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Social Media: Creating Collaborative Conversations


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Presentation given to CIO-Connect event on 20 May 2010 in Dublin, Ireland and subsequently at CIO-Connect Annual Conference in London on 5 October 2010

Presentation given to CIO-Connect event on 20 May 2010 in Dublin, Ireland and subsequently at CIO-Connect Annual Conference in London on 5 October 2010

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  • MindTouch improves decision making by providing real time enterprise mashups on any MindTouch page. The MindTouch data mashups tool allows you to unlock data from multiple enterprise sources so that all stakeholders within an organization have access to the latest information. Regardless of data source, you can now quickly mashup data from your ERP, CRM and MRP systems to provide data comparisons and information normally not found in any single application. You don’t need to be logged into the systems to pull the data into MindTouch and you don’t need to understand each system to pull these reports. MindTouch does it all for you and without arduous programming efforts.MindTouch Enterprise Dashboards. Executives require the highest level of visibility and control over mission/business critical processes. These processes cross business applications which span departments and users. In today's economic climate the need to view and act on critical information housed in disparate systems is mandatory. MindTouch executive dashboards are easy to set up, easy to change and adapt as your organization changes. MindTouch also creates a collaborative environment where an organization can quickly identify issues, create action plans and delegate responsibilities. Allotted Budget vs. Actual Expenditures Mashups. The need for relational data from disparate systems that have an impact on the enterprise is paramount. A simple but powerful example is the budget vs. actual enterprise mashup that quickly pulls real time information from your Accounts Payable system and compares it to your Budgets in the ERP system. You instantly have the necessary data in one place on any MindTouch page in order to make timely decisions.
  • Password protected file storeFolders created by you are private to youShare folders and drop items in Public foldersAvoids large attachments in email, just send the SkyDrive link
  • is a collaboration between Microsoft FUSE labs and Facebook to enable people to collaborate on projects in office documents on the facebook platform. With the services and technology Microsoft is releasing they are becoming gateways into the web onto growing services that people use from day to day, and allowing them access to the tools to promote collaboration via office 2010 as a social tool.
  • allows you to share documents with your friends on Facebook to collaborate on projects of social pieces.
  • Transcript

    • 1. Social Media
      Creating Collaborative Conversations
      John Lawlor
      Trinity College Dublin
      Information Systems Services
    • 2. Topics For Today’s Discussion
      • Social Media in Trinity College
      • 3. Social Media policy
      • 4. Draft cloud computing policy
      • 5. Digital communications strategy
      • 6. Implementation
      • 7. Enablers, barriers, challenges, lessons, opportunities
      • 8. References and recommended reading
      • 9. Follow up discussion
    • About TCD IS Services
      • Central services provider of computing facilities and support to students and staff on the main campus and in 18 off-campus locations
      • 10. Management Information Systems
      • 11. Computer Systems
      • 12. Networks and Infrastructure
      • 13. Service Support
      • 14. Training and Publications
      • 15. Audio Visual and Media
      • 16. Public Access Computer Rooms
      • 17. About 70 staff
      • 18. Support about 25,000 users
      • 19. Over 10,000 fixed network connections
      • 20. Extensive wireless network with over 650 wireless access points
      • 21. About 200 servers in main on-campus data centre
      • 22. Over 70% virtualised
    • 23. Social Media in IS Services
      • SharePoint
      • 24. Collaboration with some customers
      • 25. Collaboration on internal projects
      • 26. Internal and external group collaboration (firewall)
      • 27. Major College-wide SharePoint project to start during summer
      • 28. Podcasts
      • 29. Support, supplement or replace face-to-face training
      • 30. Share knowledge and output from workshops
      • 31. Record presentations, lectures, guest lectures, seminars, etc
      • 32. Enterprise project management
      • 33. Wikis and discussions
      • 34. Replace large documents (e.g. Architecture Vision, IS Policies, Service Catalogue)
      • 35. Discuss and share ideas and opinions
      • 36. Blogs
      • 37. Share news, knowledge and opinions
      • 38. Online newsletters and surveys
      • 39. Publish news about the department’s work
      • 40. Feedback from users, customers, external parties
      • 41. Twitter
      • 42. Help desk alerts
    • 43.
    • 44. SharePoint 2003 upgraded to 2007 last year
      2010 infrastructure developed this year in conjunction with EPM project
      Full upgrade to take place this year
      Rollout as an enterprise service to start 2010
      Several target areas identified as early adopters
    • 45. Google For Students
    • 46. Services with Little Demand for Support
    • 47.
    • 48. iTunesU
      is a unique location on Apple’s iTunes Store that allows Higher Education Institutions make available audio and video content to view or download.
