitter, Google+, etc.,
or a combination of these inside an enterprise
• Gaining significant presence in organizations
- Chatter
IBM Connections
Jive
- Sitrion (formerly NewsGator)
Socialcast
Tibbr
- Yammer
- Many others
• Numerous tradeoffs must be made when selecting and implementing ESNs
• It's important to explain to targeted users
- Why should they use the ESN: what are the advantages and benefits?
- When to use the ESN: what is does better than other ways of working
- How should they use the ESN: train them on using the ESN effectively

Tradeoffs
1. Size

6.

Content

9. Networks

• Small

What to allow

• Large

- Attachments and pages

- Single

- Conversations only

- Multiple

2. Culture
• Transparency

Retention

• Quantity

• Participants

- Open

- Keep all content

- Internal

- Closed

- Delete after a fixed period

- External

• Expectations

Communications

- Try out and iterate

- Push

- Perfect before launch

- Pull

3. Leadership style

7. Integration

• Lead by example

• Standalone

• Doaslsay

• Integrated

4. Topics

8. Technology

10. Groups
• Creation
- Controlled
- Unlimited
• Access
- Open
- Closed
• Scope

• Actively garden

Location

• Leave alone

- In-house

- Broad

- Cloud-based

- Narrow

5. Members
• Require actual names

Tools

• Allow anonymous users

- Single
- Multiple

4

1. Size
Small vs. large
• Small enterprises and large enterprises have different needs for ESNs
• Does the ESN you are considering provide for these and allow for easilyconfigurable options depending on those needs?
• This may affect the ESN you choose to implement
• Example - New joiner process
- Small organizations may want to suggest creating new groups and following
popular people
- Large enterprises may wish to only suggest groups to join

2. Culture
Open vs. closed
•

Does your enterprise operate transparently?
- Are people willing to openly ask for help?
- Is there routine collaboration across organizational boundaries?
- If so, implementing an ESN will likely be successful

•

Or is there strong hierarchical control?
- Are people afraid to expose their ignorance?
- Do organizations tend to operate mostly within their own silos?
- If so, merely rolling out a new tool is unlikely to result in more collaborative
behavior
- You have some work to do before implementing an ESN

Try out vs. perfect
•

What does your organization expect?
- Try out and iterate - start quickly, learn as you go, continuously improve
- Perfect before launch - plan, pilot, solicit feedback, review, modify, launch

3. Leadership style
Lead by example vs. do as we say
•

Leaders of the organization should
- Ask everyone to use the ESN
- Regularly use it themselves
- Show the way for members of the organization to do the same

•

Avoid
- Ghostwriting
- Corporate-speak
- Posts which sound like press releases

•

Encourage leaders to
- Use their own authentic voices
- Ask and answer questions
- Share what they are doing and thinking
- Make time for doing this regularly - at least once a week
- Look for opportunities to recognize and praise those are using the ESN
effectively

4. Topics
Actively garden vs. leave alone
• User tagging is an important part of linking posts on specific topics to make
them more visible.
• The problem with folksonomies is that variations of topics tend to proliferate
- Multiple spellings
- Abbreviated vs. spelled out
- Singular vs. plural
- Hyphen vs. underscore vs. no space
•

Decide if you want to
- Look for these variations and try to reduce them
V Need the ability to merge and delete topics
- Let the system work on its own
V Need aids for those adding tags to see all of the variations and the popularity
of each so they can select tags that are in greater use

5. Members
Require actual names vs. anonymous users
•

ESNs differ from public social media tools such as Twitter
- Identity of each member should be clearly defined so that other members
will know who is posting
- In Twitter, anonymous accounts and organizational accounts can exist
(e.g., the New York Times)

•

In ESNs, it's important to know who is posting
- Even if it is on behalf of an organization
- Enable direct contact such as a phone call or email

•

No one should be able to hide the identity of the person making a post
- People should be accountable for what they post
- Encourage use of photos in profiles rather than avatars or images

6. Content
Allow attachments and content pages vs. conversations only
•

The legal and risk departments of some enterprises, especially those in
regulated industries are concerned that some content posted in ESNs may
prove problematic if it is the subject of electronic discovery

•

They would prefer to prohibit the posting of such content altogether, or if that is
not possible, to limit its persistence

•

You should discuss this issue with your legal and risk departments
- Will attachments, wiki pages, and other content which is not part of online
conversations be permitted?
- Is it possible to prevent such content?

