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Social business preso

Social business preso



These are the slides from a presentation given to the 2012 Annual Meeting of the American Oil Chemists' Society. It was the third and last presentation in a Forum on Emerging Technologies....

These are the slides from a presentation given to the 2012 Annual Meeting of the American Oil Chemists' Society. It was the third and last presentation in a Forum on Emerging Technologies.

I have made an attempt to capture my talk by adding notes to explain what I was getting at with the graphics. I believe I've been more successful on some slides than I have been on others. Some I have yet to annotate. For some reason this presentation would not upload here when I attempted to share it shortly after I gave it and I was laboring under the mistaken notion it was too large. I have no idea what actually happened and it is my fault it's taken me so long to provide it.



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  • Crap! I was hoping the somewhat copious notes I added would be converted to help explain the graphics. Having been in Aerospace for over two decades and suffering through countless truly horrific presentations, I favor the 'Beyond Bullet Points' method of presentation. The graphics, by themselves, sometimes don't convey enough of the message. Oh well. Perhaps it's for the best. I'll be happy to give the presentation elsewhere. :)
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  • Before we start I’d like to tell you a little bit about me and my experience. I chose this picture to demonstrate what a button-down, serious guy I am. This is the eldest of my two daughters who my wife and I adopted from the People’s Republic of China. We adopted her sister, who is not in this picture purely because she wasn’t around when it was taken, having vibrated off into another dimension for a while. My oldest was nine when this was taken and will be eleven shortly. I was 55 when we adopted her in 2002. Do the math.
  • I worked for three major, international aerospace corporations without leaving my desk. When I joined Rocketdyne, almost exactly one year after the Challenger disaster, it was owned by Rockwell International. Some time later it was purchased by The Boeing Company and became Rocketdyne Propulsion and Power, or Boeing Canoga Park. Around 2005 it was purchased by United Technologies’ Pratt & Whitney division.
  • These are four of the major products my organization designed, manufactured, tested, and flew. I was privileged to be a member of the Space Shuttle Main Engine team for most of my nearly 23 years as an employee there. For most of the last decade of the program I led the team’s knowledge management efforts, as well as was the project manager for our social network system, which I was instrumental in bringing to the company’s attention and for which I led the trade study and the pilot by the SSME team. I continued in that position, among numerous other responsibilities, until my retirement in 2010.
  • I bring all this up only to point out the importance of this quote and the effect it had on Rocketdyne and my efforts.
  • How many of you are familiar with this phrase? Do you believe it?
  • This is a “marketing” phrase I came up with to use in conjunction with the deployment of our “social” system, AskMe Enterprise, which I led the piloting and deployment of beginning in early 2002. It’s use with rocket scientists, however, was somewhat problematic as the decision to base the value of the exponent so it would easily rhyme went completely unappreciated and I was asked by a man with a PhD in physics, quite deadpan, how I derived that figure. Could it not actually be to the third power . . . or somewhere in between?
  • So, the question is one of sharing vs. hoarding. If knowledge is, indeed, power then hanging on to it and doling it out carefully makes sense. As I’ve heard so many times in the past, “It’s job security”. I submit this is not only mistaken, it is dangerous and destructive to the goals of virtually any organization.
  • Part of the reason I’m including this slide is because it’s so cool. However, there is a point to be made here. With all this content being created on the Internet, isn’t it reasonable to assume the content created in the enterprise is going to multiply dramatically as well? Every software vendor producing tools for running a large organization, from SAP to Jive, is providing more and more ways in which content can be created and shared. How do we make sense of this?
  • How Many People to Make?
  • So . . . how does all this fit together? What do these tools and understandings bring us that can make our jobs easier and our organizations more efficient, effective, and productive?
  • All of these products, these applications and platforms, are available on the Internet. They are free in terms of their use, though proper use takes time and patience. Their use is not for all organizations; perhaps not for many, but they are there. AOCS uses LinkedIn, YouTube, and Twitter to communicate with its members.
  • This page links to a YouTube video AOCS put together to promote the organization. It’s a good example of how media can be made available over the Internet for all to have access to.
  • These are four major players In the enterprise social platform space, three of which I provide success stories from.
  • It’s important to distinguish between leadership and management. Both are important, but here we are a bit more concerned with leadership . . . at least at the onset. This is because we are riding the crest of a cultural change that can be both disruptive and transformative. We need leadership from all quarters, not merely from the top. The use of social media in an organization provides a forum for participation that has never existed before. This democratizing factor alone can be very difficult for many to accept, especially command-and-control leaders. At the same time, as we progress we need to manage the change that takes place so we can understand what it’s doing to our processes and relationships. This requires the steady hand of management as well.
  • Both of these metaphors are important to understand if we’re going to successfully navigate the enormous changes taking place . . . and remain viable. The burning platform implies we’re on our own and there is no more time to form committees to study our problem and pass the buck back and forth. We need to be bold and decisive. The frog in the pot slowly coming to a boil represents complacency in the face of harmful conditions. Both suggest we need to be diligent in recognizing the nature of change around us, as well as our tendency to remain comfortable, believing what got us to where we are will always be sufficient. This is, ultimately, never the case.
  • The following six slides are self-sufficient and, therefore, I’ve not added any notes to describe or explain them
  • To say these are exciting times is, in my opinion, a gross understatement. I believe we will look back some day and recognize this transformation is every bit as profound and revolutionary as the Industrial Revolution was . . . perhaps more so as the benefits of this change will be more widespread and more closely tied to both the physical and the psychological well-being of people and their institutions.
  • Unfortunately, since this transformation will take decades to run its course and, in some ways, will never be quite finished (the perpetual beta,, eh?), every day won’t be sunshine and roses. If you choose to evangelize for the change you believe is necessary, you will not always be watched by benevolent eyes. There are those whose ox is fitting to be gored. They won’t be too happy about that. There are those who are incapable of seeing the world as connected and don’t recognize the commonality of our situations. They don’t see collaboration in the same way those who are making this transformation do. They will not make your life pleasant. Of that I am quite certain as I’ve experienced it first-hand.
  • The quotes are reasonably self-explanatory, though they could be the subject of another month’s discussion . . . easily.

