Communication
in the Entreprise
2.0
Jean-Charles PILLET
Enterprise 2.0: the
new organizational
paradigm
© Jean-Charles Pillet
Work environment
drivers

© Jean-Charles Pillet

Technology drivers
Enterprise Social Networks

“

A system of web-based technologies
that provide rapid and agile collaboration,
knowledge sh...
Web-based technologies?

© Jean-Charles Pillet
S
L
A
T
E
S
© Jean-Charles Pillet
Some key features…

…any idea?
© Jean-Charles Pillet
What features fall into your definition of
an Enterprise 2.0 platform?

© Jean-Charles Pillet
What is it for?
© Jean-Charles Pillet
Document sharing

Store

and share

Archive and centralize

Handle

versioning

Easily get back to
previous versions

© Je...
Communicate within a team

Real time

communication

Avoid information asymetries

Control

availability

asyncronous comm...
Information and new management

Enhanced

information search
and access

Categorizing

content

Locate information (meta d...
Co-creation and authoring

Co-editing

content

Clear vision of latest state
Improvement culture

Validate

content collab...
Let ideas and initiatives emerge

Brainstorming

in a team

Distributed teams

Virtual work space

Manage

ideas (process)...
Source : USEO

Septembre 2011

© Jean-Charles Pillet
ESN IN PRACTICE

© Jean-Charles Pillet
Ralph, team leader
Works in Bangkok
54 y.o.
Likes canoe, british literature, and chess

Improve productivity

© Jean-Charl...
Working on a document

Before

© Jean-Charles Pillet

Now
+3%
For Ralph, that means

Source: étude SocialCast / étude BlueKiwi
© Jean-Charles Pillet

Productivity
gain

1 hour
/per...
Yann, Project
manager
Works from home (UK)
35 y.o
Loves Tennis, Apple and IT

Enhance communication

© Jean-Charles Pillet
Speak and share

?

?
Before

© Jean-Charles Pillet

Now
-26%
Source: Jive study

© Jean-Charles Pillet

meetings
Jean Pierre, deal
manager
Based in Toulouse
42 y.o
Loves running and cooking

Find the right information,
quickly
© Jean-C...
Locate expertise

Réponse

Réponse

Réponse

Before
© Jean-Charles Pillet

Now
-32%
Source: étude Jive

© Jean-Charles Pillet

Drop
in search
time
Michelle, HR
Director
Amsterdam office
45 y.o.
Loves climbing and charities

Employee well being

© Jean-Charles Pillet
Getting rid of geographical barriers

Before
© Jean-Charles Pillet

Now
+30%
Source : étude Jive

© Jean-Charles Pillet

employee
satisfaction
© Jean-Charles Pillet
Adoption pattern for interactive
technologies

© Jean-Charles Pillet
© Jean-Charles Pillet
“

A system of web-based technologies that provide
rapid and agile collaboration,

knowledge

sharing, emergence and integ...
Organizational knowledge (1/6)

An asset rooted in the
social system of the organization

© Jean-Charles Pillet
Organizational knowledge (2/6)

Learning organization tools

High
© Jean-Charles Pillet

Low
Codification level
Organizational knowledge (3/6)

Enterprise
Content
Management

ESN
Collaborative
Content
Management

Collaborative
softwar...
Organizational knowledge (4/6)

© Jean-Charles Pillet
Organizational knowledge (5/6)

«

No-one
knows
everything,
but
everyone knows something. Knowledge resides
in the collect...
Organizational knowledge (6/6)
Explicit knowledge

Explicit + tacit knowledge

Centralised KM

User-enabled KM

Central pu...
Using all user-generated content…

Image

Community

Discussion

Intranet

© Jean-Charles Pillet

Graph

Information flow
...
… to support interactions and
discussions

Image

Community

Discussion

Intranet

Categorize

© Jean-Charles Pillet

Subs...
Social

Human relationship,
real time exchange, dynamic

Collaborative

Virtual space, sharing, storing

Static

Technolog...
© Jean-Charles Pillet
Communities (1/4)
▶Ideally focused on a shared interest on a topic.
▶A discussion space favoring the development of relati...
Communities (2/4)

Find purpose in the intersection

Participant
Magnetism

Meaningful to
the individual

© Jean-Charles P...
Communities (3/4)

© Jean-Charles Pillet
Community (4/4)

▶Organizational community
▶Interest community
▶Project community
▶Expert community
© Jean-Charles Pillet
That’s nice...

