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The Social Intranet

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Presentation for an Acando seminar about social intranets explaining how the traditional corporate intranet will need to be transformed into a platform that provides the opportunity for wide …

Presentation for an Acando seminar about social intranets explaining how the traditional corporate intranet will need to be transformed into a platform that provides the opportunity for wide participation by most or all employees in order to deal with the business challenges most organizations are facing.

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  • 1. The Social Intranet 1
  • 2. Oscar Berg ● Management Consultant at Acando, Sweden ● Enterprise 2.0, Enterprise Collaboration and Content Management ● Strategy, concept development, requirements, architecture and change management Twitter: @oscarberg ● Blogging at www.thecontenteconomy.com and www.aiimcommunities.org/e20/ (AIIM)
  • 3. Trends & forces
  • 4. Changes are happening faster and faster Before Now Predictable Unpredictable Static Dynamic Long-term planning Prepare for change Based on illustration by Dennis Bottjer, www.DennisBottjer.com
  • 5. People expect more from organizations Customer Experience • Fast response • Freedom of choice • Accessibility • Transparency & influence • Simplicity • Need-driven Customers, Citizens Cooperating organizations Partners Integrated systems Accessible information
  • 6. The returns on optimization efforts are diminishing Return of investment Diminishing returns Efforts
  • 7. Focus is being shifted to value creation Optimization Value creation Transactions Collaboration Automatization Learning Commodities Innovation Outsourcing Relationships
  • 8. Collaboration is required for value creation Focus is on R&D the core Distributors business Customers Sales& Suppliers Marketing Agents Production Units
  • 9. Knowledge work becomes increasingly strategic Research, problem-solving, relationships… Knowledge-based work Structure-based work Processes, routines, controls, manuals…
  • 10. “ The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it. ” Andrew Carnegie, 1835-1919
  • 11. The further away we are, the less we communicate Probability to communicate once per 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
  • 12. Where do I find the Anything new? Information I need? Who knows what How do I I need to know? share? How to collaborate? When is it my turn to contribute?
  • 13. “ 71% agree that it is easier to locate "knowledge" on the web than to find it within their internal systems. ” AIIM Industry Watch Collaboration and Enterprise 2.0, 2009
  • 14. “ Why are we so powerful as consumers but so lame as employees? Geoffrey Moore, ” TCG Advisors
  • 15. What if you could read a dynamic magazine about what’s happening at work?
  • 16. Lesson learned Embrace the new paradigm in communications to improve business performance and fuel business innovation.
  • 17. Why social software? 0% 10% 20% 30% 40% 50% 60% 70% 80% Better use of shared knowledge Increased collaboration Faster communication Increased agility/responsiveness Reduced travel costs Brokering - bringing together people and expertise Reduction of IT costs Increased innovation and reduced Time- to-Market
  • 18. “ 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
  • 19. This is the end of the intranet as we know it
  • 20. We are no longer just consumers… A few The majority produce consumes
  • 21. …since we both produce and consume Produce & Consume
  • 22. We have different kinds of information needs… High What’s our travel policy? Frequency Value / How do I perform this activity? Who knows the What are NPV function you working in Excel? on? Low Information need
  • 23. …each of which is associated with a ”cost to serve” High Frequency Value / Cost to serve Low Information need
  • 24. Organizations naturally focus on the needs where the value exceeds the cost… Predictable needs High Created by experts What’s our travel policy? Permanent nature Value How do I perform Dokumenterbar kunskap this activity? Cost to serve Low Content serving information needs
  • 25. …and avoids to produce, or even eliminates, content which can serve the remaining needs High Value Cost to serve Low Content serving information needs
  • 26. But now that the costs of communicating and sharing have collapsed... High Value Cost to serve Low Content serving information needs
  • 27. … employees can help each other out Serve unanticipated needs High Content created by anyone Transcient nature Value User-generated Specialized knowledge content Who knows the What are NPV function you working in Excel? on? Cost to serve Low Information
  • 28. How do we avoid drowning in information?
