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SIKM Leaders Call21. May 2013Frank LeistnerFeaturingGordon Vala-WebbTaking Knowledge Flow Managementto the next Level with...
„Refusing to Communicate by Social Media Will Be asHarmful to Companies as Ignoring Phone Calls orEmails Is Today“Gartner„...
Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-...
Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-...
Enterprise Collaboration – Why now? Innovation based on Interaction andCollaboration Employee Expectations „Want someth...
Bridging Silos of Knowledge
Limits to Codification Strategies Time and Priority Complexity Agility and Speed
Knowledge KnowledgeInformation InformationKnowledge KnowledgeKnowledge Flow ManagementBetter flow via Enterprise Social Ne...
«Make-Them» vs. «Enable the flow»Work on Reducing the Barriers
Multiple Motivational DriversT1T2T3T5T4Many reasons toparticipate
Knowledge is Power
Network is Power
Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-...
SAS Leader in Business Analytics software and services Uninterrupted growth since 1976 2012 Revenue : $2,87 billion 20...
CollaborationSAS: 13500 Employees 400 offices in 56 countries Customers in 134countries
600+ Blogs1Mill ReadsSocial Media at SAS – Not NewMicro-BloggingSoc.BookmarkingF+EWikiVideoChat/SharingSoc.MedManagerSoc.M...
Key Aspects of the New PlatformFlexibilityFuture ValueGlobal FitCoexistanceIntegrationFeasbilityCost
Getting Started Pilot group „Early Adopters“ Marketing, Marketing, Marketing Sponsor awareness: „more than a Project“...
The Result– The Hub
Access - Anywhere - AnytimeiPhone / AndroidiPadDesktop/Web
ESN – Launch Phases Platform used – Socialcast by VMWare 3 Phases1. Pilot (Socialcast-Server)2. Test environment (intern...
ESN - Introduction – Support Executives CEO Jim Goodnight encouraged participation Co-Owner John Sall – founded statist...
Working on Barriers Understand them Analyze them Visualize them Reduce them Towards Simplicty – i.e. Integration
Integration - Web
Integration - SharePoint
Integration - WebCasts
Key Success Factors - Starting Degree of Social Media experience Management buy-in (simple) Guidelines Marketing Trai...
Key Success Factors - Longterm Community Management „Pulse“ vs. „Launch and forget“ Listen  Adjust Dynamic group/comm...
Gradually vs. Big Bang: The „Pulse“ Start with some smaller plattforms Build Momentum Marketing – Announcement Have us...
Roles Community Manager(open, enthusiastic) Sponsors Executives Middle Management Individual Users IT – pragmatic – ...
The «social» side of Social Media Groups: Sport, Hobby, Technology Business-Relevance? – Yes, potentially indirect! Com...
Getting Started Participation of all participating groups Collaboration from the start Understand individual motivation...
Finding the right technical „Solution“ „Simplicity“ as guiding principle Go for smallest common denominator Don„t neces...
Measure - Activity Activity By division – by country Tendencies – Growth Topics Networking (follower networks)
Measure - Value Quantative measures are only part of thestory Employee Surveys Informed? Connected? Value? #hubvalue t...
Summary Enterprise Social Networks (ESN) Connecting Organizational Silos As a platform for conversations and collaborat...
39„Ultimately, the power of social technologieshinges on the full and enthusiasticparticipation of employees“
MasterKnowledgeFlow.ch„The mind is not a vessel to be filledbut a fire to be kindled“Plutarch, AD 46-120, Greek EssayistFr...
Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-...
