Oe Workshop Learning 2 0 Presentation

Learning 2.0

Personal and professional growth through communities of
practice and Social learning
October 7, 2009

Proprietary and confidential. © 2008 Perot Systems. All Rights Reserved. All registered trademarks are the property of their respective owners. FOR INTERNAL USE ONLY.

Welcome

• Welcome & Introduction of Hosts
o Arend Schuring (Human Performance Consultant, Perot Systems/Dell)
o Ravel Thai
• Tweetchat / Twitter Hastag #OECOP
o Ask questions
o Comment
o Interact with others inside and outside (during and after) the
workshop

Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2008 Perot Systems. All Rights Reserved.

Agenda

• Describe Web 2.0 with examples
• Suggest some ways you can create a personal learning
network to keep up with what’s important to you
• Show how you can either create or enhance a CoP with
Web 2.0 applications.


What is Web 2.0?

• What was once a library is now a café.
• Web technology that has facilitated easy communication, information
sharing, user-centered design and collaboration. This includes, (but is
not limited to):
o Weblogs
o Wiki
o Social bookmarking & tagging
o Social Networking Communities
o Instant Messaging/Presence
o RSS Feed Readers
o Micro-blogging
o Podcasts, videocasts


Wikis (E.g. Wikipedia)


Wiki Revision History


Micro-blogging

• Updates in 140 characters
• Similar to having a conversation vs.
leaving comments on blogs
o Share content
o Get answers to questions
o Instant gratification
• Twitter has grown more in number
of users than other social networks
• 45-54 year olds are top
demographic
• International use is on the rise


Learning with Twitter

• Find people and follow them
o Friends
o Colleagues
• Listen
o Ten minutes a day
• Contribute
o Reply
o Ask questions


Really Simple Syndication


RSS Reader example


Weblogs

• Time-stamped ‘diaries’ posted
in reverse chronological order
o Technorati tracks 70
million
o 120,000 created daily
o Over 90% of blogs are
abandoned
• Types of blogs (via Seth Godin)
o Cat – personal diary
o Boss – to a defined set of people
o Viral – spreading ideas
• Encourage participation
through comments


Social Bookmarking

• Store, organize, share,
search, and manage
bookmarks of web
pages
o See a website’s
popularity
o Learn other sites
similar to the ones
you bookmark


Podcasting

• Interview experts
• Share presentations
• Broadcast information
• Connect at a more
personal level
• Inspire


Social networking

• A social structure tied by one
or more specific types of
interdependency
o Facebook
o LinkedIn
• Share photos, blog, comment,
chat, post status updates (i.e.
what are you doing?)
• Pligg / Ning – create your own
social network
• Ambient awareness
o Strengthens relationships
o Creates weak ties to those we
don’t yet know


What is a Personal Learning Environment?

• A personal learning environment (PLE) or network (PLN) helps you as a
learner manage your learning by:
o Setting goals
o Managing content
o Communicating with others in the process

© 2008 Perot Systems Corporation. All rights reserved.

My PLE


Sample PLE (Bamboo project blog)


PLE Mapping

• Pair up into groups of 2-3
• Take turns describing your PLE to your team members while one of them
maps it out
• Include one or two new Web 2.0 technologies that you find interesting
o Include how you would use them


What is a Community of Practice?

Workers spend a third of their time looking for information and are five times more likely to turn to a coworker rather than an explicit source of information

A community is a blend of:
• A virtual collaboration of personnel (inside and outside the enterprise)
that seek to share and advance the state of knowledge about a subject,
process, or technology
• A body of knowledge, tools, processes, or techniques that are maintained
to enhance an organization’s ability to deliver services and business
value
• An industry-based, cooperative, or government organization that seeks to
disseminate critical knowledge to its constituents


CoP Benefits

Benefits include the following:
• Problem solving
• Developing new capabilities
• Leveraging best practices
• Standardizing practices
• Time savings
• Increase in talent
• Avoiding mistakes
• Creating new knowledge


Perot’s Human Performance CoP


CoP Model


Steps to creating a CoP

• Step 1: Establish/identify a purpose
• Step 2: Identify a community
• Step 3: Understand the culture and behaviors
• Step 4: Develop/support the community
• Step 5: Monitor and measure everything!

Via SlideShare:- Communities of Practice:turning conversations into collaboration


What makes a successful CoP?