… but why am I the
only one in here?
© Jean-Charles Pillet
Digital public good (1/4)
Knowledge
quantity

Time

© Jean-Charles Pillet
Digital public good(2/4)

Contribution
costs

Public
participation

Variety of motives
for contributing
High replicability...
Digital public good (3/4)

Contributors
© Jean-Charles Pillet

1:9

Seekers
Digital public good (4/4)

© Jean-Charles Pillet
© Jean-Charles Pillet
A term helps characterize
this rational behavior…
© Jean-Charles Pillet
…free-riding.

© Jean-Charles Pillet
Can we purely rely on people
altruism…

© Jean-Charles Pillet
…when contributing incurs a cost
© Jean-Charles Pillet

(even minor)
Leveraging
community
engagement

© Jean-Charles Pillet
Dan Pink: The puzzle of motivation
http://www.youtube.com/watch?v=rrkrvAUbU9Y

© Jean-Charles Pillet
Open question

How would you leverage
engagement in a
community?
What motivates
community members
to contribute?
© Jean-Ch...
1 - Social Capital (1/3)

© Jean-Charles Pillet
1 - Social Capital (2/3)

«

»

Sum of the resources embedded in
the social network of an individual
Nahapiet & Goshal (19...
1 - Social Capital (3/3)

Trust

Identification

© Jean-Charles Pillet

Reciprocity

Norms of
sharing
Well… this all takes
time to build-up

© Jean-Charles Pillet
2 – Intrinsic motivation
Intrinsic motivation

VS
Extrinsic motivation
© Jean-Charles Pillet
2 - Intrinsic motivation

Réponse

Réponse

Réponse

Mastery

Relatedness

Autonomy

© Jean-Charles Pillet
2 – Intrinsic motivation

© Jean-Charles Pillet
2 – Intrinsic motivation

▶Autonomy
▶Mastery
▶Relatedness

© Jean-Charles Pillet
3 – Extrinsic motivation
Intrinsic motivation

VS
Extrinsic motivation
© Jean-Charles Pillet
3 – Extrinsic motivation

© Jean-Charles Pillet
3 – Extrinsic motivation

Professional
affiliation
© Jean-Charles Pillet
3 – Extrinsic motivation

Settle-down one’s
reputation
© Jean-Charles Pillet
In a nutshell

© Jean-Charles Pillet
Make a community work, this
means…

© Jean-Charles Pillet
… facilitating the
development of its
relational capital…

© Jean-Charles Pillet
…by combining factors of
intrinsic motivation…
© Jean-Charles Pillet
… together with elements
of extrinsic motivation.
© Jean-Charles Pillet
Overcoming
participation barriers

© Jean-Charles Pillet
Too much management involved

© Jean-Charles Pillet
Too less management involved

© Jean-Charles Pillet
If you build it, they will come…

© Jean-Charles Pillet
Small core team, many members

© Jean-Charles Pillet
Community ego show…

© Jean-Charles Pillet
Too much centralisation

© Jean-Charles Pillet
Obligation to participate

© Jean-Charles Pillet
No feedback

© Jean-Charles Pillet
Thank you for your
attention

Jean-Charles PILLET
Jean-charles.pillet@atos.net
LinkedIn

Special thanks to
-Jan Krans
- Je...
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Communication in the enterprise 2.0

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An introduction to the shift towards the Enterprise 2.0 and the community engagement challenges.

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Transcript of "Communication in the enterprise 2.0"

