Enterprise Social Networking - Myth or Magic?

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In the time it takes you to read this abstract, Facebook will have received another 150,000 unique page views from around the world. LinkedIn adds 10 new members every 5 seconds, with over 50% contributing to active discussions. And from flash mobs to #OccupyWallStreet, Twitter has already established itself as the tool of choice to redefine organized movements and protests.

Despite these incredible advances in social technology, however, collaboration in most organizations is still performed using a product first invented in 1971: Email.

In this presentation, we’ll look at the taxonomy of social networking and ask the question if and how it can be applied and extended to a traditional business. We’ll push the boundaries of what social networking can mean within an organization, from “friending” ERP and CRM systems through to using a social network as a knowledge library where employees can discover skills and share ideas. We’ll investigate the power of context as it relates to an organization’s social graph, and even look at how social networking can be used to transform reporting for your organization.

Whether you are new to the subject, or already have an implementation plan, you’ll walk away with a thorough understanding of how the technology can be effectively used within the four walls of your organization, and maybe even a different perspective on why we are all still relying on that technology from the 1970′s!

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Enterprise Social Networking - Myth or Magic?

  1. 1. ?ENTERPRISE  SOCIAL  NETWORKINGMYTH or MAGICSIMON GUESTGM, BUSINESS INNOVATIONNEUDESIC, LLC
  2. 2. RAY TOMLINSON
  3. 3. RAY TOMLINSON QWERTYUIOP IN 1971, RAY SENT THIS
  4. 4. RAY TOMLINSON THE FIRST EMAIL!
  5. 5. EMAIL VOLUME = ISP USAGE = CORPORATE h3p://www.radica>.com/wp/wp-­‐content/uploads/2012/04/Email-­‐Sta>s>cs-­‐Report-­‐2012-­‐2016-­‐Execu>ve-­‐Summary.pdf
  6. 6. EMAIL VOLUME } = ISP USAGE = CORPORATE h3p://www.radica>.com/wp/wp-­‐content/uploads/2012/04/Email-­‐Sta>s>cs-­‐Report-­‐2012-­‐2016-­‐Execu>ve-­‐Summary.pdf
  7. 7. EMAIL VOLUME } = 3,300,000,000 email accounts worldwide = ISP USAGE = CORPORATE h3p://www.radica>.com/wp/wp-­‐content/uploads/2012/04/Email-­‐Sta>s>cs-­‐Report-­‐2012-­‐2016-­‐Execu>ve-­‐Summary.pdf
  8. 8. EMAIL VOLUME } = 3,300,000,000 email accounts worldwide 89,000,000,000 messages per day = ISP USAGE = CORPORATE h3p://www.radica>.com/wp/wp-­‐content/uploads/2012/04/Email-­‐Sta>s>cs-­‐Report-­‐2012-­‐2016-­‐Execu>ve-­‐Summary.pdf
  9. 9. EMAIL VOLUME 30,900,000 } LAST 30 SECONDS = 3,300,000,000 email accounts worldwide 89,000,000,000 messages per day = ISP USAGE = CORPORATE h3p://www.radica>.com/wp/wp-­‐content/uploads/2012/04/Email-­‐Sta>s>cs-­‐Report-­‐2012-­‐2016-­‐Execu>ve-­‐Summary.pdf
  10. 10. EMAIL VOLUME RIGHT TOOL? ALWAYS DONE THIS WAY?
  11. 11. ISSUES WITH EMAIL
  12. 12. ISSUES WITH EMAIL 01 inefficient for collaboration
  13. 13. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems
  14. 14. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity
  15. 15. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity 04 poor history and archiving
  16. 16. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity 04 poor history and archiving 05 little reporting or querying
  17. 17. ISSUES WITH EMAIL WE NEED A NEW COLLABORATION PROJECT!
  18. 18. WE NEED A NEW COLLABORATION PROJECT }HOW MANY UNDERTAKEN PROJECT TO IMPROVE COLLABORATION?
  19. 19. WE NEED A NEW COLLABORATION PROJECT }HOW MANY UNDERTAKEN PROJECT TO IMPROVE COLLABORATION?
  20. 20. WE NEED A NEW COLLABORATION PROJECT }HOW MANY UNDERTAKEN PROJECT TO IMPROVE COLLABORATION? HOW MANY HAVE BEEN AN OUTSTANDING SUCCESS?