• Clear purpose – what will it be used to do?
• Creating a safe and trusted environment
• Committed core group of active participants
• Being motivated
• Knowing the needs of participants
• Having a clear action plan with activities to meet needs
• Blending face-to-face and online activities

Via SlideShare:- Communities of Practice:turning conversations into collaboration


Appendix


Web 2.0:
Overview

http://sethgodin.typepad.com/seths_blog/files/whos_there.pdf
http://www.tagoras.com/docs/Learning_20_for_Associations_v1.pdf


Web 2.0 – Overview

While the tech sector reeled from the burst of the dot-com bubble in 2000, a strong current of innovation —
enabled by unprecedented consumer broadband adoption, cheap fiber lines built during the last boom, and
increasingly efficient hosting centers — was growing. In 2004, O’Reilly Media gave a name to the phenomenon of
using the Web to efficiently connect people, content, and data, dubbing it “Web 2.0.”1
Forrester defines Web 2.0 as:

A set of technologies and applications that enable efficient interaction among people, content, and data in support of
collectively fostering new businesses, technology offerings, and social structures.

In Forrester’s view, the key hallmark of Web 2.0 is efficiency for end users, and the ultimate goal is to use
technology like Ajax, rich Internet applications, blogs, wikis, and social networks to foster productive,
advantageous behavior among employees, customers, partners, and other networks such as Social Computing,
the Information Workplace, and collective intelligence

Source: Forrester

Web 2.0 – Software

Enterprise Web 2.0 Software
The term Web 2.0 has come to embody both consumer and business use of next-generation Web technology; however,
this lumping together of services is too imprecise to be practical. As a result, most pundits and technology strategists
segment the market between consumer Web 2.0 services and business Web 2.0 services. Forrester, refers to the
business Web 2.0 market as enterprise Web 2.0, which encompasses Web 2.0 technology and service investments for
both externally facing marketing functions and internally facing productivity and collaboration functions. Web 2.0 consist
of:
• Purely consumer services are out. Consumer services like Blogger, Facebook, Netvibes, and Twitter are aimed squarely
at consumers, and they typically offer free services supported by advertising. Because corporations do not pay for access
to these sites, Forrester does not consider them as enterprise Web 2.0 sites.
• Advertising expenditures on consumer services are out. While companies do pay to advertise on consumer Web 2.0
sites, those advertisers are not paying for technology access. Instead, marketers are paying to reach consumers, and these
Web 2.0 sites serve as a media channel.
• Enterprise marketing tools are in. Some marketers ultimately decide to build their own Web Words blog. Money spent to
create and syndicate widgets, even on sites like Facebook or LinkedIn, would also be considered an enterprise Web 2.0
investment. 2.0 applications and communities — such as Intel’s vPro Expert Center and Kodak’s A Thousand
• Web 2.0 collaboration and productivity tools are in. Finally, Web 2.0 tools and technologies are beginning to find a
home within the enterprise for worker productivity and collaboration.7 Offerings like those from BEA Systems, IBM, and
Microsoft and from pure-play vendors like Awareness, NewsGator Technologies, and Six Apart all factor into the enterprise
Web 2.0 market.

Source: Forrester

Web 2.0 – Examples

Jeep

Flickr

Kodak

ShoreBank

Source: Forrester

Web 2.0 – Technologies

Source: Forrester

Web 2.0 – Market

The Global Enterprise Web 2.0 Market will reach $4.6 billion in 2013. Social networking will remain the top spending category.

Firms spend more for internal use today, but external use spending will grow faster. Europe and Asia Pacific will become substantial markets in 2009.
Source: Forrester

Web 2.0 – Trends and Predictions

Source: Forrester

Web 2.0 – Trends and Predictions (contd.)