  1. 1. Communication in the Entreprise 2.0 Jean-Charles PILLET
  2. 2. Enterprise 2.0: the new organizational paradigm © Jean-Charles Pillet
  3. 3. Work environment drivers © Jean-Charles Pillet Technology drivers
  4. 4. Enterprise Social Networks “ A system of web-based technologies that provide rapid and agile collaboration, knowledge sharing, emergence and integration capabilities in the extended enterprise ” © Jean-Charles Pillet
  5. 5. Web-based technologies? © Jean-Charles Pillet
  6. 6. S L A T E S © Jean-Charles Pillet
  7. 7. Some key features… …any idea? © Jean-Charles Pillet
  8. 8. What features fall into your definition of an Enterprise 2.0 platform? © Jean-Charles Pillet
  9. 9. What is it for? © Jean-Charles Pillet
  10. 10. Document sharing Store and share Archive and centralize Handle versioning Easily get back to previous versions © Jean-Charles Pillet
  11. 11. Communicate within a team Real time communication Avoid information asymetries Control availability asyncronous communication Update on projects Provide the right level of information React and comment Centralize and collect feedbacks © Jean-Charles Pillet
  12. 12. Information and new management Enhanced information search and access Categorizing content Locate information (meta data) Content alert for updates Control over feedback system © Jean-Charles Pillet
  13. 13. Co-creation and authoring Co-editing content Clear vision of latest state Improvement culture Validate content collaboratively Producers - Reviewers Export content Generate viral distribution © Jean-Charles Pillet
  14. 14. Let ideas and initiatives emerge Brainstorming in a team Distributed teams Virtual work space Manage ideas (process) Discussions and debates © Jean-Charles Pillet
  15. 15. Source : USEO Septembre 2011 © Jean-Charles Pillet
  16. 16. ESN IN PRACTICE © Jean-Charles Pillet
  17. 17. Ralph, team leader Works in Bangkok 54 y.o. Likes canoe, british literature, and chess Improve productivity © Jean-Charles Pillet
  18. 18. Working on a document Before © Jean-Charles Pillet Now
  19. 19. +3% For Ralph, that means Source: étude SocialCast / étude BlueKiwi © Jean-Charles Pillet Productivity gain 1 hour /person /week
  20. 20. Yann, Project manager Works from home (UK) 35 y.o Loves Tennis, Apple and IT Enhance communication © Jean-Charles Pillet
  21. 21. Speak and share ? ? Before © Jean-Charles Pillet Now
  22. 22. -26% Source: Jive study © Jean-Charles Pillet meetings
  23. 23. Jean Pierre, deal manager Based in Toulouse 42 y.o Loves running and cooking Find the right information, quickly © Jean-Charles Pillet
  24. 24. Locate expertise Réponse Réponse Réponse Before © Jean-Charles Pillet Now
  25. 25. -32% Source: étude Jive © Jean-Charles Pillet Drop in search time
  26. 26. Michelle, HR Director Amsterdam office 45 y.o. Loves climbing and charities Employee well being © Jean-Charles Pillet
  27. 27. Getting rid of geographical barriers Before © Jean-Charles Pillet Now
  28. 28. +30% Source : étude Jive © Jean-Charles Pillet employee satisfaction
  29. 29. © Jean-Charles Pillet
  30. 30. Adoption pattern for interactive technologies © Jean-Charles Pillet
  31. 31. © Jean-Charles Pillet
  32. 32. “ A system of web-based technologies that provide rapid and agile collaboration, knowledge sharing, emergence and integration capabilities in the extended enterprise © Jean-Charles Pillet ”
  33. 33. Organizational knowledge (1/6) An asset rooted in the social system of the organization © Jean-Charles Pillet
  34. 34. Organizational knowledge (2/6) Learning organization tools High © Jean-Charles Pillet Low Codification level
  35. 35. Organizational knowledge (3/6) Enterprise Content Management ESN Collaborative Content Management Collaborative software © Jean-Charles Pillet KM Tool Generate => Capture
  36. 36. Organizational knowledge (4/6) © Jean-Charles Pillet
  37. 37. Organizational knowledge (5/6) « No-one knows everything, but everyone knows something. Knowledge resides in the collective. » Pierre Lévy Yet... or © Jean-Charles Pillet
  38. 38. Organizational knowledge (6/6) Explicit knowledge Explicit + tacit knowledge Centralised KM User-enabled KM Central push Personal pull Silo/closed Transverse/open Impact on efficiency ESN ECM Basic content service Static profile 2005 © Jean-Charles Pillet 2010 2015
  39. 39. Using all user-generated content… Image Community Discussion Intranet © Jean-Charles Pillet Graph Information flow Event Employee Publication Organization