  • 29. “ It's not information overload. It's filter failure. Illustration from The Economist Clay Shirky ”
  • 30. Information disseminates rapidly in social networks…
  • 31. …but social networks also make great filters Social Graph
  • 32. We need to make content social… Document News Event Photo Presentation Graphic Video Link Community Group Person Organization … … Discussion Comment Micro-blog Feed Blog post Wiki Profile Bookmark Meeting Location Application Device
  • 33. …by interacting and talking about it… Rate Tag Subscribe comment Like Link to … … Micro-blog Share Follow Bookmark
  • 34. …so that our collective social activities make relevant content surface Kommentarer Likes Views Tags Bookmarks Ocean of information
  • 35. We are stuck with bad practices
  • 36. The document ping-pong players People who try to collaborate by sending-replying e-mails with different document versions back and forth.
  • 37. The communication bottlenecks Central editorial teams or managers who act as bottlenecks in corporate communications.
  • 38. The information hoarders People who collect, hoard and protect information as if it was their own property and sharing it would make them less powerful.
  • 39. The occupational spammer People who force other people with little or no interest in a discussion or issue to participate, with no possibility for them to opt out. CC
  • 40. Some use cases for a social intranet
  • 41. Use cases intranets often fail to support Find an answer • Ask a group, a person, anyone Form a group • Ad hoc , long term, project, department… Share information • With a person, a group, anyone Coauthor content • Share, coordinate, get notified Find a person • Name, role, location, responsibility, expertise… • People, content, description, free access, Find a group restricted access • Ask a question, publish file, get rating and Collect feedback comments
  • 42. Example: Share information Objective Share information with anyone who might find it valuable Current Practices • Email everybody • Publish on the intranet • Share on a file server or collaboration site Problems • Emailing everybody not ok (occupational spam) • Editorial process for the intranet with limited room for sharing unrelated information • Lack of shared spaces (silos) New Practices • Enterprise micro-blogging • Blogging with blog portal • Social bookmarking with bookmarks portal • Enterprise wiki
  • 43. Since we operate in silos… What is going on? Who is doing what?… ? ? My Team ? ?
  • 44. …we are forced to become detectives… Oops! No access What are What’s new you up to? here? My Team
  • 45. …or we choose to focus on our own objectives Bad decisions Suboptimization Rework Group think My Team Idea scarcity Knowledge lockin
  • 46. Now, if we get everybody talking and sharing…
  • 47. …we can get on top of things Monitoring Dashboard Community blog Project blog Project blog External blog
  • 48. If we can go from searching for officially appointed experts… Who is expert at Excel?
  • 49. …we need to find ways to get our questions answered , problems would be solved faster How do I I have some samples make great and a tutorial diagrams in Excel? Check out the blog excelcharts.com Look at the Microsoft web site
  • 50. If we just have accessible platforms for open and scalable collaboration… Team Aha, good to Here’s my know! feedback Read Read Comment
  • 51. …we can avoid document sharing chaos and email lockin… Team ? ? Stakeholder Stakeholder
  • 52. Social features
  • 53. Social features … … Micro- Groups Expertise Wiki Social Blogging blogging Location Bookmarking Profiles Sociala Activity Tagging Forums Podcasts Networking Streams Q A Webcasts Questions & Sharing Idea Market Communities Social Searc Answers People Search Likes Social Web Analytics Analytics
  • 54. Profiles Describes your identity, expertise, network, communities, activities, status…
  • 55. Blogs Your own platform for sharing information, ideas, knowledge, opinions…
  • 56. Activity Streams Help you creates the workspace awareness needed for targeted sharing and collaboration
  • 57. Tags Allows you to organize information and find it based on users’ vocabulary
  • 58. DEMO SHAREPOINT 2010
  • 59. Scenario walkthrough: Enriching corporate content and making information flow with user-generated in SharePoint 2010
  • 60. News Portal
  • 61. News Portal Blog Portal 1. Read news story 1 News Story Blog
  • 62. News Story
  • 63. News Portal Blog Portal 1. Read news story 2. Write a blog post about it News Story Blog 2
  • 64. News Portal Blog Portal 1. Read news story 2. Write a blog post about it 3. The blog post appears on the news story page News Story Blog 3
  • 65. News Story – Blogged about this news story
  • 66. News Portal Blog Portal 1. Read news story 2. Write a blog post about it 3. The blog post appears on the news story page 4. The blog post appears 4 among most recent blog posts on the Blog Portal News Story Blog
  • 67. Blog Portal – Recently published blog posts
  • 68. News Portal Blog Portal 1. Read news story 2. Write a blog post about it 3. The blog post appears on 6 the news story page 4. The blog post appears among most recent blog 5 posts on the Blog Portal News Story Blog 5. The blog post appears in the most blogged about news stories on the Blog Portal 6. The news story also appears in the most blogged about news stories the Blog Portal
  • 69. Blog Portal – Most blogged about news stories
  • 70. Demo summary ●Corporate content is enriched by explicit and implicit social user activities and can automatically flow to new contexts ●Popular content is allowed to surface in social spaces such as a Blog Portal where users can explore content which currently causing is causing lot of social activities ●By capturing user activities, allowing syndication of content and encouraging users to build their social graphs allows relevant content to be filtered out and appear in their activity feeds, for example on their profile pages.
