Deciphering Corporate Social Networks Thursday – 19 June, 2008 Mike Gotta Principal Analyst [email_address] www.burtongrou...
Deciphering Corporate Social Networks <ul><li>Agenda </li></ul><ul><ul><li>Understanding The Evolution Of Social Networks ...
Evolution Of Social Networks <ul><li>Why social networks? </li></ul><ul><ul><li>In General </li></ul></ul><ul><ul><ul><li>...
Evolution Of Social Networks <ul><li>Some history, terminology and market trends  </li></ul><ul><ul><li>History </li></ul>...
Evolution Of Social Networks A specific destination where connections are often declared and visible; acts as a social hub...
Enterprise Evolution Of Social Networks
Deciphering Corporate Social Networks <ul><li>Agenda </li></ul><ul><ul><li>Understanding The Evolution Of Social Networks ...
The Business Automation Dilemma What’s next?
The Business Of Social Transformation People as catalyst
<ul><li>Baseline  (Background Context) </li></ul><ul><ul><li>The modern-day world is a complex environment that supports m...
<ul><li>Generational shifts are unleashing a variety of social dynamics </li></ul>Strategic Talent Initiatives Boomers   G...
<ul><li>Societal expectations are expanding ideas on value creation </li></ul>Corporate Social Responsibility (CSR) Do Bus...
User-Led Innovation <ul><li>Social interaction creates synergistic conversations </li></ul><ul><ul><li>Assumption </li></u...
<ul><li>New work models  rely increasingly  on relationships  </li></ul>Web 2.0 And Enterprise 2.0 Participation, Communit...
<ul><li>Social networks promise to catalyze participation, community and outreach across such strategic initiatives  </li>...
Benefits From Social Networks <ul><li>Differences between consumer and enterprise environments </li></ul><ul><ul><li>Produ...
<ul><li>Beware “Rose-Tinted Glasses” </li></ul><ul><ul><li>Authenticity </li></ul></ul><ul><ul><li>Sponsorship and commitm...
<ul><li>Where to start </li></ul><ul><ul><li>History is important, learn from it </li></ul></ul><ul><ul><ul><li>Be aware o...
<ul><li>About Us </li></ul><ul><ul><li>Burton Group provides in-depth, vendor-independent research and advisory services f...
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  • About Us Burton Group provides in-depth, vendor-independent research and advisory services focused on enterprise IT infrastructure technologies. Known for our principle-based architectural approach and technical depth, each of our six highly-focused research services provide practical insights and direction for enterprise technologists and executives. http://www.burtongroup.com/ http://catalyst.burtongroup.com/ http://ccsblog.burtongroup.com/ http://mikeg.typepad.com/
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    1. 1. Deciphering Corporate Social Networks Thursday – 19 June, 2008 Mike Gotta Principal Analyst [email_address] www.burtongroup.com mikeg.typepad.com
    2. 2. Deciphering Corporate Social Networks <ul><li>Agenda </li></ul><ul><ul><li>Understanding The Evolution Of Social Networks </li></ul></ul><ul><ul><li>Leveraging Social Networks Within The Enterprise </li></ul></ul><ul><ul><li>Recommendations </li></ul></ul>
    3. 3. Evolution Of Social Networks <ul><li>Why social networks? </li></ul><ul><ul><li>In General </li></ul></ul><ul><ul><ul><li>Relationships </li></ul></ul></ul><ul><ul><ul><li>Community (including self-organization and teaming) </li></ul></ul></ul><ul><ul><ul><li>Information sharing (including backchannels and gossip) </li></ul></ul></ul><ul><ul><ul><li>Information harvesting </li></ul></ul></ul><ul><ul><ul><li>Collaboration </li></ul></ul></ul><ul><ul><ul><li>Influence (including brokering information & connections) </li></ul></ul></ul><ul><ul><ul><li>Situational awareness </li></ul></ul></ul><ul><ul><ul><li>Support, mentoring, advice, sense-making </li></ul></ul></ul><ul><ul><ul><li>Personal value </li></ul></ul></ul><ul><ul><li>For consumers </li></ul></ul><ul><ul><ul><li>Lifestyle (peer interaction, fun, education, personal finance, politics, social causes, sports, hobbies or other interests) </li></ul></ul></ul>