  40. 40. … to support interactions and discussions Image Community Discussion Intranet Categorize © Jean-Charles Pillet Subscribe Event Graph Information flow Bookmark Employee Publication Organization Comment Like Share
  41. 41. Social Human relationship, real time exchange, dynamic Collaborative Virtual space, sharing, storing Static Technology, Archiving, Codified © Jean-Charles Pillet
  42. 42. © Jean-Charles Pillet
  43. 43. Communities (1/4) ▶Ideally focused on a shared interest on a topic. ▶A discussion space favoring the development of relationships. ▶Provide the ground for tacit knowledge to emerge through experience collection, shared stories and best pratices discussions. Communities are the building blocks of the enterprise 2.0 © Jean-Charles Pillet
  44. 44. Communities (2/4) Find purpose in the intersection Participant Magnetism Meaningful to the individual © Jean-Charles Pillet Community Draw Meaningful to many individuals Organizational Value Meaningful to the organization
  45. 45. Communities (3/4) © Jean-Charles Pillet
  46. 46. Community (4/4) ▶Organizational community ▶Interest community ▶Project community ▶Expert community © Jean-Charles Pillet
  47. 47. That’s nice... … but why am I the only one in here? © Jean-Charles Pillet
  48. 48. Digital public good (1/4) Knowledge quantity Time © Jean-Charles Pillet
  49. 49. Digital public good(2/4) Contribution costs Public participation Variety of motives for contributing High replicability level © Jean-Charles Pillet Barriers to entry
  50. 50. Digital public good (3/4) Contributors © Jean-Charles Pillet 1:9 Seekers
  51. 51. Digital public good (4/4) © Jean-Charles Pillet
  52. 52. © Jean-Charles Pillet
  53. 53. A term helps characterize this rational behavior… © Jean-Charles Pillet
  54. 54. …free-riding. © Jean-Charles Pillet
  55. 55. Can we purely rely on people altruism… © Jean-Charles Pillet
  56. 56. …when contributing incurs a cost © Jean-Charles Pillet (even minor)
  57. 57. Leveraging community engagement © Jean-Charles Pillet
  58. 58. Dan Pink: The puzzle of motivation http://www.youtube.com/watch?v=rrkrvAUbU9Y © Jean-Charles Pillet
  59. 59. Open question How would you leverage engagement in a community? What motivates community members to contribute? © Jean-Charles Pillet
  60. 60. 1 - Social Capital (1/3) © Jean-Charles Pillet
  61. 61. 1 - Social Capital (2/3) « » Sum of the resources embedded in the social network of an individual Nahapiet & Goshal (1998) Structural Cognitive Relationnal © Jean-Charles Pillet
  62. 62. 1 - Social Capital (3/3) Trust Identification © Jean-Charles Pillet Reciprocity Norms of sharing
  63. 63. Well… this all takes time to build-up © Jean-Charles Pillet
  64. 64. 2 – Intrinsic motivation Intrinsic motivation VS Extrinsic motivation © Jean-Charles Pillet
  65. 65. 2 - Intrinsic motivation Réponse Réponse Réponse Mastery Relatedness Autonomy © Jean-Charles Pillet
  66. 66. 2 – Intrinsic motivation © Jean-Charles Pillet
  67. 67. 2 – Intrinsic motivation ▶Autonomy ▶Mastery ▶Relatedness © Jean-Charles Pillet
  68. 68. 3 – Extrinsic motivation Intrinsic motivation VS Extrinsic motivation © Jean-Charles Pillet
  69. 69. 3 – Extrinsic motivation © Jean-Charles Pillet
  70. 70. 3 – Extrinsic motivation Professional affiliation © Jean-Charles Pillet
  71. 71. 3 – Extrinsic motivation Settle-down one’s reputation © Jean-Charles Pillet
  72. 72. In a nutshell © Jean-Charles Pillet
  73. 73. Make a community work, this means… © Jean-Charles Pillet
  74. 74. … facilitating the development of its relational capital… © Jean-Charles Pillet
  75. 75. …by combining factors of intrinsic motivation… © Jean-Charles Pillet
  76. 76. … together with elements of extrinsic motivation. © Jean-Charles Pillet
  77. 77. Overcoming participation barriers © Jean-Charles Pillet
  78. 78. Too much management involved © Jean-Charles Pillet
  79. 79. Too less management involved © Jean-Charles Pillet
  80. 80. If you build it, they will come… © Jean-Charles Pillet
  81. 81. Small core team, many members © Jean-Charles Pillet
  82. 82. Community ego show… © Jean-Charles Pillet
  83. 83. Too much centralisation © Jean-Charles Pillet
  84. 84. Obligation to participate © Jean-Charles Pillet
  85. 85. No feedback © Jean-Charles Pillet
  86. 86. Thank you for your attention Jean-Charles PILLET Jean-charles.pillet@atos.net LinkedIn Special thanks to -Jan Krans - Jean Corbel - Thomas Goubin For their valuable input on this workshop

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