  21. 21. WE NEED A NEW COLLABORATION PROJECT }HOW MANY UNDERTAKEN PROJECT TO IMPROVE COLLABORATION? HOW MANY HAVE BEEN AN OUTSTANDING SUCCESS?
  22. 22. }WE NEED A NEW COLLABORATION PROJECT GOOD INTENTIONS
  23. 23. }WE NEED A NEW COLLABORATION PROJECT
  24. 24. }WE NEED A NEW COLLABORATION PROJECT “ALL PROJECTS NOW ON SHAREPOINT!”
  25. 25. }WE NEED A NEW COLLABORATION PROJECT “ALL PROJECTS NOW ON SHAREPOINT!” “ERP IS NOW INTEGRATED WITH CRM!”
  26. 26. }WE NEED A NEW COLLABORATION PROJECT “ALL PROJECTS NOW ON SHAREPOINT!” “ERP IS NOW INTEGRATED WITH CRM!” “THIS IS OUR NEW COLLABORATION PLATFORM”
  27. 27. }WE NEED A NEW COLLABORATION PROJECT INTEGRATION OF SINGLE PERSON AND MULTIPLE SYSTEMS
  28. 28. }WE NEED A NEW COLLABORATION PROJECT ALT + TAB INTEGRATION
  29. 29. WE NEED A NEW COLLABORATION PROJECT BACK TO EMAIL!
  30. 30. HOW DO WE FIX THIS?
  31. 31. HOW HAS COMMUNICATION CHANGED ACROSS GENERATIONS?
  32. 32. COMMUNICATION ORIENTATION h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  33. 33. COMMUNICATION ORIENTATION TRADITIONALISTS 1925-1945 PERSONAL CONTACT h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  34. 34. COMMUNICATION ORIENTATION TRADITIONALISTS 1925-1945 PERSONAL CONTACT BABY BOOMER 1946-1964 TELEPHONE h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  35. 35. COMMUNICATION ORIENTATION TRADITIONALISTS 1925-1945 PERSONAL CONTACT BABY BOOMER 1946-1964 TELEPHONE GENERATION X 1960-1980 EMAIL h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  36. 36. COMMUNICATION ORIENTATION TRADITIONALISTS 1925-1945 PERSONAL CONTACT BABY BOOMER 1946-1964 TELEPHONE GENERATION X 1960-1980 EMAIL GENERATION Y 1980-2000 IM/TEXT/SOCIAL h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  37. 37. COMMUNICATION ORIENTATION TRADITIONALISTS 1925-1945 PERSONAL CONTACT BABY BOOMER 1946-1964 TELEPHONE GENERATION X 1960-1980 EMAIL GENERATION Y 1980-2000 IM/TEXT/SOCIAL GENERATION Z 2000 onwards SOCIAL ONLY h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  38. 38. COMMUNICATION ORIENTATION EASY - WE’LL JUST BUY A SOCIAL PRODUCT...
  39. 39. COMMUNICATION ORIENTATION DEFINE A SOCIAL GRAPH FOR YOUR ORGANIZATION
  40. 40. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIES
  41. 41. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT
  42. 42. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT UPDATE
  43. 43. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT UPDATE FOLLOW
  44. 44. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT UPDATE FOLLOW SHARE
  45. 45. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT UPDATE FOLLOW SHARE LIKE
  46. 46. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT UPDATE FOLLOW SHARE LIKE ENCOURAGE
  47. 47. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT UPDATE FOLLOW SHARE LIKE ENCOURAGE TIMELINE
  48. 48. SOCIAL GRAPH HAS A TAXONOMY OF ENTITIESCONNECT UPDATE FOLLOW SHARE LIKE ENCOURAGE TIMELINECONNECT UPDATE FOLLOW SHARE LIKE ENCOURAGE TIMELINE
  49. 49. CONNECTIONS IN THE SOCIAL GRAPH ARE MADE THROUGH CONTEXT
  50. 50. THE SOCIAL GRAPH IS EXTENDED THROUGH SYSTEMS FACEBOOK HAS APPS ORGANIZATIONS HAVE SYSTEMS (CRM, ERP, HCM)
  51. 51. TAXONOMY, CONTEXT, SYSTEMS
  52. 52. HOW CAN A SOCIAL GRAPH TAXONOMY, CONTEXT, SYSTEMSDRIVE DIFFERENT BEHAVIOR IN AN ORGANIZATION?
