5. McKinsey 2012: The social economy: Unlocking value and productivity through social technologies
70% of companies use social
software.
see benefit in its use.
90%
6. Social business projects are often
strategically planned and enjoy
significant management attention.
10. Many projects in pilot phases
fail to meet expectations due
to limited participation.
11. Experton Group: The market for "Social Business for Collaboration & Communication" (SB4CC) in Germany
Middle managers and managers of
SMEs are frequently unconvinced.
15. In the beginning,
use cases were
barely of interest.
“…the technologists of Enterprise
2.0 are trying hard not to impose
on users any preconceived
notions about how work should
proceed or how output should be
categorized or structured.”
Andrew McAfee:
“Enterprise 2.0: The Dawn of
Emergent Collaboration”
2006
16. Originally, the idea was that applications would
arise spontaneously during use.
Emergence (from the Latin
emergere for "to surface", "to
emerge" or "to arise") is the
spontaneous formation of new
properties or structures in a
system resulting from the
interaction of its elements.
www.wikipedia.de
17. But what do you
tell your users?
We're using
Enterprise 2.0
Social media
Facebook
Social networking
in the company now
21. The 4 main higher-level
use cases, to be precise.
?
? ??
22. Information & Official Communication
or the use case Modern Intranet
1
Information & Official
Communication
23. What is it used for?
− Publishing official, but also
localised information for large
target groups
− Enabling feedback
(e.g. comments)
− Supporting local editors:
relevance and topicality are
more important than a perfect
layout
Information &
Official
Communication
24. What's the benefit?
Examples
− More up-to-date and more
authentic information
− Accelerates onboarding of new
staff
− Ability to address individual
target groups
(e.g. managers)
more precisely
− Find official information more
quickly across the company
Information &
Official
Communication
26. Particular strength: High potential benefit
and the benefit is very well plannable
Information &
Official
Communication
Plannability
How well can the benefit of
this use case be planned?
Benefit
How great is the potential benefit
contribution to the company?
27. Projects & Processes
or the use case Collaboration
Projects & Processes
2
Information & Official
Communication
28. What is it used for?
− Collaborating efficiently on
projects
− Jointly creating and discussing
content
− Handling unstructured
processes in a lean and flexible
way
Projects &
Processes
29. What's the benefit?
Examples
− Find relevant content more
quickly
− Versioning: easier to find current
documents
− Ability to comment and work on
documents simultaneously
− Accelerates project onboarding
Projects &
Processes
30. Wide range of required complexity of
contents and structures.
Projects &
Processes
31. Particular strength: Well plannable and a
major lever for day-to-day efficiency of all
knowledge workers
Projects &
Processes
Plannability
How well can the benefit of
this use case be planned?
Benefit
How great is the potential benefit
contribution to the company?
32. Use case
Personal Information Management
Personal Information
Management
Projects & Processes
3
Information & Official
Communication
33. What is it used for?
Personal
Information
Management
Many things that were
already possible:
− Work organisation:
tasks, appointments,
"My Documents"
− Finding contacts and experts
via contact data or
organisational units
− Interacting with individuals or
in small groups across various
channels (e-mail, IM,
telephone, ...)
New:
− Finding contacts and experts
outside one's own network via
skills and interesting content
− Easy mobile access
34. What's the benefit?
Examples
− Efficient organisation of own work
− Expands site- and organisation-centric
employee networks
− Reduces search times and helps solve
problems more quickly
− Allows employees to work at full
capacity even when travelling
Personal
Information
Management
35. Finding contacts: from profiles to content-
based expert searches
Personal
Information
Management
1
2 3
36. Good and bad: Profiles are often badly
maintained – making links to content all
the more important
Personal
Information
Management
Plannability
How well can the benefit of
this use case be planned?
Benefit
How great is the potential benefit
contribution to the company?
38. What are they used for?
− Exchange groups – independent of
organisational structures
− Many possible uses such as ideas
management, "ask the organisation" or
expert communities
− Participation is based mainly on intrinsic
motivation
− Engagement in communities is rarely
included in job descriptions or target
agreements
Internal
Communities
39. What's the benefit?
Examples
− Find and foster good ideas more
quickly
− Involve and motivate staff
− Make knowledge visible and share it
outside structures
Internal
Communities
41. Excessive expectations:
Informality causes problems for
communities, especially in the long term
Internal
Communities
Plannability
How well can the benefit of
this use case be planned?
Benefit
How great is the potential benefit
contribution to the company?
42. Internal Communities
Personal Information
Management
Benefit
Plannability
Projects & Processes
Benefit
Plannability
Information & Official
Communication
Benefit
Plannability
Plannability: How well can the benefit of this
use case be planned?
Benefit: How great is the potential benefit
contribution to the company?
Benefit
Plannability
49. Internal Communities
Personal Information
Management
Projects & ProcessesInformation & Official
Communication
There should be no such thing as a business-critical
community because ...
... in that case it's not a community any more; it should be
part of the structured area, e.g. as a project team.
51. Four barriers
to collaboration
“Willingness”
Search barrier
− Company size
− Physical distance
− Information overload
− Closed networks
Transfer barrier
− Implicit knowledge
− Shared understanding
and language
− Weak ties
“Ability”
Not-invented-here
barriere
− Insular culture
− Status-oriented
thinking
− Tunnel vision
− Fear
Hoarding barrier
− Competition
− Strong individual
incentives
− Too busy
− Fear of losing power
52. Social business platforms can help overcome
the search and the transfer barrier!
Search barrier
− Company size
− Physical distance
− Information overload
− Closed networks
Transfer barrier
− Implicit knowledge
− Shared understanding
and language
− Weak ties
Ability
53. But technology isn't much help when it comes
to the motivation-related aspects of
collaboration.
54. Status-oriented thinking and bunker
mentality can't be resolved with virtual
communities.
Not-invented-here
barriere
− Insular culture
− Status-oriented
thinking
− Tunnel vision
− Fear
Hoarding barrier
− Competition
− Strong individual
incentives
− Too busy
− Fear of losing power
Willingness
59. With its tools and ideas,
the Internet has given us a gift that…
Comments
Multi-
media
Profiles
Tasks
Wikis
Activity
streams
Forums
Surveys
Ratings
Mobile
apps
Blogs
Micro-
blogs
Team
documents
Search and
filters
DashboardsVirtual
areas
Videos
Virtual
meetings
Networks
60. …opens up new possibilities for sharing
information, knowledge and opinions…
64. …mainly into the informal use cases.
Internal Communities
Personal Information
Management
Projects & ProcessesInformation & Official
Communication
65. "SOCIAL" may have practically created
one new use case…
Internal Communities
Personal Information
Management
Projects & ProcessesInformation & Official
Communication
66. …but what's much more important is that it has
significantly enhanced these three use cases!
Internal Communities
Personal Information
Management
Projects & ProcessesInformation & Official
Communication
67. The strong use cases
draw users to a platform…
Internal Communities
Personal Information
Management
Projects & ProcessesInformation & Official
Communication
A
68. … if this platform then cleverly integrates
informal use cases…
Internal Communities
Personal Information
Management
Projects & ProcessesInformation & Official
Communication
B
69. …communities also have a better chance of
attracting participation in the long term.
Internal Communities
Personal Information
Management
Projects & ProcessesInformation & Official
Communication
C
70. The informal use cases for social
software are highly overrated and are not
sustainable on their own.
Use cases with far greater potential, such
as communication and collaboration, are
still being neglected or taken out of scope.
Together they are stronger:
Only in combination can informal use
cases work in the long term.
1
2
3