Taking KFM to the Next Level - Frank Leistner
Taking KFM to the Next Level - Frank Leistner
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Taking KFM to the Next Level - Frank Leistner

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Transcript of "Taking KFM to the Next Level - Frank Leistner"

  1. 1. SIKM Leaders Call21. May 2013Frank LeistnerFeaturingGordon Vala-WebbTaking Knowledge Flow Managementto the next Level with Social Media
  2. 2. „Refusing to Communicate by Social Media Will Be asHarmful to Companies as Ignoring Phone Calls orEmails Is Today“Gartner„Improved communication and collaboration throughsocial media could raise the productivity of interactionworkers by 20 to 25%“McKinsey„Collaboration is critical for success“Harvard Business ReviewCollaboration and Social Media
  3. 3. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)
  4. 4. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)
  5. 5. Enterprise Collaboration – Why now? Innovation based on Interaction andCollaboration Employee Expectations „Want something as easy as Facebook“ i.e. Yammer (viral bottom-up) Concern with Loss of intellectual property Discussion of company internals externally (i.e.Facebook, twitter)
  6. 6. Bridging Silos of Knowledge
  7. 7. Limits to Codification Strategies Time and Priority Complexity Agility and Speed
  8. 8. Knowledge KnowledgeInformation InformationKnowledge KnowledgeKnowledge Flow ManagementBetter flow via Enterprise Social Networks (ESN)
  9. 9. «Make-Them» vs. «Enable the flow»Work on Reducing the Barriers
  10. 10. Multiple Motivational DriversT1T2T3T5T4Many reasons toparticipate
  11. 11. Knowledge is Power
  12. 12. Network is Power
  13. 13. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)
  14. 14. SAS Leader in Business Analytics software and services Uninterrupted growth since 1976 2012 Revenue : $2,87 billion 2012 R&D Investment: 25% of revenue
  15. 15. CollaborationSAS: 13500 Employees 400 offices in 56 countries Customers in 134countries
  16. 16. 600+ Blogs1Mill ReadsSocial Media at SAS – Not NewMicro-BloggingSoc.BookmarkingF+EWikiVideoChat/SharingSoc.MedManagerSoc.MedGuidelinesFacebookLinkedInTwitterExt. Blogs
  17. 17. Key Aspects of the New PlatformFlexibilityFuture ValueGlobal FitCoexistanceIntegrationFeasbilityCost
  18. 18. Getting Started Pilot group „Early Adopters“ Marketing, Marketing, Marketing Sponsor awareness: „more than a Project“ Community Leadership Mobilize your Social Media Experts I.e. Blogger as „Evangelists“
  19. 19. The Result– The Hub
  20. 20. Access - Anywhere - AnytimeiPhone / AndroidiPadDesktop/Web
  21. 21. ESN – Launch Phases Platform used – Socialcast by VMWare 3 Phases1. Pilot (Socialcast-Server)2. Test environment (internal)3. Production Launch …but…Phase 2.5: Viral spread 1000 users after first week Comms picked up the ball «Early Adopter» -Phase In 3 weeks 2600 registered – Official Launch (Feb. 2011) Now more than 9500 Users
  22. 22. ESN - Introduction – Support Executives CEO Jim Goodnight encouraged participation Co-Owner John Sall – founded statistic group in Week One Blogger Social-Media Activists (Poweruser) Community-Leaders (CoPs)
  23. 23. Working on Barriers Understand them Analyze them Visualize them Reduce them Towards Simplicty – i.e. Integration
  24. 24. Integration - Web
  25. 25. Integration - SharePoint
  26. 26. Integration - WebCasts
  27. 27. Key Success Factors - Starting Degree of Social Media experience Management buy-in (simple) Guidelines Marketing Training (Portfolio) Business and Work-Life-Topics
  28. 28. Key Success Factors - Longterm Community Management „Pulse“ vs. „Launch and forget“ Listen  Adjust Dynamic group/community structures Quality through «aging» Top Management Sponsoring  Participation
  29. 29. Gradually vs. Big Bang: The „Pulse“ Start with some smaller plattforms Build Momentum Marketing – Announcement Have users choose the name  Branding
  30. 30. Roles Community Manager(open, enthusiastic) Sponsors Executives Middle Management Individual Users IT – pragmatic – quick turnaround Internal Communications
  31. 31. The «social» side of Social Media Groups: Sport, Hobby, Technology Business-Relevance? – Yes, potentially indirect! Communication Build Trust Translates into trust in business communication Reduces entrance barriers
  32. 32. Getting Started Participation of all participating groups Collaboration from the start Understand individual motivations Requirements - Voices Top-Down – “Push” not a goodMotivation Not an internal marketing platform Better – platform for all employees
  33. 33. Finding the right technical „Solution“ „Simplicity“ as guiding principle Go for smallest common denominator Don„t necessarily follow the „Experts“ Longterm focus – interativ, growth Budget – more than just Technology (blue) – needsInitiative Support (red)
  34. 34. Measure - Activity Activity By division – by country Tendencies – Growth Topics Networking (follower networks)
  35. 35. Measure - Value Quantative measures are only part of thestory Employee Surveys Informed? Connected? Value? #hubvalue tag – success story collection Events – i.e. Global «Innovation-Day» #idea tag to capture ideas and innovations
  36. 36. Summary Enterprise Social Networks (ESN) Connecting Organizational Silos As a platform for conversations and collaboration Ad-Hoc Knowledge Sharing and Discovery It is more than a project Involve all Stakeholders early Training and Marketing are essential Use your internal „Evangelizers“
  37. 37. 39„Ultimately, the power of social technologieshinges on the full and enthusiasticparticipation of employees“
  38. 38. MasterKnowledgeFlow.ch„The mind is not a vessel to be filledbut a fire to be kindled“Plutarch, AD 46-120, Greek EssayistFrank.Leistner@4fifa.deWiley, 2012Twitter: @kmjuggerConnectOrgSilos.chWiley, 2010
  39. 39. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)
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