    4. 4. Evolution Of Social Networks <ul><li>Some history, terminology and market trends </li></ul><ul><ul><li>History </li></ul></ul><ul><ul><ul><li>A long timeline of academic research (1850’s-1970’s) </li></ul></ul></ul><ul><ul><li>Key terms </li></ul></ul><ul><ul><ul><li>Social network, social networking, social graph </li></ul></ul></ul><ul><ul><ul><li>Actors (sometimes referred to as nodes or agents) </li></ul></ul></ul><ul><ul><ul><li>Relations (sometimes referred to as links or ties) </li></ul></ul></ul><ul><ul><ul><li>Strong, Weak and Latent Ties </li></ul></ul></ul><ul><ul><ul><li>Degrees of separation </li></ul></ul></ul><ul><ul><ul><li>“ Social Roles” (connectors, brokers, boundary spanners) </li></ul></ul></ul><ul><ul><li>Consumer market trends </li></ul></ul><ul><ul><ul><li>2003-2009: Facebook, LinkedIn and Myspace </li></ul></ul></ul><ul><ul><ul><li>2006 and onward: “lifestreaming”, data portability and interoperability </li></ul></ul></ul>
    5. 5. Evolution Of Social Networks A specific destination where connections are often declared and visible; acts as a social hub Social structures that are embedded within a variety of tools (e-mail, buddy lists) Analytical engines that assess and correlate relationship connections Combines all elements into a cohesive set of infrastructure services
    6. 6. Enterprise Evolution Of Social Networks
    7. 7. Deciphering Corporate Social Networks <ul><li>Agenda </li></ul><ul><ul><li>Understanding The Evolution Of Social Networks </li></ul></ul><ul><ul><li>Leveraging Social Networks Within The Enterprise </li></ul></ul><ul><ul><li>Recommendations </li></ul></ul>
    8. 8. The Business Automation Dilemma What’s next?
    9. 9. The Business Of Social Transformation People as catalyst
    10. 10. <ul><li>Baseline (Background Context) </li></ul><ul><ul><li>The modern-day world is a complex environment that supports multiple generations with different experiences and expectations related to technology </li></ul></ul><ul><ul><li>Age brackets according to a report published by The Center on Aging & Work/Workplace Flexibility at Boston College: </li></ul></ul><ul><ul><ul><li>Generation Y (“Millennials”): Includes those born approximately between 1981 to 1999, (making them 8-27 in 2008) </li></ul></ul></ul><ul><ul><ul><li>Generation X: Includes those born approximately from 1965 to 1980, (making them 28–43 in 2008) </li></ul></ul></ul><ul><ul><ul><li>Baby Boomers: Includes those born approximately from 1946-1964, (making them 44-62 in 2008); </li></ul></ul></ul><ul><ul><ul><li>Traditionalists: Include those born between 1930–1945, (making them 63+ in 2008) </li></ul></ul></ul>The Times They Are A-Changin'
    11. 11. <ul><li>Generational shifts are unleashing a variety of social dynamics </li></ul>Strategic Talent Initiatives Boomers Gen X Millenials (Gen Y) Work Tools Career Supervisor Manager Vice President
    12. 12. <ul><li>Societal expectations are expanding ideas on value creation </li></ul>Corporate Social Responsibility (CSR) Do Business at Marriott Help Save a Rainforest Lilly Employees from Nearly 50 Nations Participate in Company's First-Ever Global Day of Service Starbucks Increases Commitment to Supporting Coffee Farmers and Communities Anheuser-Busch, National Fatherhood Initiative Launch Online Forum for Parents on MySpace Launch CSR-related Reports: Dow Engages in Dialogue on Future of Water at GWI Conference BD and Direct Relief International Launch Second Volunteer Service Trip to Improve Healthcare in Ghana
    13. 13. User-Led Innovation <ul><li>Social interaction creates synergistic conversations </li></ul><ul><ul><li>Assumption </li></ul></ul><ul><ul><ul><li>Companies drive innovation by observing users </li></ul></ul></ul><ul><ul><li>Research </li></ul></ul><ul><ul><ul><li>Many commercially successful products first developed by users </li></ul></ul></ul><ul><ul><li>Leveraging co-creation </li></ul></ul><ul><ul><ul><li>“… users actually develop prototype products and show their value and use of what they really want.” - Eric von Hippel Professor of Management and Innovation at MIT </li></ul></ul></ul>
    14. 14. <ul><li>New work models rely increasingly on relationships </li></ul>Web 2.0 And Enterprise 2.0 Participation, Community & Outreach Web 2.0 Enterprise 2.0 Knowledge Management Social Software (Tooling) Productivity Collaboration Content Communication