  • 71. Social principles
  • 72. Enable anyone to… …contribute …reach out to anyone …participate …be recognized …connect …help out
  • 73. Don’t put lipstick on a pig ”We have added the possibility to activate commenting for corporate news”
  • 74. Key principles for a social intranet Freeform Let the purpose and context decide the format and structure.
  • 75. Key principles for a social intranet Freeform Usability The application is an obstacle between the user and the goal.
  • 76. Key principles for a social intranet Freeform Usability Openness Make sure that anyone who can and want to participate can do so.
  • 77. Key principles for a social intranet Freeform Have you Usability heard? No, what? Openness Dialog Knowledge exchange requires understanding. Understanding requires a dialog.
  • 78. Key principles for a social intranet Freeform Usability Openness Dialog Transparency If you don’t know everything there is to know, how can you make the right decision?
  • 79. Key principles for a social intranet Freeform Good work! Usability Openness Dialog Transparency Recognition is the primary driver for sharing. Recognition
  • 80. Creating social spaces
  • 81. New solutions to old problems The Water The Meeting 2.0 The Whiteboard 2.0 The Suggestion Cooler 2.0 Box 2.0 The Bulletin The Address The Knowledge Networking 2.0 Board 2.0 Book 2.0 Base 2.0
  • 82. The Water Cooler 2.0
  • 83. The Address Book 2.0 http://www.steptwo.com.au/papers/kmc_socialstaffdirectories/index.html
  • 84. The Suggestion Box 2.0
  • 85. Facilitating change and adoption
  • 86. 90% is people, 10% is technology The technology is the easy part - changing our own current practices, behaviors (habits) and values is the really hard part.
  • 87. My colleagues Our organization Me Maximize VALUE EFFORT Minimise Scope the Ease of Ease of change learning use
  • 88. Communicate a clear vision that top management has committed to
  • 89. “Know thyself” Reactive Managed Proactive Culture “Me” “Us & Them” “We” Documen- Communi- Conversation Practices tation cation Free (or no) Portfolio of Technology Platform choice tools Ignorance or Policies & Culture of Governance blocking guidelines discipline
  • 90. Fix the root causes (motivation) I don’t have time! I don’t want to!
  • 91. Do some gardening Plant seeds Arrange the plants Sort out the weeds Do some watering
  • 92. Will the real knowledge worker please stand up? Frågor?
  • 93. Thanks - Rock on!
  • 94. Photo and image credits ● http://www.sxc.hu/browse.phtml?f=download&id=1171398 ● http://www.iconarchive.com/show/office-icons-by-custom-icon- design/calendar-icon.html ● http://www.steptwo.com.au/papers/kmc_socialstaffdirectories/index.html ● http://www.sxc.hu/browse.phtml?f=download&id=1113494 ● http://www.economist.com/printedition/index.cfm?d=20100227 ● http://www.flickr.com/photos/longo/2748338269/sizes/o/in/photostream/ ● http://www.slideshare.net/leapfactor/leap-factor-executive-presentation ● http://www.flickr.com/photos/thelastminute/1972425722/sizes/l/in/photostre am/ ● fc67.deviantart.com/fs40/i/2009/017/e/a/mosh_by_sean_tron.jpg