Retain vs. delete
•
•

Will content be kept indefinitely or deleted after a fixed period?
If deleted, what is the right length of time to retain content before purging it?

Push vs. pull
•
•

Do users plan to use the ESN to push content as if it were email?
Or do they want to attract people to choose what to consume and respond to?

•

Discourage ESN for push; educate how to use it for interaction

7. Integration
Standalone vs. integrated
•

ESN vendors continue to add functionality to their offerings in the hope that their
customers will use their ESN for all types of collaboration and knowledge sharing

•

Most large enterprises already have other systems in place and will want their ESN to
integrate into those tools

•

Examples of such systems are Microsoft SharePoint, Microsoft Office, Salesforce.com,
SAP, etc.

•

Can the ESN be integrated with preferred systems of record and knowledge repositories
so that content contributed in the ESN can be tagged/found using enterprise search?

•

If you need to integrate your ESN with other software, review the details of each point of
integration, including:
- Content/Document/Knowledge management system: can the ESN be embedded on
a page and used from there without having to leave that page?
- Calendar: Can events created in the ESN be added to the office automation system
calendar?
- Email: Can conversations in the ESN be initiated and replied to entirely through
email?
- Search: Can conversations and other ESN content be found using enterprise
search?
- Single sign on: Can users access the ESN without having to enter a separate ID and
password?
- Activity stream: Can the activity stream displayed by the ESN include activities from
other enterprise systems such as CRM, ERP, HR, etc.?

11

8. Technology
In-house vs. cloud-based
• Do you need to host the system due to security and access requirements?
• Or can it be based in the cloud?
- Pros: flexibility, frequency/speed of updates, better performance/availability
- Cons: unexpected functionality/UI changes, breaks training/documentation
Single vs. multiple tools
•

Given the ever-increasing functionality available in ESNs, some of the
functions and features will replicate those already available in other existing
enterprise systems

•
•

For example, wikis, blogs, lists, events, discussion boards, files, etc.
You will need to decide if there should be a single preferred offering for each of
these functions
For example, you may decide that
- Conversations should only take place in the ESN and not in the discussion
board function of another tool such as SharePoint

•

- The wiki feature of the ESN should be disabled and that the one available in
your enterprise wiki should be used instead
•
12

It may not be possible to disable functions in your ESN, so take that into
consideration when choosing the preferred alternative

9. Networks
Single vs. multiple
• Some ESNs operate as a single network, and some allow multiple networks
•

You should decide if you want there to be a single network for everyone in your
organization to use, or if multiple networks should be allowed

•
•

If multiple networks are allowed, fragmentation and isolation can result
For example, if there is a global network, but also local networks for each
region or country, useful information that is shared in one network and would
be of interest in other networks may be missed
See the discussion of groups on the next slide for more about this

•

Internal vs. external
•

Some ESNs work only within a single enterprise, and some allow people to be
invited to join who are outside the enterprise

•

If you need to allow clients, partners, and other third parties to collaborate with
people in your organization, then the external network option may be useful

•

If you don't want to allow outsiders into your network, then be sure that the
security of the ESN can prevent this

10. Groups
Controlled vs. unlimited
•

Should anyone be able to create a new group?

•

Or should group creation be centrally controlled?

•

Check to see what is possible in the ESNs being considered

Open vs. closed
•

Should groups be open to join, open to read and post, and readily findable in search?

•

Or should private and hidden groups be allowed, and if so, under what conditions?

•

Both open and closed groups have valid reasons to be offered

•

Some discussions and content need to occur in a private setting with a limited audience

•

There should be a clearly stated preference for open groups

•

The value of ESNs is largely due to the ability of everyone in the organization to benefit
from participating in open and easily discoverable discussions

Broad vs. narrow
•

How broad or narrow should the topics of groups be?

•

Should multiple groups focused on the same topic be encouraged or discouraged?