    15. 15. <ul><li>Social networks promise to catalyze participation, community and outreach across such strategic initiatives </li></ul><ul><ul><li>Gen Y workers are attracted to companies that blend work and lifestyle and also those that are socially active with good reputations internally and externally… </li></ul></ul><ul><ul><li>Leadership teams are awakening to the idea that new work models and “good citizenship” adds top/bottom-line value to employee, customer, partner and supplier relationships… </li></ul></ul><ul><ul><li>Innovation is often something that occurs jointly among organizations and their customers, employees, partners and suppliers… </li></ul></ul><ul><ul><li>Advancements in social software enable people (regardless of generation) to communicate, share information and collaborate in new ways that are often informal, transparent and emergent… </li></ul></ul>Everything Is Intertwined
    16. 16. Benefits From Social Networks <ul><li>Differences between consumer and enterprise environments </li></ul><ul><ul><li>Productivity (business focus, activity-centric) </li></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><ul><li>Information sharing </li></ul></ul></ul><ul><ul><ul><li>Collaboration </li></ul></ul></ul><ul><ul><li>Knowledge Management </li></ul></ul><ul><ul><ul><li>Expertise location </li></ul></ul></ul><ul><ul><ul><li>Community-building </li></ul></ul></ul><ul><ul><li>Workforce Transformation </li></ul></ul><ul><ul><ul><li>Connect people across work models and boundaries (organizational and/or generational) </li></ul></ul></ul><ul><ul><li>Human Capital Management </li></ul></ul><ul><ul><ul><li>Relationship Onboarding </li></ul></ul></ul><ul><ul><ul><li>Retiree, alumni and referral networks </li></ul></ul></ul>
    17. 17. <ul><li>Beware “Rose-Tinted Glasses” </li></ul><ul><ul><li>Authenticity </li></ul></ul><ul><ul><li>Sponsorship and commitment over the long term </li></ul></ul><ul><ul><li>Business case and metrics </li></ul></ul><ul><ul><li>Governance program </li></ul></ul><ul><ul><li>Management practices </li></ul></ul><ul><ul><li>Workplace / workforce virtualization </li></ul></ul><ul><ul><li>Cultural factors (e.g., politics, generational tensions) </li></ul></ul><ul><ul><li>Security, identity, compliance and privacy </li></ul></ul><ul><ul><li>Technology maturity </li></ul></ul><ul><ul><li>Existing IT investments </li></ul></ul><ul><ul><li>Participation models (external and/or internal social networks) </li></ul></ul><ul><ul><ul><li>Role of consumer social networks </li></ul></ul></ul>Recommendations
    18. 18. <ul><li>Where to start </li></ul><ul><ul><li>History is important, learn from it </li></ul></ul><ul><ul><ul><li>Be aware of terminology, methods and practices </li></ul></ul></ul><ul><ul><ul><li>Assume a need for new skills and competencies in social network analysis </li></ul></ul></ul><ul><ul><li>Monitor, track and analyze consumer market trends </li></ul></ul><ul><ul><ul><li>New work models will likely emerge outside the firewall </li></ul></ul></ul><ul><ul><ul><li>The totality of a worker’s computing experience is more greatly influenced by their digital lifestyle vs. their digital work style </li></ul></ul></ul><ul><ul><li>Implement governance programs </li></ul></ul><ul><ul><ul><li>Address cultural aspects of social networks; c </li></ul></ul></ul><ul><ul><ul><li>Consider the impact and influence of management structures </li></ul></ul></ul><ul><ul><ul><li>Social relationships do not stop at the firewall </li></ul></ul></ul><ul><ul><li>Don’t over-reach, prioritize solution areas </li></ul></ul><ul><ul><ul><li>Avoid irrational exuberance, focus on adoption (not deployment); keep an open mind to possible technology solutions </li></ul></ul></ul><ul><ul><ul><li>Look for synergies with strategic business initiatives such as talent management, corporate social responsibility and user-led innovation </li></ul></ul></ul>Recommendations
    19. 19. <ul><li>About Us </li></ul><ul><ul><li>Burton Group provides in-depth, vendor-independent research and advisory services focused on enterprise IT infrastructure technologies. Known for our principle-based architectural approach and technical depth, each of our six highly-focused research services provide practical insights and direction for enterprise technologists and executives. </li></ul></ul><ul><ul><ul><li>http://www.burtongroup.com/ </li></ul></ul></ul><ul><ul><ul><li>http://catalyst.burtongroup.com/ </li></ul></ul></ul><ul><ul><ul><li>http://ccsblog.burtongroup.com/ </li></ul></ul></ul><ul><ul><ul><li>http://mikeg.typepad.com/ </li></ul></ul></ul>Deciphering Social Networks

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