• IT departments will take their heads out of the sand and embrace Web 2.0 technologies. To date, most IT departments have resisted Web
2.0 tools, often viewing them as consumer grade — of secondary concern to other major IT investments — or simply frivolous. But in 2008,
Forrester expects at least half of the 42% of enterprises that say Web 2.0 is not on their priority list to add it by year’s end. Why? First, the IT
shops that began experimenting with enterprise Web 2.0 tools for their own use in 2007 — for tasks like help desk ticket resolution, standards
and documentation tracking, and IT project management — will begin rolling out these tools more broadly to lines of business as they pass IT
muster. Second, CIOs will concede that they cannot quell passionate employees’ use of consumer-oriented or SaaS Web 2.0 tools and will
mitigate risk by deploying enterprise-class tools in their stead. Finally, for IT departments aspiring to be more relevant to the business, enterprise
Web 2.0 tools will be a high-impact, low-cost method to show leadership and innovation. Tech strategists should focus feature development on IT
in 2008 and keep a sharp eye on integration and deployment. For many vendors, this means offering the previously unthinkable: on-premise
software.
• Trial deployments in 2007 will deepen in 2008. Forrester has seen the adoption of enterprise Web 2.0 tools consistently follow a tried-and-true
pattern: technology investigation, experimentation, rollout to small groups or teams, and finally widespread adoption. The vast majority of
deployments followed this pattern in 2007, but as of yet very few have hit the point of pan-enterprise adoption. While every deployment is not
expected to balloon to its full potential in 2008, its expected that enough will grow to provide solid revenue growth within existing installed bases.
• Mashups will mature and eat into other major markets. Of all the enterprise Web 2.0 product categories, the mashup market saw the most
innovation in 2007; IBM, Microsoft, and Serena Software all made major forays into the market. Forrester expects such innovation to bear fruit in
2008 as the market coalesces around a more cohesive set of business processes, value propositions, and usage metaphors. Enterprise mashups
will move from a few one-off pilots to true enterprise-class software in the coming 12 months. That said, there will be no shortage of volatility on
the supply side as mashups begin to take large bites out of the RSS, portal, search, and enterprise application integration (EAI) markets. So who
wins those dollars? The vendors that can exert the most influence on standards boards and industry groups will push advantageous standards —
such as the OAuth mashup authentication standard — and the vendors that can best articulate mashup value to the public will set market
expectations.

Source: Forrester


• Major acquisitions and market exits will experience a drought. In the long run — three years out — the enterprise Web 2.0 market will not
have the carrying capacity to keep all of today’s active vendors thriving, but very few will cash out in 2008. Expect major acquirers — namely
IBM, Microsoft, Oracle, and SAP — to keep growth as organic as they have to date. Overall, Forrester does not expect any major acquisitions.
Tech strategists should look to larger vendors as partners and distributors rather than exit strategies. That said, there are several major wildcards
that could knock this market off its tenuous equilibrium. Google and Salesforce.com could easily spark a run for Web 2.0 SaaS vendors with one
or two smaller acquisitions, and a major acquisition of a leading startup vendor — such as Microsoft buying NewsGator — has the potential to
result in the kind of vendor rollup that the BI market saw in 2007.
• More midtier vendors will enter the space, capturing spend. Vendors will to continue to pour into the enterprise Web 2.0 space in 2008. But
unlike the first wave, very few entrants will be small or startup vendors. Instead larger, established vendors in adjacent markets will offer Web 2.0
features and functionality en masse — just as Web content management vendor FatWire Software has done with its TeamUp product. Others will
pivot outright to capture enterprise Web 2.0 dollars — as software configuration tools management vendor Serena Software has done with its
business mashup product. Mashups in particular will draw in vendors from the search, portal, and EAI markets. In general, 2008 will see the entry
of many midlevel software firms with niche offerings and specialized services fragmenting the market and intensifying competition. The real
winners here will be those firms entering the enterprise Web 2.0 market — they can augment current offerings with simple Web 2.0 features —
while existing Web 2.0 vendors, particularly pure-play vendors, will lose as they are forced to compete with a larger pool of competitors and in
niche markets.
• Consultants and systems integrators will conduct a strong build out of capabilities. Forrester expects a growing group of consultants and
systems integrators to follow behind the leading edge of the enterprise Web 2.0 market. In 2008, look for services vendors to come to market with
strong offerings for companies adopting enterprise Web 2.0 tools and processes. Unlike many business technology markets, Forrester expects
far greater demand for process engineering and change management services than for systems integration because many of the early adopters
have reported much more difficultly with cultural change and adoption than with technology integration and optimization. Look for services
vendors like Accenture, Capgemini, Deloitte Development, and IBM Global Services to capture much of this nascent services market.

Source: Forrester


• Microsoft’s SharePoint will continue to steamroll the market. While many will argue about the quality of SharePoint’s wiki, blog, and social
networking functionality, the number of IT shops that look to Microsoft for Enterprise 2.0 technology speaks for itself. For SharePoint, 2008 will be
another banner year. Forrester expects that the IT departments taking a leadership role in enterprise 2.0 deployments will look at SharePoint
first.11 Furthermore, the sheer volume of employees already using SharePoint makes partnership one of the more attractive moves for the
smaller, best-of-breed Web 2.0 vendors, thus improving the quality of SharePoint and driving even greater usage. While the rest of the market —
analysts included — will continue to gripe about SharePoint in 2008, Microsoft is clearly in an enviable position and can afford to wait for the
market to come to it.

Source: Forrester

Appendix I – Knowledge Management Hype Cycle, 2002

Source: Gartner

References


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