  53. 53. A DAY IN THE LIFE
  54. 54. INTRODUCING MARSTWO, LLC GETTING PEOPLE TO MARS BY 2023!
  55. 55. INTRODUCING MARSTWO, LLC engineering field corporate sales hr GETTING PEOPLE TO MARS BY 2023!
  56. 56. EVERYONE HAVING SAME ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity 04 poor history and archiving 05 little reporting or querying
  57. 57. EVERYONE HAVING SAME ISSUES WITH EMAIL 01 inefficient for collaboration
  58. 58. MEET THE TEAM JEFF HAY Director  of  Engineering Has  a  new  idea  for  wheels  for   vehicles  on  Mars.    Wants  to   develop  this  into  a  new  design   with  his  team...  
  59. 59. MEET THE TEAM JEFF HAY Director  of  Engineering 01 Form  a  new  team 02 Brainstorm  some  new  ideas 03 Setup  a  working  environment
  60. 60. COLLABORATION HOW WOULD JEFF DO THIS TODAY?
  61. 61. COLLABORATION New  Wheel  System Margaret  Au,  Hugo  Garcia,  Carol  Troup New  Wheel  System Margaret,  Hugo,  Carol, I’ve  been  thinking  about  a  new  wheel  system  for  our  people  carrier  on  Mars  -­‐  would   love  to  brainstorm  some  ideas.    What  >mes  work  with  you?    I’ll  book  a  conference   room. Thanks, Jay
  62. 62. COLLABORATION
  63. 63. COLLABORATION
  64. 64. COLLABORATION
  65. 65. COLLABORATION NEED TO BRING ON BUSINESS PARTNER CAROL FORWARDS A RECOMMENDATION
  66. 66. COLLABORATION Materials  RFP sales@marsmaterials.com Carol  Troup Materials  RFP Brian Nice  to  “virtually  meet  you”!    Carol  recommended  that  we  send  our  latest  RFP  to  Mars   Materials  for  considera>on.    Please  find  a3ached  document.    Look  forward  to  your   reply! Thanks Jeff
  67. 67. COLLABORATION
  68. 68. COLLABORATION Materials  RFP Jeff  Hay   RFP  response Jeff Thanks  for  the  opportunity  to  respond.    At  discussed,  please  find  a3ached  our  RFP   response  and  quote  for  the  materials. Would  you  mind  forwarding  to  the  rest  of  the  team?    Let  me  know  if  you  have  any   ques>ons. Regards Brian  Smith VP,  Sales Mars  Materials  
  69. 69. NOT BAD, BUT...
  70. 70. NOT BAD, BUT...
  71. 71. NOT BAD, BUT... 01 does jeff have the right team?
  72. 72. NOT BAD, BUT... 01 does jeff have the right team? 02 did they choose the right partner?
  73. 73. NOT BAD, BUT... 01 does jeff have the right team? 02 did they choose the right partner? how can others find out about the 03 project?
  74. 74. REPLAY
  75. 75. COLLABORATION USING THE ORGANIZATION’S SOCIAL GRAPH JEFF CREATES A NEW PROJECT
  76. 76. COLLABORATIONNEW PROJECT
  77. 77. COLLABORATIONNEW PROJECT
  78. 78. COLLABORATION
  79. 79. COLLABORATION
  80. 80. COLLABORATION DECIDES NOT TO HAVE A MEETING!!!
  81. 81. COLLABORATION DECIDES NOT TO HAVE A MEETING!!! STARTS THE CONVERSATION IN THE SOCIAL GRAPH
  82. 82. COLLABORATION
  83. 83. COLLABORATION
  84. 84. COLLABORATION
  85. 85. COLLABORATION
  86. 86. COLLABORATION
  87. 87. COLLABORATION
  88. 88. COLLABORATION
  89. 89. COLLABORATION
  90. 90. COLLABORATION
  91. 91. COLLABORATIONSOCIAL GRAPH IS BECOMING RICHERBECAUSE OF ALL THESE CONVERSATIONS
  92. 92. COLLABORATION
  93. 93. COLLABORATION
  94. 94. COLLABORATION
  95. 95. COLLABORATION
  96. 96. COLLABORATION
  97. 97. ? END RESULT
  98. 98. END RESULT
  99. 99. END RESULT social graph allows the project to 01 be discoverable
  100. 100. END RESULT social graph allows the project to 01 be discoverable jeff might never have learned about 02 chris’ similar work or the new vendor
  101. 101. END RESULT social graph allows the project to 01 be discoverable jeff might never have learned about 02 chris’ similar work or the new vendor social graph increases likelihood of 03 “brilliant” happening
  102. 102. ISSUES WITH EMAIL
  103. 103. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity 04 poor history and archiving 05 little reporting or querying
  104. 104. ISSUES WITH EMAIL 02 doesn’t integrate well with systems
  105. 105. MEET THE TEAM JENNI MERRIFIELD Director  of  Sales Has  been  chartered  with  selling   the  #1  thing  people  care  about...     The  first  tourist  2ckets  to  Mars!  