•

Try to have a smaller number of groups, each with a larger number of members

•

A single, large group for each important topic, used for collaborating across all
organizations and geographies, is more effective than having a lots of separate small
groups for each possible subset of the topic

14

What is Yammer?
A cloud-based, enterprise social networking platform

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How you can )articipatI in conversations on Yammer

Share a link, tip, trick, or insight

Q

Ask a question to collaborate with others
Find an online resource, person, or site

0

Answer someone's post
Recognize a colleague's contribution or achievement

(; Inform about what you are working on, where you are, or where you will be

Q
33

Suggest an idea and solicit input using a poll

When to use Yammer and KM systems

Use Yammer to quickly connect and
interact with global colleagues:

• Share a link, e.g., here is a link to the latest
Forrester Wave report on social networking
• Ask a question, e.g., has anyone encountered this
problem before, and if so, how was it solved?
• Find a resource, e.g., looking for a specialist in
retirement benefits to help win a bid in Calgary
• Answer a post, e.g., here are links to three relevant
quals in the quals database
• Recognize a colleague, e.g., thanks to ©dpalmer
for hosting an excellent planning session today
• Inform about your activities, e.g., will be in the
Philadelphia office today; does anyone wish to
meet?
• Suggest an idea, e.g., local office TV screens
should display the global Yammer conversation
stream

34

Use KM systems to access knowledge
assets and expertise to sell work and
deliver value

• Finding and reusing knowledge assets (research,
insights, methods, and tools) to deliver value to
clients throughout the project life cycle
• Accessing our collective experience through
documents and quals
• Showcasing expertise and finding experts via
profiles (which will include Yammer feeds)
• Connecting and collaborating with communities
(which will include Yammer-based discussion
boards)
• Contributing knowledge assets to the global
organization

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' Deloitte Eminence Network (Public)
As we in a.out ow to present research findings in more
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video format

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Deployment

Thanks, Tiffany. Effective use of low
budget Flash married with good VO and music. I agree we
should be able to generate these ourselves. We just have
to structure ourselves to handle the load.
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0 Visual storytelling 0 Video
0 Eminence 0 Deployment

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I am building an implentation roadmap for the second phase of a
knowledge management project. The goal of the roadmap is to show
the timeline and steps for developing knowledge management
functionality and business processes over the next year. Has anyone
worked on something similar who could point me toward something
useful?
cc: ©
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We performed a search in our internal repositories and
have the below links for your reference.
Knowledge Management Implementation Roadmap

Requirements Specification of a Knowledge Management
System

Knowledge Management Proposal and Discussion Deck

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0 BSX 0 Knov4edge Management

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I am looking for useful e-learning courses on Yammer. Does anyone
have courses that you have used and would recommend?

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reply to
Thanks Sarah. I
actually wori with Mark so already connected to him:)
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n reply to
Dolly, have you
seen all the training materials that are available from the
Yammer site on Deloitte Resources? The user guide goes
into a lot of detail. There are also several reference
documents that might be useful to your stakeholders. Visit
the DR site here:
/ and click on 'Training Materials" on the right hand side.
Do let us know if you're looking for some other kind of
information that you don't find here.
July 26 at 2:26pm Reply Like Share More

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There have been a number of changes in our CKM group in recent
months, and so we have been working to ensure we have an up-todate listing to work from. Since many of our teams have an interest in
the listing, I have attached it here, with recent changes highlighted in
yellow. We will also be updating the KX Contacts page and our
distribution lists accordingly. If you spot anything you think is incorrect,
please let me know (that request goes to all our CKMs tool)

0 CKM 0 CountryKnaedgeManager
FILES
lsx

Lp
20 hcajra ago

cc: @D
2
Uploaded to GCI<M (Global Consulting
Knowledge Mnagernent) Files
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0 CKM 0 CountrjKnowledgeManager
4 Liked by you and Katherine Goodwin.
daii: Thanks, Andrea. Is this also in the A&C
I 3 hours ago - Reply Like Share More

Sheila, I created a few folder in the A&C

Iffteam sp document the spreadsheet and our update
ace to

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collaboration tool that is Yammer"

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and 2 others.

3

Thanks
. I appreciate
"
eposiW and look P
tiveee ck
orwarFoeeing even
more people collaborate here on Yammer.

AU

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AU
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"For her hard work in showing everyone how to use the excellent

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Were launching the pilot of our new Communities webinar for the 4si3
Pacific region on August 15 at 11 p.m. Eastern. Please spread the
word.

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(See attached Event)
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in reply to
We can
definitely include this quote (and others) in future
invitations to show the testimonials" aspect and consider
adding a testimonials section to our KX training site the
way BSX does on their site. i
for us to
consider as we plan to migrate KX training site to KX next
gen.
August 18 at 1219am• Reply Like Share rlcre
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Implementing a Successful
KM Programme

Stan Garfield

41

Implementing
a Successful
KM Program
(author)

Successful Knowledge
Leadership:
Principles and Practice
(chapter author) The Modern
Knowledge Leader:
A Results-Oriented Approach

KM Chicago - Stan Garfield - Enterprise social networks - feb 2014

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