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Facebook, Twitter und Co. - Infrastruktur für E-Collaboration?



draft version, designed for the upcoming BarCamp Berlin

draft version, designed for the upcoming BarCamp Berlin



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Facebook, Twitter und Co. - Infrastruktur für E-Collaboration? Facebook, Twitter und Co. - Infrastruktur für E-Collaboration? Presentation Transcript

  • Facebook, Twitter und Co. - Infrastruktur für E-Collaboration? Cartoon © Hugh MacLeod frogpond Social Software Consulting Draft Version - Comments Welcome Based on a version originally designed for BarCamp Munic 13. Oktober 2007 frogpond © 2007
  • Agenda ... und Ziele • Kollaborative Wissensarbeit & virtuelle Netzwerkunternehmen • Social Networks und Social Presence im Internet (und im Intranet)? • Welche Rolle können soziale Netzwerke und andere Social Software im Unternehmen spielen? Einblick und Überblick verschaffen ... frogpond © 2007
  • About me and frogpond (and BMID ...) Collaboration Office 2.0 Adaptivity Implementation Innovation Management mashups Web Wiki social networking Knowledge Work 2.0 semantic web www.frogpond.de Consulting Enterprise 2.0 RSS weblogs tagging Prozessinnovationen folksonomy Ajax Business Model Innovation frogpond © 2007
  • frogpond is blogging about Social Software, Enterprise 2.0 ... frogpond © 2007
  • ... and Business Model Innovation and Design frogpond © 2007
  • frogpond = consulting, coaching, organizing and facilitating ... nitiating the WikiWednesdayStuttgart ... ... being a catalyst for new thinking frogpond © 2007
  • Wissensarbeiter ... Increasing knowledge worker productivity is the BIGGEST of the 21 century management challenges. Peter Drucker in Management Challenges of the 21st Century frogpond © 2007
  • Wissensarbeiter 1.0 - oder alles EEEEMP ... EEEEMP? Email, Email, Email, Email, Meetings & Präsentationen Und wie würde es besser gehen? Unterstützung von informellen Prozessen (Tacit Interactions) und Collaboration an der organisatorischen Realität ansetzen ... mit neuen Methoden und Werkzeugen ... ... die in die täglichen Arbeitsprozesse nahtlos eingebunden werden. frogpond © 2007
  • How work really gets done ... More jobs require tacit interaction ... And it gets done in teams, communities, networks - and, yes, collaboratively ... So informal social networks gain importance - as the whole idea of corporate culture is shifting: - Workers are changing jobs more frequently - short-term, transient commitments are the norm - I want to keep my network forever - because: the network is the place where work gets done frogpond © 2007
  • Organizations need to understand that ... business collaboration is omnipresent in the business climate and is often required quickly and without warning Collaboration technology enables business collaboration a collaboration technology strategy must be in place to enable future business collaboration initiatives frogpond © 2007
  • Knowing and knowledge may become a group process, not an individual act pursued in implicit solitude. David Weinberger, Everything is Miscellaneous (2007) frogpond © 2007
  • Group processes ... of (distributed) knowledge workers ... and managers “They will have to place themselves where they can make the greatest contribution; they will have to learn to develop themselves.... They will have to learn how and when to change what they do and when to change what they do, how they do it and when they do it.” Peter F. Drucker again frogpond © 2007
  • .... turbocharged with social software This isn‘t your father‘s Yellow Pages on the Intranet ... frogpond © 2007
  • And yes, most knowledge is not visible ... http://www.anecdote.com.au/archives/2007/08/what_do_we_mean.html frogpond © 2007
  • Looking back on Structural Innovations: E-Organization ... vgl. Neilson, G.L.; Pasternack, B.A.; Viscio, A.J. (2000): Up the (E)Organization!: A Seven-Dimensional Model for the Centerless Enterprise, in: Strategy & Business, 6. Jg., 2000, 1, S.52-61 frogpond © 2007
  • Structural Innovations (2): Small within Big is beautiful Cartoon © Hugh MacLeod frogpond © 2007
  • Structural Innovations (3): Adaptive Enterprise Recombine Enable to Invent Self-organization Make Boundaries • Modularity •Specify a few simple rules Permeable • Upgradeable platforms • Enable through connection, • Increase the number and • “Breed early and often“ information, and freedom of density of connections action • Be transparent • Encourage useful • Promote diversity experimentation, regardless of outcome Adaptive Enterprise Live at the Close Edge of Chaos Feedback Loops Apply Selective • Measure continuously Pressure • Sense external change • Measure in real time and respond to it • Replace the bottom 10% • Measure intangibles • Embrace disequilibria – of everything • Avoid anonymity • Separate exploration • Manage your network from exploitation • Demand continuous improvement and innovation frogpond © 2007
  • Structural Innovations (4): Fuzzy Boundaries Customer Customer Competitor Complementor Competitor Complementor Supplier Supplier frogpond © 2007
  • Structural Innovations (5): Allowing for Emergence Visible Hand Invisible Hand „Management“ „Self-organization“ frogpond © 2007
  • Back to today ... How do some companies react in the light of these challenges? Cartoon © Rob Cottingham frogpond © 2007
  • Stop blocking ... but understand why you should encourage knowledge networks frogpond © 2007
  • Social Networks for Knowledge Management „tap underused talent, knowledge, relationships and skills” frogpond © 2007