      A user can subscribe to iTunesU via iTunes which will download new content on the subject that the user has selected.
      iTunesU allows a user to listen or view content on their computer or on the move by downloading the content to a mobile device such as an iPod.
    • 49.
    • 50.
      • Tallaght Hospital
      • 51. St. James’ Hospital (3)
      • 52. School of Nursing, D’Olier Street (2)
      • 53. Arts Building (4)
      • 54. Hamilton Building (2)
      • 55. Lloyd Building
      • 56. Equipment available on loan
    • “Bring students all of the campus services they
      need, on mobile devices they love using”
    • Hosted Blogging Service
      Cloud computing policy and guidelines
      Social networking and social media policy
      Best practice guidelines
    • 70. Colleges Collaborate with.. ...........
    • 71. Mashups
      MindTouch provides real time enterprise mashups on any MindTouch page. The MindTouch data mashups tool allows users to unlock data from multiple enterprise sources so that all stakeholders within an organization have access to the latest information.
      Regardless of data source, users can quickly mashup data from ERP, CRM and MRP systems to provide data comparisons and information normally not found in any single application.
      Users don’t need to be logged into the systems to pull the data into MindTouch and they don’t need to understand each system to pull these reports. MindTouch does it all for them and without arduous programming efforts
      Desktop Suite
      The MindTouch Productivity Tools bridge the desktop and MindTouch for all Windows applications. Users can continue to work with the applications they're familiar with, instead of forcing them to learn a new tool. By adapting to existing organic workflow, you can save time and money by not having to train users on a new system.
    • 72. SkyDrive
      Online Services
      Password -protected, 25-GB virtual hard drive
      Link to SkyDrive documents from Facebook
      Share photos & files with who you choose
      Skydrive – your 25GB online filing cabinet
    • 73.
      Collaborative project with Microsoft and Facebook
      Collaboration and editing of Office Docs with Facebook contacts
      Office docs accessible to all
      Powerful social collaboration
    • 74.
    • 75. Office Web Apps
      Rich authoring of Microsoft Office documents in browser
      • Internet Explorer, Safari, Firefox
      Collaborative editing of documents
      Mobile device access
      OneNote coming soon
    • 76. Digital Communications Strategy
      • Objectives
      • 77. Deliver an innovative communications plan using digital technologies
      • 78. Communicate effectively with a wide variety of audiences, e.g. prospective and current students and alumni
      • 79. Promote College on the world stage
      • 80. Coordinate effort across information service providers in College so as to ensure there is no duplication of effort in the area of digital communications
      • 81. Ensure projects in the delivery of digital content are aligned with the information provision and communication sections of the College’s Strategic Plan
      • 82. Ensure that TCD embraces the latest communication technologies
      • Key tasks
      • 83. Establish user focus groups
      • 84. Evaluate existing methods of digital communications
      • 85. Ensure the latest technologies are used in teaching and learning
      • 86. Introduce technologies that support collaboration among researchers
      • 87. Develop an online communications programme to maximise advances social networking and other Web 2 applications
      • 88. Improve the efficiency and effectiveness of dissemination of digital information
      • 89. Promote the concept of mobility across College
      Digital Communications Strategy
    • 90. Digital Communications Strategy
      • Initial projects
      • 91. Virtual Learning Environment
      • 92. Re-launch iTunesU
      • 93. Evaluate and adopt social networking tools to support teaching, learning, research, and administrative areas
      • 94. Expand teaching and learning technologies internally
      • 95. Implement CampusM system
      • 96. Evaluate and implement content management system
    • Lessons, Challenges, Opportunities
      • Challenges
      • 97. Multitude of applications and platforms
      • 98. Large and growing demand
      • 99. Keeping up with developments, demands, users
      • 100. Events and users overtaking us
      • 101. Nature of a college
      • 102. “Shadow IT”
    • The Shadow IT Department
      Spend more time listening to their employees
      Accept that they are likely to be a step a head in their understanding of social software
      Realise that employees may already be using the tools that they are only just beginning to think about
      In many companies ... the adoption of social software is being driven by the shadow IT Department. IT management needs to do three things:
      “... the consumer technology universe has evolved to a point where it is, in essence, a fully functioning, alternative IT Department.”
      Cook, 2008
    • 103.
