Taking KFM to the Next Level - Frank Leistner
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Taking KFM to the Next Level - Frank Leistner

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  • 1. SIKM Leaders Call21. May 2013Frank LeistnerFeaturingGordon Vala-WebbTaking Knowledge Flow Managementto the next Level with Social Media
  • 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. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)
  • 4. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)
  • 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. Bridging Silos of Knowledge
  • 7. Limits to Codification Strategies Time and Priority Complexity Agility and Speed
  • 8. Knowledge KnowledgeInformation InformationKnowledge KnowledgeKnowledge Flow ManagementBetter flow via Enterprise Social Networks (ESN)
  • 9. «Make-Them» vs. «Enable the flow»Work on Reducing the Barriers
  • 10. Multiple Motivational DriversT1T2T3T5T4Many reasons toparticipate
  • 11. Knowledge is Power
  • 12. Network is Power
  • 13. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)
  • 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. CollaborationSAS: 13500 Employees 400 offices in 56 countries Customers in 134countries
  • 16. 600+ Blogs1Mill ReadsSocial Media at SAS – Not NewMicro-BloggingSoc.BookmarkingF+EWikiVideoChat/SharingSoc.MedManagerSoc.MedGuidelinesFacebookLinkedInTwitterExt. Blogs
  • 17. Key Aspects of the New PlatformFlexibilityFuture ValueGlobal FitCoexistanceIntegrationFeasbilityCost
  • 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. The Result– The Hub
  • 20. Access - Anywhere - AnytimeiPhone / AndroidiPadDesktop/Web
  • 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. 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. Working on Barriers Understand them Analyze them Visualize them Reduce them Towards Simplicty – i.e. Integration
  • 24. Integration - Web
  • 25. Integration - SharePoint
  • 26. Integration - WebCasts
  • 27. Key Success Factors - Starting Degree of Social Media experience Management buy-in (simple) Guidelines Marketing Training (Portfolio) Business and Work-Life-Topics
  • 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. Gradually vs. Big Bang: The „Pulse“ Start with some smaller plattforms Build Momentum Marketing – Announcement Have users choose the name  Branding
  • 30. Roles Community Manager(open, enthusiastic) Sponsors Executives Middle Management Individual Users IT – pragmatic – quick turnaround Internal Communications
  • 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. 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. 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. Measure - Activity Activity By division – by country Tendencies – Growth Topics Networking (follower networks)
  • 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. 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. 39„Ultimately, the power of social technologieshinges on the full and enthusiasticparticipation of employees“
  • 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. Agenda• Enterprise Social Networks - Why Now?• Case Study 1 – SAS - The Hub• Case Study 2 – Innovation at PwC(Gordon Vala-Webb)