Enterprise 2.0 - Efficient Collaboration and Knowledge Exchange

Enterprise 2.0 Efficient collaboration and knowledge exchange Photo: http://www.sxc.hu/browse.phtml?f=download&id=1093184

Who are we?

PART I

The Collaboration Challenge Enabling a dispersed team to coordinate its actions to achieve a shared goal. 3 200 Title of presentation

The team that developed this seminar Stockholm Malmö Barriers: geography, schedules

A fairly large global organization Barriers: organization, geography, time, language, culture

The nature of work is changing More disconnected work environments More complex work More interactions with environments unknown people

Today’s collaboration challenges Cross-organization Seamless Cross-location

Over time, virtual collaboration will become the norm Action Action Action Action Collaboration across boundaries of space, time, and organization supported by technology.

The fifty-foot rule Based on proximity, people are not likely to collaborate very often if they are more than 50 feet apart. Probability of communicating at least once a week 0.30 0.25 0.20 0.15 0.10 0.05 0.00 0 30 60 90 ... Separation distance in feet Tom Allen, MIT, 1977

Small businesses are natural innovators Aren’t afraid to experiment Are adept at doing more with less, creating an and improvise when going innovative mindset after new opportunities In a small company, Rely on strong social collaboration comes networks to share naturally! information and inspire innovative thinking According to research by Intuit

In a large or highly distributed So then we need to make organization like ours, virtual collaboration easy cross-organizational and cross- – as easy as on the location collaboration does web! NOT come naturally.

The gulf of collaboration We need simpler and richer collaboration E-mail Portal support for our team Phone Workflow Photo: http://www.noorsonline.nl/fjord.jpg

“ The most basic collaboration tool is email, but we would argue that it is one of the worst as it is not bounded ” to a particular group or project. Mike Davis Butler Group

E-mail is not bad, it just needs to know its place One-to-Many Many-to-Many One-to-One Two-way One-Way Two-Way Two-Way One-Way Communication Co-production

The Knowledge Worker “One who works primarily with information or one who develops and uses knowledge in the workplace.” Peter Drucker, 1959 Photo: http://www.sxc.hu/browse.phtml?f=download&id=836294

The rules of business are changing People, empowerment, participation… The basis of the operation is the Knowledge-based structure of the activities. The basis of the operation is the knowledge of Structure-based individuals. Procedures, control, compliance…

Knowledge work is increasing ● In general 25 to 50 percent - in some cases more - of the workforce is engaged in knowledge-based work consisting of “tacit”

A business is more than just information Let’s make Relation I have an something idea… together! Conversation Information

Information (data + content) is just something to talk about People Conversations Content Data

The typical situation of a knowledge worker What’s happening? How to share? Where to look? When to act? Anything new? Who knows what? Who and what can I trust?

The Social Web © Acando AB Photo: http://www.flickr.com/photos/jerrycooke/3177877448/sizes/o/

The web knows no borders

A leading open-source operating system

The world’s most comprehensive knowledge base

What is new with the web? You can reach Reach a global audience Technologies enable instantaneous responses and You can create and dialog Accessi- distribute at little or Recency bility no cost You People are willing to You can create and Transpa- Usability share a lot operate the means of rency production

Why knowledge workers like the new tools Fits my work-style Fit different needs and situations Access anywhere Low barriers of anytime interaction Find and connect Return on contributions with people Easy to use

We bring them to work because they empower us

Enterprise 2.0 Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers. Andrew McAfee Associate Professor Harvard Business School

There will be a shift in corporate techology adoption Source: McKinsey Quarterly ”Six ways to make Web 2.0 work” (February 2009)

“ The average Intel employee dumps one day a week trying to find people with the experience & expertise plus the relevant information to do their job…Let me just say that it is ” motivating us to take action. Laurie Buczek Enterprise Social Media Program Manager, Intel

There really is no other way - to understand social media, you need to participate in it.

Aha! moments for the Knowledge Worker If you give a little, #1 you will gain a lot

Aha! moments for the Knowledge Worker Ambient awareness gets #2 you on top of things

Aha! moments for the Knowledge Worker You will discover things #3 you didn’t know you were looking for

PART II

Finding Information

More information is better – there’s something for everyone Usage rate Most popular, something many 3% people want or need Readily available and easy to find Less popular, but there might be something just for you Less easy to find, but still available Total amount of content

Metadata + filters make relevant information surface Visits & Views Favourites Favourites Embeds Taxonomy Downloads Shares Tags Social Bookmarks Users Comments

Communicating Photo: http://www.flickr.com/photos/flocci/23272006/

E-mail has many good sides… Easy and convenient to use Easy to access from anywhere Everyone has an e-mail address Good for private conversations

…but bad sides as well Ooops! Forwarded it to a Sorry guys, I’m customer… leaving this place - I can’t find it in and I’m taking my any of our mailbox with me! databases… Spam! Why did I get this Hey, why didn’t information? I get that information?

