SmallWorldersAbout Us

Launched 2002We offer an alignment of technology and process to support Collective MarketingTMOur Enterprise 2.0 platform encompassesEnterprise Content & Knowledge ManagementEnterprise Social NetworkingCollaborationSmall Worldpage 2

Clients

Our services encompass the 4 Critical Success Factors to ensure a successful initiative4

Technologypage 5

Enterprise Content, Knowledge & Digital Asset ManagementEnterprise Social Networking & CollaborationOpen API & ready-built integration to relevant applications & common web 2.0 sitesSecure & ScalableComing Soon ...Technologypage 6

Content, Knowledge & Digital Asset ManagementThe range of functionality is too broad to list but it includes:Customisable TemplatesPublishing workflow and/or user generatedPersonalisation & email alertsDigital Asset ManagementFull text and/or structured searchMulti-language supportGet a better idea by looking at the following videohttp://www.youtube.com/watch_private?v=AYYd8reymGY&sharing_token=4hGuiorWFlZ_885hGKW1BQ==Email me for a direct link!page 7

All the features you might expect including:Rich user profilesCommunities & ExtranetsForums, Blogs & WikisContent commenting & ratingMicro-bloggingThe following video will help you get a better idea:http://www.youtube.com/watch_private?v=ZXl0g8nbXIE&sharing_token=UX8J59hPmME47KMkraWoxQ==Email me for a direct link!Enterprise Social Networking & Collaborationpage 8

SharepointEmbed content from RSS feeds, YouTube, FlickrEmbed Goggle GadgetsTwitter status updatesLink to users’ Facebook profiles and Skype names for IM/VOIPThinkmapAPI & ready built integration to ...page 9

Audited by independent computer security organisationActive Directory Integration with customisable user roles & rightsCurrently support user bases from 250 – 15000 and up to 1TB of data Extranets, sections, communities and content templates can be added, adapted and customised by administratorsSecure & Scalablepage 10

Allowing trained administrators to continuously evolve the site without resorting to any coding is clever...http://www.youtube.com/watch_private?v=_115zjoH1Fc&sharing_token=A7vDsh5DGLnFNPiCRpqYrg== Email me for a direct link!... which frees up time for our developers to be clever about new features ...Clever?page 11

Activity FeedMobile versionComing soon ...page 12

Knowing how to implement and manage an Enterprise 2.0 initiative (as opposed to just the technology) - that is really cleverClever? page 13

Methodology

The methodology ensures we align effort across all of the four critical success factorsMethodology & the 4 CSFspage 15

Scoping & DesignObjectives, priorities, KPIs, content types, resourcing modelContent templates, taxonomy, publishing schedule, content gatheringResourcing, internal communications, launch planSite architecture, functional requirements, designBuildCustomisationCustom build & integrationContent population/migrationLaunchOffline & online promotionOn-goingTracking, measurement & usage analysisContent & site administrationUsage up-scaling Content & section promotionSection, extranet & content template build & evolutionUser surveys & srategic reviewsMain Steps

We’ve learnt a few things along the wayWe don’t mind sharing them with you

There are 3 cornerstones to a successful collaborative knowledge management initiative: Technology, Content & People. An overemphasis on one (typically the technology) at the expense of others will impact the level of success of the initiativeThe Launch signifies the beginning of the initiative rather than its completion. In fact the methodology describes a process that begins before launch and then continues though the focus, objectives and KPIs may change.The purpose of the initiative is to allow employees (and potentially partners) to collaborate and share knowledge directly. Everyone must therefore be engaged from the outset – it must not be perceived as an initiative from the centre. Satellite offices are likely to be early adopters. The biggest offices (who already have access to people & knowledge directly) are the toughest to crack. Crucially it is the biggest office that should have the most to contributePitfalls

Similarly more junior people and joiners see an immediate benefit but must witness senior level usage if it is to be habit forming. Like the biggest office, the ‘biggest’ people are likely to have the most to contribute initially.The initiative and intranet is best treated as brand, so all of the communications techniques used to influence brand perceptions, customer acquisition and retention etc should be applied. Initially internal communications plays a big role in engaging the organisation. Subsequently however the organisation acquires a singular internal communications tool.The methodology is a strategic approach. There are many tactical initiatives that can be exploited to stimulate usage and contribution. A successful initiative relies on a combination of incentive, coercion, recognition and reward.Pitfalls (..cont.)page 19

Local Knowledge Managers (or knowledge champions/leaders etc) are key to the success of the initiative. It is possible to predict the usage of the intranet by meeting the LKMs – conversely it is possible to profile the LKMs from the usage.Good LKMs are more likely be appointed or given the opportunity to achieve if the success of the initiative is an objective of their managers.Knowledge management is not an ‘add-on’. Ultimately it must become an aspect of how the organisation does business. Briefs, personal objectives & appraisals, award entries are some examples where knowledge management can be made part of the process.Do not expect to be globally successful – particularly initially. If there are groups of people who are active and appreciative and other groups who are dismissive, then there is nothing wrong with the initiative as a whole. Perhaps some people are resistant and you need to consider the needs or barriers of these dismissive groupsPitfalls (..cont.)

www.smallworlders.comkevin@smallworlders.com