  106. 106. MEET THE TEAM JENNI MERRIFIELD Director  of  Sales 01 Win  a  “huge  deal” 02 Meet  this  month’s  quota 03 Maintain  customer  sa>sfac>on
  107. 107. SYSTEMS HOW WOULD JENNI DO THIS TODAY?
  108. 108. SYSTEMSENTERS INTO CRM
  109. 109. SYSTEMSENTERS INTO CRMBECAUSE SHE’S BEEN ENCOURAGED (TOLD) TO!
  110. 110. SYSTEMSMOST OF THE COLLABORATION IS DONE VIA EMAIL
  111. 111. BigCo  Deal  Update SYSTEMS Jenni  Merrifield BigCo  Deal  Update What’s  the  latest?    Karen  is  telling  me  that  CRM  hasn’t  been  updated.     Pls  update  asap. Brad  Su3on CEO MarsTwo,  LLCMOST OF THE COLLABORATION IS DONE VIA EMAIL
  112. 112. BigCo  Deal  Update BigCo  Deal  Update SYSTEMS Brad  Su3on Merrifield Jenni   BigCo  Deal  Update RE:  BigCo  Deal  Update What’s  the  latest?    Karen  is  telling  me  that  CRM  hasn’t  been  updated.     Brad Pls  update  asap. Things  are  going  well,  thanks  for  asking.    We  are  mee>ng  with  Larry  and  Greg  on   Wednesday  ajernoon  to  go  through  the  presenta>on  and  talk  pricing.    Would  love  to   Brad  Su3on get  your  input  on  the  money  slide  before  we  head  down  there.     CEO MarsTwo,  LLC I  haven’t  updated  CRM  yet  -­‐  things  are  crazy  this  week  -­‐  but  will  do  when  I  land  later   tonight. /Jenni Jenni  Merrifield Director  of  SalesMOST OF THE COLLABORATION IS DONE VIA EMAIL
  113. 113. BigCo  Deal  Update SYSTEMS Jenni  Merrifield BigCo  Deal  Update What’s  the  latest?    Karen  is  telling  me  that  CRM  hasn’t  been  updated.     Pls  update  asap. Brad  Su3on CEO MarsTwo,  LLCMOST OF THE COLLABORATION IS DONE VIA EMAIL
  114. 114. SYSTEMS THEY WIN THE DEAL!!!
  115. 115. We  won  the  deal!!!SYSTEMS Jenni  Merrifield,  Cassie  Hicks,  Jeff  Hay,  Chris  Gray,  Mary  Cha,  Karen  Lamb We  won  the  deal!!! All, Just  got  no>ce  that  the  founders  of  BigCo  have  agreed  on  a  date  and  price  for  their   >ckets  to  Mars!!!    Congratula>ons  to  everyone  involved  in  closing  the  deal  -­‐  you  guys   rock! THEY WIN THE DEAL!!! Please  forward  to  anyone  in  your  team  that  I  might  have  missed. Brad  Su3on CEO MarsTwo,  LLC
  116. 116. SYSTEMS BUT THEN, A CUSTOMER ISSUE... CAN WE ADD A TRAVELER AND BRING THE DATE FORWARD?