Social business preso Social business preso Presentation Transcript

  • Facilitating Organizational Connections
  • http://www.astronautix.com/graphics/m/ma5ahf.jpghttps://engineering.purdue.edu/AAE/Research/Propulsion/Info/rockets/images/rockets/liquids/rs27a.jpghttp://enterfiringroom.ksc.nasa.gov/S0007Simulation/images/SSME/SSME02.jpghttp://en.wikipedia.org/wiki/File:RS-68_rocket_engine_test.jpg
  • “Every time we develop a new engine we have to blow it up!”http://www.nasa.gov/images/content/514556main_41s_explosive_smoke_1024.jpg
  • Are You a Hoarder?
  • Codified. Merely Information?Information in Context. Only Personal?
  • You can’t manage this! Peter Drucker
  • But you can facilitate it!
  • I know you believe you understand what you think I said – butI’m not sure you realize that what you heard is not what I meant. Ashleigh Brilliant
  • Identical information evokes different meanings in each of us. It is not what the message does to the audience . . . but what the audience does with the I=0 message. . .(Information has no intrinsic meaning) http://informationr.net/ir/8-1/paper140.html that really matters. – Frank Miller
  • Today’s Ideas Require NetworksAcheulean hand-axe ? http://www.ted.com/talks/matt_ridley_when_ideas_have_sex.html
  • Social Business, Knowledge Management, & Networking
  • Expertise Location http://www.flickr.com/photos/joachim_s_mueller/2311069122/
  • Knowledge Sharing
  • Risk Management http://www.flickr.com/photos/mikebaird/3016985275/sizes/m/in/photostream/
  • Education & Mentoring http://www.flickr.com/photos/jarkkos/250725568/
  • Far-Flung Teams
  • Intellectual Property
  • Develop One (or steal it)
  • Be Yourself http://www.flickr.com/photos/laurenmanning/2391238742/sizes/z/in/photostream/ Be Smarthttp://www.flickr.com/photos/midom/1057557449/sizes/z/in/photostream/
  • Be Respectful Don’t Share Confidential or Proprietary Informationhttp://www.flickr.com/photos/stevendepolo/3377332163/sizes/z/in/photostream/
  • Creating a Social Media Policy • Its OK to talk about industry stuff or company stuff, but . . . see the previous three points • State that your comments do notrepresent the company and the views expressed are your own
  • Consumer Technology
  • Enterprise Technology
  • Leadership Managementhttp://farm1.static.flickr.com/134/327939900_a752bcfdc5.jpg http://bajan.files.wordpress.com/2011/02/manager.jpg
  • Corporate Culture?
  • Success Stories
  • ammer• A marketing campaign that normally would have taken 4 months to develop was completed in 2 weeks• Employees get faster answers to IT questions• Employees experience significant and unexpected project time savings• The company has developed a culture of sharing, central to the One Ford business plan• Faster and Cheaper Solution Development: Teams can crowdsourceideas, building feedback into the development process• Faster Decision Making: LG decision-makers can quickly access the company’s organizational knowledge to make the best-informed decision• Talent Identification: LG’s most knowledgeable and influential employees are able to shine and share their wealth of relevant information with the rest of the compan.• Connections occur that otherwise wouldn’t: Faculty and staff can connect to more people in less time, allowing for a more open and collaborative workplace• Breaking down communication silos: Yammer allows faculty, staff and students to communicate across departments and geographic regions• Enhanced learning: Teachers use private Groups to easily facilitate class discussions
  • • Ensure customer success by embedding rich content, including 3,000 example files, 60 technical blogs, 200 tutorials, 250 online user groups, how-to videos, and more.• Gather valuable product feedback through projects like NI Labs (ni.com/labs) and Jive secret groups.• NI Labs showcases new technologies in a virtual research center just before they are ready for release. Members can download and test these pre-alpha features and provide feedback directly to the NI engineers working on them.• R&D engineers blog regularly about LabVIEW best practices and new software features. Their blogs are an easy way for LabVIEW community members to collaborate with key developers.
  • The Prospectshttp://www.flickr.com/photos/alexnormand/5992512756/
  • How You’ll Feel at Times http://www.flickr.com/photos/meddygarnet/2922144043/
  • Stick With it. It’s a Battle WellWorth Fighting! http://www.flickr.com/photos/tomsaint/2704504463/sizes/z/in/photostream/
  • For a knowledge worker, it is no longer enough tobe a good team player, you have to be a goodnetwork player. RiittaRaesmaa http://raesmaa.wordpress.com/Were shifting from ego-system awareness toeco-system awareness Otto Scharmer, MIT Gerd Leonhard