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Social collaboration at work executive briefing


Social Collaboration is best done with Revolution from Nexocial. An Enterprise 20 platform build on top of Sharepoint 2007. View here the Executive Briefing delivered by founder Hugo Leijtens

Social Collaboration is best done with Revolution from Nexocial. An Enterprise 20 platform build on top of Sharepoint 2007. View here the Executive Briefing delivered by founder Hugo Leijtens

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  • secure information sharing and personal connections between people on the World Wide Web. It’s also important to note that while this ‘social media’ world is creating a great deal of media attention today, it is not the same as Enterprise 2.0. ‘Social Media’ – the freewheeling consumer world of Facebook, Xing, blogs, Twitter and other services that facilitate sociable communicationThis is not the same as Enterprise 2.0 collaborative networking to achieve daily business objectives.
  • Three major success stories internally:Thoughtleader blogs -Senior management and recognized innovators have had great success sharing insight and informing the greater internal community.Venture Team blogs - These have been of great value in exposing projects to the wider internal audience with some valuable connections and insights captured from commented feedback.Run of the mill blogs-When Fidelity employed 1000 new employees in a new North Carolina unit they encouraged line of business employees to blog about their everyday work experiences. HR and management found the feedback about support desk process experiences and other descriptions of how workflow functionality actually happened invaluable.Fidelity has innovative Internal collaboration policies. Started with email discussion forums in 2001 with groups of 300-700 people Moved to cross organization wikis, locked and open as appropriate. Forums widely used instead of email in rolling discussion areas, such as innovation and specific application user best practice.Fidelity have had great success with a sophisticated internal address book known as ‘The Directory’. This was originally a mashup of the existing corporate directory of all employees adding organizational hierarchy, groups and geography as well as correct name pronunciation. Social search, bookmarking and tagging made this grass roots project – which originally ran on a single computer under its creators desk – so popular that well over a quarter of the 50,000 employees worldwide relied on it as the most efficient source of information.Helped build stronger internal community tiesFirst generation Directory has been superseded by a more formal build out to take advantage of the added efficiencies and context the original innovations brought to the enterprise.