  117. 117. RE:  New  date  and  extra  passengerSYSTEMS RE:  New  date  and  extra  passenger RE:  New  date  and  extra  passenger RE:  New  date  and  extra  passenger Brad  Su3on,  Cassie  Hicks,  Jeff  Hay,  Chris  Gray,  Mary  Cha,  Karen  Lamb Brad  Su3on,  Cassie  Hicks,  Jeff  Hay,  Chris  Gray,  Mary  Cha,  Karen  Lamb Brad  Su3on,  Cassie  Hicks,  Jeff  Hay,  Chris  Gray,  Mary  Cha,  Karen  Lamb Brad  Su3on,  Cassie  Hicks,  Jeff  Hay,  Chris  Gray,  Mary  Cha,  Karen  Lamb RE:  New  date  and  extra  passenger RE:  New  date  and  extra  passenger RE:  New  date  and  extra  passenger RE:  New  date  and  extra  passenger All All All All OK  -­‐  I  think  we  have  a  handle  on  this  now.    Cassie,  thanks  for  taking  the  call  from   BUT THEN, A CUSTOMER ISSUE... OK  -­‐  I  think  we  have  a  handle  on  this  now.    Cassie,  thanks  for  taking  the  call  from   Larry  e-­‐arly  hink  we  ave  a  a  andle  on  this  now.    Cassie,  thanks  for  taking  the  call  from   OK    I  think  Sunday.     h OK    I  t on   we  hhave   handle  on  this  now.    Cassie,  thanks  for  taking  the  call  from   Larry  e-­‐arly  on  Sunday.     Larry  early  on  Sunday.     Larry  early  on  Sunday.     CAN WE ADD A TRAVELER AND BRING Now  that  we  are  gelng  to  know  BigCo,  it’s  a  good  lesson  for  us  when  dealing  with   Now  that  we  are  gelng  to  know  BigCo,  it’s  a  good  lesson  for  us  when  dealing  with   them  in  that  wwe  re  gelng  to  know  BBigCo,  it’s    a  ood  lesson  for  us  s  when  ealing  wwith   Now   he  future...!!! e  a Now  that  uture...!!! them  in   he  f them  in  the  future...!!! are  gelng  to  know   igCo,  it’s  a g good  lesson  for  u when  d dealing   ith   THE DATE FORWARD? /Jenni /Jenni /Jenni similar  issues  in  the  future...!!! /Jenni Jenni  Merrifield Jenni  Merrifield Director  Merrifield Jenni  of  Sales Director  of  errifield Jenni  M Sales Director  of  Sales Director  of  Sales
  118. 118. NOT BAD, BUT...
  119. 119. NOT BAD, BUT...
  120. 120. NOT BAD, BUT... crm and email completely 01 disconnected
  121. 121. NOT BAD, BUT... crm and email completely 01 disconnected 02 deal updates only go to select people
  122. 122. NOT BAD, BUT... crm and email completely 01 disconnected 02 deal updates only go to select people 03 flurry of email for customer issues
  123. 123. REPLAY
  124. 124. SYSTEMSENTERS INTO CRM
  125. 125. SYSTEMSENTERS INTO CRMOPPORTUNITY PAGE IS AUTOMATICALLY CREATED IN THE GRAPH
  126. 126. SYSTEMSOPPORTUNITY PAGE IS AUTOMATICALLY CREATED IN THE GRAPH
  127. 127. SYSTEMSOPPORTUNITY PAGE IS AUTOMATICALLY CREATED IN THE GRAPH
  128. 128. SYSTEMS THEY WIN THE DEAL!!!
  129. 129. SYSTEMSCLOSED OPPORTUNITY TRIGGERS AUTOMATIC POST
  130. 130. SYSTEMSCLOSED OPPORTUNITY TRIGGERS AUTOMATIC POST
  131. 131. SYSTEMSCLOSED OPPORTUNITY TRIGGERS AUTOMATIC POST
  132. 132. SYSTEMSCLOSED OPPORTUNITY TRIGGERS AUTOMATIC POST
  133. 133. SYSTEMSCLOSED OPPORTUNITY TRIGGERS AUTOMATIC POST
  134. 134. SYSTEMSCLOSED OPPORTUNITY TRIGGERS AUTOMATIC POST
  135. 135. SYSTEMSCLOSED OPPORTUNITY TRIGGERS AUTOMATIC POST
  136. 136. SYSTEMS BUT THEN, A CUSTOMER ISSUE... CAN WE ADD A TRAVELER AND BRING THE DATE FORWARD?
