Dismantling the Society of Strangers at Work_May2010Presentation Transcript
Dismantling the Society of Strangers at Work Integrating Social Technologies to Increase Business Success and Nurture a Collaborative Culture
Ethan Yarbrough President Allyis, Inc Ken Efta Principal Consultant & Solution Architect Allyis, Inc twitter: @kenefta Email: email@example.com twitter: @ethany blog: http://blog.allyis.com Email: firstname.lastname@example.org What We Do
twitter: @allyis www.allyis.com
Ethan Yarbrough, president and co-founder of Allyis, Inc. and Ken Efta, co-founder and principal consultant and solutions architect, Allyis, Inc. are presenting at the Innotech NW CIO Summit in Portland, Ore. May 6. They will speak to executive level IT professionals about how to dismantle societies of strangers at work by integrating social technologies to increase collaboration and nurture an Enterprise 2.0 culture. Employees are using social media and collaborative tools in their personal lives and expect them to be available and utilized in their job. Yarbrough and Efta will discuss how, while some companies are still debating the value of social media and whether they'll allow employees to use social technologies on the job, others are plowing ahead, using social networking and internal social computing practices to their competitive advantage. They’ll show how those companies are sharing knowledge, engaging employees, inspiring innovation, recruiting top talent and seeing increased business opportunities as a result of social computing strategies. Efta will show how, through organizational design and social technographics, IT leaders can design business strategies, intranets, portals, blogs and wikis that capitalize on their organization's culture and nurture Enterprise 2.0 adoption. Attendees will learn how to dismantle "societies of strangers" at work, uncover knowledge and build relationships that engage employees and lead to measurable ROI as organizational knowledge expands and surfaces. Yarbrough and Efta will provide valuable case studies and specific steps that can be taken immediately to integrate and deploy social tools.
What We’ll Cover: What is the “society of strangers”? How do these societies form? What do they cost your business? What are the benefits of dismantling these? What stands in your way? A look at the future.
No pressure, but we have a couple questions for you… Why did you attend this session? What does a “society of strangers” mean to your organization?
Defining Our Terms: The Society of Strangers—What is it? Why is it? WHAT:
An organization in which employees
don’t know who is doing similar work
Struggle to locate expertise or input
don’t know where or with whom to share
don’t understand strategic goals of the organization
New Demographic Challenges
New Geographic Challenges
New technology expectations
Lack of connection; lack of context
A Call for Help…
How we organize people
How people organize themselves (and get work done)
How People Organize Themselves Relative volume of different types of ties for a prototypical knowledge worker-- Source Enterprise 2.0: New Collaborative Tools for Your Organization’s Toughest Challenges, Andrew McAfee None Potential Making connections via internal social networks, profiles and social workspaces
Weak Strong ties
What technologies do we think of when we discuss social networking? Blogs Wikis Microblogging (public and private) Mobile solutions Voice and video; podcasting Aggregation, sharing, and collaboration Rating, commenting, tagging, etc. Knowledge profiling, location, extraction
Some low-tech examples
How about Fantasy Football? Yes, it’s perceived as a corporate productivity killer, BUT . . . Participation across organizational hierarchies; creates strong social ties that can extend into business relationships Creates an opportunity to see how others strategize and deal with setback Opportunity to focus for sustained periods and maintain long term relationships Communities of interest can lead to communities of practice that actually work
Agile Development Processes Successful teams must act as an effective social network, which means: Honest communication leading to continuous learning An emphasis on person-to-person interaction, rather than documentation Minimal degrees of separation from what is needed by the team to make progress and the people/resources that can meet those needs. Alignment of authority and responsibility From: http://en.wikipedia.org/wiki/Extreme_Programming
Social Workspaces New business model: workspaces and virtual offices for remote employees Co-working arrangements; pay money to work next to strangers Social interaction can lead to real collaboration and problem solving
Business is forged through relationships; relationships are forged between people
Relationships Contribute to Organizational Stability
Social Networking: Benefits by the Numbers 60% Percent of the workday the average information worker spends being social in pursuit of goals –Dion Hinchcliffe, Dachis Group
Benefits by the Numbers 40% Amount of creative teams’ productivity directly attributable to the amount of interaction they have with others “to discover, gather and internalize information” --MIT Study
Benefits by the Numbers 7% Percent more productive Employees with extensive digital networks are than their Less-connected colleagues – MIT Study
Benefits by the Numbers Quantifying the value of connections $200,000 Amount one utility company saved in one day by facilitating cross-functional collaboration through an online social network
Benefits by the Numbers $5,000,000 Value of one new contract a national consulting firm landed because of wiki-based collaboration
Benefits by the Numbers $2,400,000 Increase in sales one software company attributes to information exchange via video podcasts between dispersed sales personnel
Benefits by the Numbers 20% Average increase in employee satisfaction among companies that implemented internal social computing tools -- McKinsey
Ethan and Ken’s Very Short True/False Quiz True or False: Social computing is a silver bullet for all your employee satisfaction, employee retention and productivity problems. FALSE It’s not for you, it’s for them Expect mistakes, but make them early Expect surprises that may change your objectives and how you get there Do it right, and it can be very effective
Homework True or False: Social computing will be integral to how I manage my employees or grow my business in the next 12 months.
What’s worth achieving?
What stands in the way of making this happen?
What are your concerns?
Wrap up People: Baseline your organization Objectives: Work gets done, but is it getting done well? Ask your people about their experience, their answers will show you what you need to be working on. Strategy: How to get there: building a business case; calculate ROI; pilot strategies, departmental and division buy-in Technology: Choose what enables the P, the O, and the S above