  • Gartner Magic Formulae: KM + Web 2.0 = Productivity and Innovation Gartner research note: KM + Web 2.0 = Productivity and Innovation This explicitly links KM programs and Web 2.0 tools ... [...] Ten years later, KM is as important as ever, and its evolution continues. Teaming, knowledge networks and social software are solid practices that can boost the effectiveness of KM. 195$ 3 (three) pages frogpond © 2007
  • Knowledge Management 2.0 in a Connected World From Content and Collection to Collaboration and Connection “The value is not in the delivery of knowledge, but in the alchemy of knowledge, in the ability to connect thoughts that weren't previously connected” frogpond © 2007
  • Knowledge Management in a Connected World frogpond © 2007
  • Social Networks (and informal organization) this is made of people ... „[...] this is people ...“ Charlton Heston, Soylent Green, 1973 frogpond © 2007
  • When you hire someone,… …..you “hire” his or her network. frogpond © 2007
  • Social Capital ... “In sum, it is the value people produce when they work together to achieve mutual goals. It emerges when people build trust, a shared understanding, and a willingness to cooperate in ways that produce something greater than the sum of their parts” Robin Athey – Its 2008: Do You Know Where Your Talent Is? Connecting People for Performance frogpond © 2007
  • ... and Social Presencing leading to Hyper-Connectivity it’s not about being poked and prodded, it’s about exposing more surface area for others to connect with Johnnie Moore, in: http://www.johnniemoore.com/blog/archives/001752.php frogpond © 2007
  • It‘s not only about social software like wikis or weblogs ... think: digital social spaces for social presence ... frogpond © 2007
  • Looking back (2): Is CSCW old-fashioned? Or far-sighted? frogpond © 2007
  • Looking back (2): Spatial Distance in E-Collaboration ... different floor different building conventionally located teams virtual teams 15m rule of collaboration different town different countries round the globe frogpond © 2007
  • Using Social Software for Knowledge Networks Communities of Practice ... enhancing teamwork Organizational Learning ... enhancing competencies Linking, bonding and integrating competencies and knowledge bases ... Documenting and coordinating knowledge of distributed projects ... Both formalized process support and ad-hoc platform capabilities ... Provide room for connectivity, adaptivity and emergence ... Use it to analyze, map and optimize your (informal) knowledge networks ... ... nd, don‘t forget, the boundaries of your organization are fuzzy, so ponder: Opening up the organization (Open Innovation ...) Inter-Enterprise knowledge network support (Extended Enterprise and Value Nets ...) ... frogpond © 2007
  • Example: Using Wikis for Knowledge Networks • A tool not only for a team context ... • Every page is editable with revisions tracked ... • Establishes a way of collaborating through content ... • Collect, communicate and collaborate ... • Let knowledge processes evolve, enable organic knowledge management ... • ... Use them e.g. in Communities of Practice • Help manage the explosion of information • Make it easier to execute against strategy • Enable rapid communication and shared understanding • Create a culture receptive to innovation ... are the locus of identification and transfer of best practices in knowledge work frogpond © 2007
  • Example: Social Presencing for Knowledge Networks • provides clear context... while enabling multiple contexts ... • low-barrier communication with upscaling potential ... • collaborate through links, chitchat, alerts, ... • reach your network instantly ... • ... frogpond © 2007
  • Example: Social Networking platforms for Knowledge Networks • Locate competencies ... and find collaborators ... • Form groups, communities and clans ... • Leverage the weak ties of your knowledge network ... • Collect, communicate and collaborate ... • Let the network figure out how to use the platform ... • Enable mash-ups and distributed applications ... frogpond © 2007
  • So is it easy to define a business case for Social Software in the Enterprise? • Easy, fast and flexible • Cost-effective / High Payback • Easily improved upon, leveraged, tweaked or integrated into ... • Leverages informal networks - i.e. the way work was, is and will ever be done • and more ... frogpond © 2007
  • Business Case? Show me the numbers! Well, yes, but don‘t try to measure what can‘t be measured ... • What‘s the daily/weekly/... cost of your employees searching ...? • What‘s the daily/weekly/... cost of your employees emailing back and forth ...? • Do you measure the impact of employee turnover ...? • Do metrics and evaluations of intranet usage exist? Are you satisfied? • ... And, most importantly, imagine the ROC* of Social Software on your organization! Do you still need an ROI? * ROC = Return on Change frogpond © 2007
  • Strategische Antworten auf Social Software und Enterprise 2.0 • Entwicklung einer Unternehmensstrategie für das Web 2.0  Open Innovation, soziale Netzwerke von Wissensarbeitern, usw. • Etablierte Werkzeuge der Strategieentwicklung haben nach wie vor ihren Platz ...  SWOT-Analyse, Porters Kräftefeld etc. • ... aber auch innovative Werkzeuge der Strategieentwicklung erproben  Szenariomanagement und Environmental Scanning systematische Geschäftsmodellinnovation (BMID) Pilotprojekte, Skunk Works, Mavericks oder Querdenker etc. • Chancen und Risiken evaluieren, und dabei ... • ... den Einsatz von Beratern erwägen, wenn  umsetzungsorientiert, unabhängig und ohne den Aufbau von Abhängigkeiten, organisations- statt technologieorientiert, ... frogpond © 2007
  • Questions and/or Ideas - contact me ... www.frogpond.de Social Software Consulting Steingaustraße 27 73278 Schlierbach Germany mk@frogpond.de Skype: mk.frogpond http://twitter.com/frogpond frogpond © 2007