  137. 137. SYSTEMS
  138. 138. ? END RESULT
  139. 139. END RESULT
  140. 140. END RESULT social graph enables the crm system 01 to become a “friend”
  141. 141. END RESULT social graph enables the crm system 01 to become a “friend” full context around customers, 02 opportunities, and sales
  142. 142. END RESULT social graph enables the crm system 01 to become a “friend” full context around customers, 02 opportunities, and sales 03 the graph captures customer issues for future reference
  143. 143. ISSUES WITH EMAIL
  144. 144. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity 04 poor history and archiving 05 little reporting or querying
  145. 145. ISSUES WITH EMAIL 03 low employee productivity
  146. 146. MEET THE TEAM BEN SPAIN Lead  Engineer,  Avionics Cares  passionately  about  the   quality  of  engineering  -­‐  and  his   team  of  engineers!
  147. 147. MEET THE TEAM BEN SPAIN Lead  Engineer,  Avionics 01 Address  quality  issues 02 Keep  up  morale  in  the  team 03 Connect  with  corporate  HQ
  148. 148. PRODUCTIVITY HOW WOULD BEN DO THIS TODAY?
  149. 149. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  150. 150. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  151. 151. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  152. 152. PRODUCTIVITYNEEDS TO ASSIGN THIS TO ONE OF HIS ENGINEERS
  153. 153. PRODUCTIVITYNEEDS TO ASSIGN THIS TO ONE OF HIS ENGINEERS
  154. 154. Overhea>ng  CPU  issuePRODUCTIVITY Bobby  Khaleghian Overhea>ng  CPU  issue Bobby If  you  have  >me,  can  you  devote  some  >me  this  week  to  look  at  the   overhea>ng  cpu  issue  on  the  S240  motherboards?    Really  need  to  get  to  the   bo3om  of  this  one  fast! I’ve  uploaded  the  details  to  the  sharepoint  defect  tracking  system,  including   the  latest  picture  from  this  morning’s  test  run. Cheers BenNEEDS TO ASSIGN THIS TO ONE OF HIS ENGINEERS
  155. 155. RE:  Overhea>ng  CPU  issuePRODUCTIVITY Bobby  Khaleghian RE:  Overhea>ng  CPU  issue Hey  Boss Sure  thing  -­‐  can  you  also  send  me  the  test  strategy  document  as  well?    I   think  Keith  sent  something  in  email  last  week,  but  can’t  find  it  in  my  inbox... -­‐-­‐Bobby Bobby If  you  have  >me,  can  you  devote  some  >me  this  week  to  look  at  the   overhea>ng  cpu  issue  on  the  S240  motherboards?    Really  need  to  get  to  the   bo3om  of  this  one  fast!NEEDS TO ASSIGN THIS TO ONE OF HIS ENGINEERS
  156. 156. PRODUCTIVITY BEN KEEPS GETTING CALLS FROM COMPETITORS ABOUT AN ACQUISITION...?
  157. 157. PRODUCTIVITYNOTICES IMPORTANT COMPANY ANNOUNCEMENT
  158. 158. PRODUCTIVITY
  159. 159. IMPORTANT  -­‐  NON  DISCLOSURE  REQUIRED  -­‐  PLEASE  READPRODUCTIVITY All  Employees IMPORTANT  -­‐  NON  DISCLOSURE  REQUIRED  -­‐  PLEASE  READ PLEASE  DO  NOT  DISCLOSE  UNTIL  OFFICIAL  PR  RELEASE  ON  WEDNESDAY  12PM  EST All  Employees I’m  excited  to  announce  that  MarsTwo  will  be  adding  a  new  company  to  the  poroolio   through  the  acquisi>on  of  space  food  company,  SpaceBites.    This  acquisi>on  puts   MarsTwo  in  a  prime  posi>on  for  supplying  high  quality,  desirable  food  and  beverages   for  the  first  tourists  on  their  flights  to  Mars.     We  will  be  formally  announcing  the  acquisi>on  through  a  press  release  on  Wednesday   at  12pm.    You  may  receive  calls  and  emails  from  the  press  about  the  acquisi>on.    Please   redirect  any  such  enquiries  to  the  formal  announcement  on  Wednesday.     Brad  Su3on CEO MarsTwo
  160. 160. NOT BAD, BUT...
  161. 161. NOT BAD, BUT...
