Social Transformation: Accelerating  Industry at the Pace of Social      Andrew McAfee,      Author, Principal MIT Researc...
The Problem“If only HP knew what HP knows, wewould be three times moreproductive.”- Lew Platt, former CEO of HP
The Intranet
The Intranet“…managers would say “I can never find anythingon the intranet”… I came to the conclusion thatcorporate intran...
The Intranet“…managers would say “I can never find anythingon the intranet”… I came to the conclusion thatcorporate intran...
Content Management Systems
Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructu...
Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructu...
Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructu...
Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructu...
What’s Different Now?
Simple
Simple
Social
Networked
Multimedia
Interactive
Frictionless
Mobile and Powerful
What’s the business value?
At the BBC“…what people really wanted was to find someonewho knew what they were talking about. Even ifthat… meant knowing...
At the BBC“…what people really wanted was to find someonewho knew what they were talking about. Even if that…meant knowing...
At the BBC“…what people really wanted was to find someonewho knew what they were talking about. Even if that…meant knowing...
Explicit and Tacit Knowledge
Two Kinds of Knowledge“We know more than we can tell” – Michael Polanyi
From Tacit to Explicit Knowledge“…converting tacit knowledge… into an explicitconcept… involves… dialogue among members.A ...
Shared Experience and Dialogue
Results?                                       % of        MedianInternal Uses                          respondents improv...
®Building Better Together          E2.0           at          IMM
Who is IMM?
Dedication to People & Knowledge                          People      Machines                 Building Better            ...
30-40 year oldsManufacturing’s Lost Generation                               People  Apprentice                           ...
Increasing Human Capital                           Knowledge
Information meets TechnologyInformation                 • Tablets have expanded IT to                   the shop floor - I...
Information
PeopleMachines                                      ®           Building Better Together                                  ...
Thank you• Q&A• For more information on Socialtext, please  visit www.Socialtext.com• Recording will be available on Socia...
About Socialtext• First Enterprise Social Software Company founded  in 2002• Communications & collaboration platform that ...
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Social Transformation: Accelerating Industry at the Pace of Social

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The integration of the enterprise is upon us. Social technologies have brought upon us a new era of distributed knowledge with people at their center.

While social software has been growing in use among knowledge workers, it is rarely cited as a benefit to traditional industry. Yet, using today's modern E2.0 technologies - we are witnessing a technological renaissance that promises to bring new life to many embattled industry sectors.

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Social Transformation: Accelerating Industry at the Pace of Social

  1. 1. Social Transformation: Accelerating Industry at the Pace of Social Andrew McAfee, Author, Principal MIT Research Scientist Wendy Wloszek, President Industrial Mold Larry Housel, Head of IT Industrial Mold
  2. 2. The Problem“If only HP knew what HP knows, wewould be three times moreproductive.”- Lew Platt, former CEO of HP
  3. 3. The Intranet
  4. 4. The Intranet“…managers would say “I can never find anythingon the intranet”… I came to the conclusion thatcorporate intranet search was pretty muchpointless. Not enough people created linky contentso Google was out…”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  5. 5. The Intranet“…managers would say “I can never find anythingon the intranet”… I came to the conclusion thatcorporate intranet search was pretty muchpointless. Not enough people created linkycontent so Google was out…”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  6. 6. Content Management Systems
  7. 7. Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructure, determined by someone else andwithout the benefit of context and lastly, with afew rare exceptions, once you found the documentit was likely to be badly written, barely relevantand out of date!”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  8. 8. Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructure, determined by someone else andwithout the benefit of context and lastly, with afew rare exceptions, once you found the documentit was likely to be badly written, barely relevantand out of date!”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  9. 9. Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructure, determined by someone else andwithout the benefit of context and lastly, with afew rare exceptions, once you found the documentit was likely to be badly written, barely relevantand out of date!”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  10. 10. Content Management Systems“Most stuff was static documents stored in“knowledge coffins” …that relied too heavily onstructure, determined by someone else andwithout the benefit of context and lastly, with afew rare exceptions, once you found thedocument it was likely to be badly written, barelyrelevant and out of date!”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  11. 11. What’s Different Now?
  12. 12. Simple
  13. 13. Simple
  14. 14. Social
  15. 15. Networked
  16. 16. Multimedia
  17. 17. Interactive
  18. 18. Frictionless
  19. 19. Mobile and Powerful
  20. 20. What’s the business value?
  21. 21. At the BBC“…what people really wanted was to find someonewho knew what they were talking about. Even ifthat… meant knowing which document to read, whyand where it was to be found… The result was thatwhen someone [asked] on our forums… they wereusually rewarded, and very quickly, with multipleanswers”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  22. 22. At the BBC“…what people really wanted was to find someonewho knew what they were talking about. Even if that…meant knowing which document to read, why andwhere it was to be found… The result was that whensomeone [asked] on our forums… they were usuallyrewarded, and very quickly, with multiple answers”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  23. 23. At the BBC“…what people really wanted was to find someonewho knew what they were talking about. Even if that…meant knowing which document to read, why andwhere it was to be found… The result was that whensomeone [asked] on our forums… they were usuallyrewarded, and very quickly, with multiple answers”- Euan Semple, knowledge manager at the BBChttp://www.fastforwardblog.com/2007/01/08/survey-proves-90-of-managers-are-clueless/
  24. 24. Explicit and Tacit Knowledge
  25. 25. Two Kinds of Knowledge“We know more than we can tell” – Michael Polanyi
  26. 26. From Tacit to Explicit Knowledge“…converting tacit knowledge… into an explicitconcept… involves… dialogue among members.A key… is to share one’s original experience –the fundamental source of tacit knowledge.”- I. Nonaka, “A Dynamic Theory of Organizational KnowledgeCreation” (1994)
  27. 27. Shared Experience and Dialogue
  28. 28. Results? % of MedianInternal Uses respondents improvement Access to Knowledge 68% 30% Access to Internal Experts 43% 35% Employee Satisfaction 35% 20% Increasing Innovation 25% 20%External Uses Increasing Customer Satisfaction 43% 20% Increasing Innovation 22% 20% Source: “How companies are benefiting from Web 2.0: McKinsey Global Survey Results”
  29. 29. ®Building Better Together E2.0 at IMM
  30. 30. Who is IMM?
  31. 31. Dedication to People & Knowledge People Machines Building Better Together ® Knowledge Information 31
  32. 32. 30-40 year oldsManufacturing’s Lost Generation People Apprentice Expertunconscious unconsciousincompetence competence tacit knowledge transfer Practicing Professional conscious incompetence conscious competence 32
  33. 33. Increasing Human Capital Knowledge
  34. 34. Information meets TechnologyInformation • Tablets have expanded IT to the shop floor - Information follows material at all times (core lean manufacturing concept)Shared production plans 34
  35. 35. Information
  36. 36. PeopleMachines ® Building Better Together Knowledge Information
  37. 37. Thank you• Q&A• For more information on Socialtext, please visit www.Socialtext.com• Recording will be available on Socialtext• How to reach us us: – Andrew McAfee- @amcafee http://andrewmcafee.org/blog// – Wendy Wloszek – wendyh@industrialmold.com – Larry Housel – @lawrenceh larryh@industrialmold.com – Sandra Ponce de Leon - @socialtext sandra.poncedeleon@socialtext.com
  38. 38. About Socialtext• First Enterprise Social Software Company founded in 2002• Communications & collaboration platform that helps your employees “In the Flow of Work”• Social Layer is our vision• Flexible Deployment options: Secure on-site or hosted appliance• Widely recognized as Visionary & Leader among key analysts
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