CIO Strategy Summit Keynote Presentation

ENTERPRISE SOCIAL NETWORKING ADOPTION DR KAI RIEMERTHE UNIVERSITY OF SYDNEYBUSINESS SCHOOL

“ESN roll-out“Facebook in is too hardmy company? and messy” Are you “Not sure what serious?” to use it for (benefits?)” “Can’t “Typical measure it, solution looking won’t do it!” for a problem!” “Social has “Procrasti- no place in nation and business” time wasting” UNCERTAINTY & MISCONCEPTIONS

{Social Network Emergence Process - SNEP model © Riemer et al. 2012, The University of Sydney} Start-up Neglect Excitement Productivity Risk of Engage- Critical Total user number failure ment mass Can’t do without! How do I cope? What’s appropriate? It’s useful, try it! Increase in productivity. Widening gap signifies Message count That’s All messages interesting! How does it What’s Self-referential work? that? I’ve seen better! tTHE UNIVERSITY OF SYDNEYBUSINESS SCHOOL SNEP SOCIAL NETWORK DR KAI RIEMER EMERGENCE PROCESS

100% 90% Distribution of message types over time Proportion of self-referential message types 80% 70% 60% 50% 40% 30% 20% 10% 0% Sep-Dec Jan Feb Mar Apr May diffusion 4 7 55 156 52 140 norming 4 9 16 126 91 61 use 8 16 44 229 118 179 comparison 27 16 46 90 14 25 functionality 29 15 108 178 103 88THE UNIVERSITY OF SYDNEYBUSINESS SCHOOL CONVERSATIONS CHANGE: FROM TALK ABOUT THE TECHNOLOGY DR KAI RIEMER TO SHARING PRODUCTIVE USE CASES

ENTERPRISE PROJECT WORK GROUPDISCUSSIONS &CONVERSATIONSPROBLEM-SOLVINGCONTEXT STATUS UPDATESEVENT NOTIFICATIONSPROVIDE USEFUL INPUTTASK COORDINATIONDECISION-MAKINGMEETING COORDINATIONIDEA GENERATIONINFORMAL COMMUNICATION THE UNIVERSITY OF SYDNEY > 40% • Large Enterprise • Mid-sized teams • Small teams BUSINESS SCHOOL • Context building • Context building • Main work tool 20-40% • Networking • Coordination • Knowledge work • Crowdsourcing • Alignment • Micro-coordination 10-20% 5-10% DR KAI RIEMER < 5% CONTEXTUAL USE CASE PROFILES of messages

• Coaching: „Nudge‟ people in the right direction Individual • Mentoring: Reverse Mentoring to „onboard‟ older employees. • Promoting: People who take ownership of the initiative Group (e.g. “Yambassadors”) • Use Case Development: Use cases need to be developed in context • Policy-making: Simple, but crystal clear policies about what is appropriateOrganisation and what not (to reduce barriers to engagement) • Management buy-in: Legitimise ESN through management participation • Community management: Dedicated community managers look after the Social social networking space Network • Cultivation: “Leadership in use” by setting positive examplesTHE UNIVERSITY OF SYDNEYBUSINESS SCHOOL DR KAI RIEMER MANAGING THE ESN ADOPTION PROCESS

THE UNIVERSITY OF SYDNEYBUSINESS SCHOOL DR KAI RIEMER IT MANAGEMENT PAIN POINTS

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CIO Strategy Summit Keynote Presentation

by Kai Riemer on Oct 08, 2012

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CIO Strategy Summit Keynote Presentation Presentation Transcript