Blogs can help to solve some of the problems with e-mail I’ll check in Good work! later No duplication of information Information captured Accessible and findable Easy to collect feedback Usage can be measured Decrease occupational spam Enables reuse of information Found it! Allows subscriptions I’m not interested

Co-producing COLLECTIVE PRODUCTION IN TEAMS Photo: http://www.flickr.com/photos/flocci/23272006/

Co-producing via e-mail and attachments Team members ? ? Stakeholder Stakeholder

Co-producing via wiki Team members Here’s my Good to opinion… know! Read Read Comment Comment Stakeholder Stakeholder

Co-producing via wiki Always clear which version is the latest Notifications are automatically sent after updates Hyperlink to other resources One source of information Information can be accessed and found by others Easy to access and edit No information deleted – restore always possible Supports discussions

Sharing and Discovering Photo: http://www.sxc.hu/browse.phtml?f=download&id=836294

“ Why social networking? Because ” NASA is more that just one expert and one center. Celeste Merryman, NASA \"Findings from the NASAsphere Pilot\"

Discover and share knowledge in professional networks Rapidly distribute Find and connect ideas, experiences with people across and knowledge boundaries Become aware of Tap into the what others are knowledge of doing your informal network

Seeing your network can help you use it better Source: NewsGator

Feeds with network activities create ambient awareness Source: NewsGator

Finding Answers Photo: http://www.sxc.hu/browse.phtml?f=download&id=836294

“ Chasing the expert is a waste of time …We assume that true intelligence resides only in individuals, so that finding the right person will make all the difference. Trying to find smart people will not lead us astray - but trying to find THE smartest person ” will. James Surowiecki Author of “The Wisdom of Crowds”

Ask yourself - Are you really looking for an expert… Where can I find an expert on collaboration?

…or are you looking for answers (provided by experts)? Here’s my answer… Does anyone know which are the keys to efficient collaboration? Here’s my answer… Here’s my answer… Here’s my answer…

Letting your network work for you (LinkedIn)

Examples of corporate use of the same kind of feature ● 60% of questions are answered ● Ninety-three percent (93%) of the within one hour questions answered were by people different center than that of the person who posted the question ● Each question receives an average of 9 responses

Increasing Transparency http://www.flickr.com/photos/ppdigital/2052560350/sizes/l/

A team always operates in an environment Team Extended team Stakeholders Observers

We tend to forget about the environment and create silos What is going on? Who is doing what?… ? ? My Project ? ?

Knowing what goes on = hard detective work What’s new here? Oops! No access My Project What are you up to?

The solution: open up access and publish and subscribe

Then you can aggregate information flows to dashboards Dashboard Team Blog Project Blog Project Blog External Blog

Example of dashboards Source: NewsGator

PART III

There are several strategic questions you need to answer to successfully exploit new technological opportunities…

How do we What do we What can we create value - need to do? do? quick? How do we How do we How do we manage architect minimize risk? change? change? How do we How do we How do we ensure effective know if we are govern use? adoption? successful?

Acando’s Enterprise 2.0 Maturity Model Reactive Managed Proactive Culture Me We Everyone Ways of Information Conversation Relation working Technology Anarchy Standards Integrated Governance Blocking Guidelines Community

Acando’s approach to Enterprise 2.0 Think big, act small Measure, don’t predict Deliver quick value

Phases and focus areas 1 Drivers Value Maturity Strategy Direction 2 Ways of Technology Governance Change Framework working 3 Proof of Approach Solution Pilot Evaluation Concept 4 Measurable Tactics Development Transfer Adoption Results Inspired by \"Enterprise 2.0 Implementation Framework\" by Ross Dawson, Advanced Human Technologies

Phases and focus areas Ways of Drivers Value Technology working 1 2 Maturity Strategy Governance Change Think big, act small Measure, don’t predict Deliver quick value Approach Solution Tactics Development 3 4 Measurable Pilot Evaluation Transfer Results Inspired by \"Enterprise 2.0 Implementation Framework\" by Ross Dawson, Advanced Human Technologies

Defining a manageable scope is key Enterprise-wide Business Area Complexity Team Project Organizational Level Social network Adoption level Feeds Wikis required Blogs Technology

The classic approach Business Launch Development Case Months and years Value? Will our product or service be usable? Will it be fit for purpose? How much do we have to invest to get it used once it is launched? How do we know it generate the desired value?

The 2.0 approach Idea Develop, launch, evaluate, adjust many times Industrialize Weeks Weeks Weeks Weeks Weeks when value is proven Value! Value! Value! Value! Define value and measure from the start Grow a user base and increase adoption bit by bit Get feedback and adjust solutions along the way Perceptual beta - industrialize later

Thank you!

Enterprise 2.0 - Efficient Collaboration and Knowledge Exchange

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