    • 104. Lessons, Challenges, Opportunities
      • Social media strategy and approach must be part of – and not separate from – other media and communications approaches
      • 105. Social Media should enable you to become more innovative in your business
      • 106. It is not what you use but how you use it that counts
      • 107. Behaviour and culture need to change to overcome reluctance to adopt Social Media
      • 108. Enable and empower your employees and let them do it for themselves, within broad policy and procedural guidelines
    • Lessons, Challenges, Opportunities
      • There are many platforms and technologies available, so think of your requirements before you make big decisions
      • 109. Be as clear as you can be about what you are trying to achieve, but don’t be afraid to experiment
      • 110. A good way to start is with a test system or pilot application (but see McAfee for differing view)
      • 111. Don’t let the technology determine your path, but instead be driven by your needs and the suitability of various systems and platforms to those needs
    • Lessons, Challenges, Opportunities
      • In my experience, IT too often brings to Social Media a mindset informed (or constrained) by:
      • 112. ERP, transaction processing
      • 113. Security, compliance
      • 114. Firewalls, proxies
      • 115. Long lifecycles, SDLC approach
      • 116. My Social Media heresy:
      • 117. Don’t design
      • 118. Don’t train
      • 119. Don’t get involved
      • 120. Don’t get in the way
      • 121. EuanSemple’s strategy for IT
      • 122. Do nothing
      • 123. Get out of the way
      • 124. Keep the energy levels up
      (Cook, 2008)
      In a 2007 survey of 390 people working in large US companies, Katzenbach Partners (now Booz & Co.) found that a third admitted ignoring their companies’ rules when they found a better way to get things done (Cook, 2008)
    • 125. Stages of Maturity – Where Are You?
      • Unawares
      • 126. Little or no understanding of the role of Social Media
      • 127. Obstructers
      • 128. Understand Social Media but feel threatened by them and stop employees from using them
      • 129. Neutrals
      • 130. Understand Social Media but don’t want to or can’t deal with the impact on their organisation and systems
      • 131. Supporters
      • 132. Understand Social Media and actively trying to use them, often against resistance from IT
      • 133. Champions
      • 134. Understand Social Media and are implementing them and experimenting with different tools
      Cook, 2008
    • 135.
    • 136. Suggested Solutions
      Collaboration is long-term, while co-operation is short-term
      Use tools that reduce the barriers to collaboration – no (or simple) login, one-click editing, instant gratification, etc
      Accept that “work in progress” is as good as finished product
      Publishing information regularly and often moves authorship away from essays and succinct conclusions towards sharing of insights and decisions
      Offset risk by increasing rewards
      Recognition for contributions
      Performance objectives based on knowledge sharing
      Encourage ongoing participation and contributions to a flow of insights and decisions
      Cook, 2008
    • 137. Barriers to Success
      • Security and culture are the biggest barriers to taking full advantage of Social Media (KPMG 2007)
      • 138. Scepticism, wariness and lack of willingness to adopt (Hoover 2007, Information Week)
      • 139. Lack of perceived ROI (Ibid)
      • 140. Lack of skills (Ibid)
      • 141. Hoarding, lack of willingness to share
      • 142. Sharing on wikis, blogs, etc is counterintuitive to many people
      • 143. Standardising on a single vendor can lead to resistance and the creation of a counter-culture by those who prefer other platforms (Young 2007)
      • 144. Fear
      Cook, 2008
    • 145. Factors for Success
      • Speed and flexibility
      • 146. Develop/deliver quickly
      • 147. Employees are more forgiving if they get a solution with a few rough edges if they get it quickly and it does the job
      • 148. Ease of use
      • 149. Applications should require very little training, being capable of being launched virally
      • 150. Peer-to-peer recommendation is probably one of the biggest reasons for rapid growth
      • 151. Demand driven
      • 152. Systems build in response to user demand, rather than the top-down approach using traditional SDLC approach
      • 153. Individual value first
      • 154. Value created for the employee was put first in the design, with organisational value coming second
      Cook, 2008
    • 155. Getting Started – A Practical Approach
      Participation must be easy
      Build on existing relationships
      Integrate with existing tools and processes
      Can be self-managed by the user without training
      Contain personal value to the individual
      Empower “champions” to design and create social software experiments
      Groups should self-organise, forge ahead and educate “respected sponsors” along the way
      Design and create collaboration experiments that meet five key criteria:
      © Copyright 2007 Dave Pollard
      Cook, 2008
    • 156. Recommended Books
      • Cook, N. (2008) Enterprise 2.0: how social software will change the future of work.
      Hampshire: Gower Publishing Limited
      • McAfee, A. (2009) Enterprise 2.0: new collaborative tools for your organisation’s toughest challenges.
      Boston: Harvard Business Press
      • Hansen, M. (2009) Collaboration: how leaders avoid the traps, create unity and reap big results.
      Boston: Harvard Business Press
    • 157. Some Useful Websites