  • 1. Revolution
    Enterprise 2.0
    Executive Strategy Briefing
    Wednesday, 7 July 2010
  • 2.
  • 3. Introduction
    Hugo Leijtens (CTO / MD)
    • Technology Evangelist
    • 4. Most Valuable Professional
    • 5. MS Certified System Engineer
    Social Collaboration at work
  • 6. Samenmeer business
    • Changing workplace
    • 7. Enterprise 2.0
    • 8. A Demonstration
    • 9. Bounding the Opportunity
    • 10. Recommendation
    • 11. Conclusion & Discussion
  • Business Challenges
    Rapidly changing market
    A drive to return to business fundamentals
    Far-flung and loosely connected groups, disparate cultures
    Desire for better operational control
    A plan to enable future growth
  • 12. Background
    Enterprise 2.0
    Globally visible, persistent collaboration
    Employees, partners, and even customers
    Leaves behind highly reusable knowledge
    Uses wikis, blogs, social networks, and other Web 2.0 applications to enable low-barrier collaboration across the enterprise
    Puts workers into central focus as contributors
    Builds and sustains strong connections across the organization
    Case studies of early adoption consistently verifying significant levels of productivity and innovation
    Enterprise 2.0 systems adapt to the environment, rather than requiring the environment to adapt to it.
  • 13.
  • 14. Best Practical Vehicle for: Enterprise 2.0
  • 15.
  • 16. Social Networks vs. Collaborative Networks
  • 17. Benefits
  • 18. Outcomes with Enterprise 2.0
    More information is left behind by workers at the end of business processes that results in re-use and leverage-over-time
    Faster and improved access to a wider range of ideas and expertise across an organization
    20% of worker time on average is spent finding information
    Active facilities to find and use institutional knowledge before it gets out-dated
    Persistent, global conversations are created naturally to develop a more unified and coherent business culture
  • 19. Demo
  • 20. Software Required:But It’s Process and People:
  • 21. Community Management
  • 22. Case Study
    Heavily use of forums
    Use blogs throughout the organization
    Though Leader
    Venture Team Blogs
    Run the Hill blogs
    The Directory
    Wiki for workprocess
  • 23. Enterprise 2.0 ROI for Financial Services
    US credit reporting agency TransUnion recently claimed an initial estimated saving of $US2.5 million within 5 months after using an Enterprise 2.0 social networking platform to connect their 2,700 employees.
    In this specific case, the social networking platform coexists with Microsoft Sharepoint, which is utilized for more formal structured workflows.
    Transunion estimates the platform can deliver an estimated $5 to $8 million in total savings this calendar year for an outlay that is a tiny fraction of that amount
    $US50K total expenditures was reported by the CEO, resulting in an extremely impressive 50x return on investment .
  • 24. Why connectivity and community tools are key to succeed
    The general information worker spends more than 20% of his time searching for the right information. Having the right information at their fingertips will reduce that time, and improve productivity. The right decisions can be made if all the information that is needed is at the decisions maker disposal.
    Connect people (connect people to purpose)
    Be able to find the right experts within the organisation (connect people to the right people)
    Find local experts that can assist in tailoring a common approach to a local situation.
    Capture and share experience and knowledge from implementation in one country and use it for implementations that will follow in other countries (connect people to the right information).
    Facilitate formal and informal learning: 80% of what people learn is learned on the job and via networking (informal).
    An enterprise community platform can enable this.
  • 25. Strategic Uses
    Cost Reduction: Increasing innovation and agility can be effectively addressed with the intelligent use of appropriate Enterprise 2.0 tools and technologies: this will have a significant impact on reducing expenses in structured information while greatly increasing efficiencies around unstructured information amongst knowledge workers.
    Agility: While foundational structured IT continues to play the role of backbone of most business units, it will not be possible to achieve the target operating model of services and sub services using a traditional, more inflexible approach exclusively.
    Unified Business Culture: Seeing the various services as bricks, the unstructured interoperability can be seen as the mortar or cement that binds the various regional units closer together.
    Alignment: The focus on people needs to capitalize on innovative uses of enterprise 2.0 to draw employees closer together and align objectives with services and subservices where needed.
    Ease of Adoption: Low entry barrier way to engage the workforce and have positive bi-directional communication on the objectives, progress and needs of the program.
    Rapid Start: A strong way to stimulate sharing of expertise and knowledge in the region that exceeds country borders
    Leverage of New Technology: Lightweight integration to help secure knowledge about new technologies, such as business process management tools and middleware, more efficiently and between many different IT staff. This will strongly drive enthusiasm and a feeling to contribute and work together.
    Cost Effective: Low cost implementation and low entrance fee.
    Silo Reduction: Integration with back-end knowledge and content management repositories, such as Sharepoint, web-based GUI systems and other internal sources. This should ensure efficient collection, consolidation and sharing of knowledge and expertise which should then stimulate people to read, learn and change.
  • 26. Business Case
    Direct productivity gains
    Regional growth
    Cost savings
    Low cost implementation and low entrance fee.
    Average Reported ROI: 10%-40% (first year only, levels off 2nd+)
    Estimated ROI Ceiling: 15% (Where applied)
    Cautionary Note: Aberdeen Group Suggests As Little As 1%
    Costs per Employee: +/- 20-40 EUR
    Most cost are community management, integration, customization, and management:
  • 27. Risks of not adopting a formal approach to Enterprise 2.0 methods and technologies:
    Continued fragmentation and the development of parochial new silos of tools, often with informal and inconsistent use of Enterprise 2.0 technologies
    Lack of effective centralization and unification of workers and efforts at regional units
    Expensive updates and integrations of enterprise class technology to provide services more agile, flexible and inexpensive Enterprise 2.0 technologies are more effective at providing
    No formal role for Enterprise 2.0 in the target operating model
    No central platform for development, launching, and managing enterprise-wide initiatives
    Electronically Stored Information siloed and inaccessible; findability an increasing problem
  • 28. Discussion
  • 29. What can we do for you?
    Social productivity at work
  • 30. Business opportunity
    Additionele business ingang, concernbreed: Communicatie, HRM, Business Development, CIO/IT Management, ………
    Tussenoplossingvoorklanten die nognietnaar SP2010 willen
    Business generator vooradditioneelwerk:
    Custom Development
    Applicatie management
    Integration management
    Community Management
    Content Management
    Implementatie Management
    Propositievoorklanten: 3 maandenuitproberen, daarna license fee per gebruiker per maand
    Kickbackfeevoor Partner op jaarlijksvooruittebetalen license fee
  • 31. Nexocial services
    Dmv online demo of
    Invliegen van Hugo vanuit China (onkostenwordendoorberekend)
    Level 200 training dmv online demonstratiesvoor Partner
    2e en 3elijns Support
    Mogelijkeaanvulling/ondersteuningvanuit Nexocial:
    Custom Development
    Web 2.0 Applicatieontwikkeling
    CRM/ERP integratie
    Community Management
    Content Management
    Implementatie Management
  • 32. Contact
    Laan van Vredenoord 25 2289 DA Rijswijk Gebouw POSEIDON+31(0)70 390 12 17 www.nexocial.com
    Jaap van Raalte – jaap.vanraalte@nexocial.com +31 647 180 872