  162. 162. NOT BAD, BUT... photo upload and defect tracking 01 very manual using the workshop pc
  163. 163. NOT BAD, BUT... photo upload and defect tracking 01 very manual using the workshop pc not that confident bobby is going to do 02 a good job on his task
  164. 164. NOT BAD, BUT... photo upload and defect tracking 01 very manual using the workshop pc not that confident bobby is going to do 02 a good job on his task caught off guard with the acquisition 03 email
  165. 165. REPLAY
  166. 166. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  167. 167. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  168. 168. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  169. 169. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  170. 170. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  171. 171. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  172. 172. PRODUCTIVITYBEN HAS BEEN TRACKING A DEFECT
  173. 173. PRODUCTIVITY INTRINSIC MOTIVATION FOR BOBBY :-)
  174. 174. PRODUCTIVITY
  175. 175. PRODUCTIVITY
  176. 176. PRODUCTIVITY INTRINSIC MOTIVATION FOR THE ORGANIZATION :-)
  177. 177. PRODUCTIVITY
  178. 178. PRODUCTIVITY BEN’S TASK, ASSIGNED TO BOBBY, SHARED AND RECOGNIZED BY CEO CONNECTIONS LIKE THIS WOULD LIKELY NEVER HAPPEN IN EMAIL
  179. 179. PRODUCTIVITY ONE STEP FURTHER: GAMIFICATION
  180. 180. PRODUCTIVITY h3p://www.bigdoor.com/gamifica>on/
  181. 181. PRODUCTIVITY
  182. 182. PRODUCTIVITY
  183. 183. PRODUCTIVITY HOW ABOUT THAT COMPANY ANNOUNCEMENT?
  184. 184. PRODUCTIVITYBRAD POSTED TO THE SOCIAL GRAPH
  185. 185. PRODUCTIVITYBRAD POSTED TO THE SOCIAL GRAPH
  186. 186. PRODUCTIVITY Pulse. New  message  posted  to  Employee   Announcements.BRAD POSTED TO THE SOCIAL GRAPH
  187. 187. ? END RESULT
  188. 188. END RESULT
  189. 189. END RESULT social graph allows better 01 interaction with “edge” employees
  190. 190. END RESULT social graph allows better 01 interaction with “edge” employees social graph fosters intrinsic 02 motivation - tasks and gamification
  191. 191. END RESULT social graph allows better 01 interaction with “edge” employees social graph fosters intrinsic 02 motivation - tasks and gamification notifications from the graph make for 03 more informed employees
  192. 192. ISSUES WITH EMAIL
  193. 193. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity 04 poor history and archiving 05 little reporting or querying
  194. 194. ISSUES WITH EMAIL 04 poor history and archiving
  195. 195. MEET THE TEAM CHEN YANG New  VP  of  Legal Just  joined  MarsTwo  yesterday! Strong  legal  background  -­‐  but   doesn’t  know  the  first  thing   about  gelng  to  Mars!
  196. 196. MEET THE TEAM CHEN YANG New  VP  of  Legal 01 Needs  to  get  up  to  speed! 02 Complete  all  the  HR  paperwork 03 Get  an  “early  win”
  197. 197. HISTORY AND ARCHIVING HOW WOULD CHEN DO THIS TODAY?
  198. 198. HISTORY AND ARCHIVINGHIRING CHEN
  199. 199. HISTORY AND ARCHIVING Candidate:    Chen  Yang Margaret  Au,  Jeff  Hay,  Ian  Tien,  Karin  Lamb Brad  Su3on Candidate:  Chen  Yang All, Thanks  for  taking  the  >me  to  interview  Chen  today.    Resume  is  a3ached.    Just   as  a  reminder,  here  is  the  schedule: Margaret  -­‐  10.00am  -­‐  11.00amHIRING CHEN Jeff  -­‐  11.00am  -­‐  12.00pm Ian  -­‐  12.00pm  -­‐  1.30pm  (Lunch  Interview) Karin  -­‐  1.30pm  -­‐  2.30pm Karin,  if  the  feedback  is  good  from  the  loop,  I’ve  booked  30  mins  with  Brad  at   2.30pm. Thanks!
  200. 200. HISTORY AND ARCHIVING RE:  Candidate:    Chen  Yang Candidate:    Chen  Yang Margaret  Au,  JJeff  Hay,  Ian  Tien,  Karin  Lamb Margaret  Au,   eff  Hay Brad  Su3on Candidate:  Chen  hen  Yang RE:  Candidate:  C Yang Margaret,  Jeff All, Thanks  for  our  conversa>on  wnterview  C’m  ptoday.    Resume  is  a3ached.    lJunch   How  was  y taking  the  >me  to  iith  Chen.    Ihen  lanning  on  spending  a  lot  of   ust   chalng  about  his  li>ga>on  background  -­‐  did  you  already  cover  this?    Please  let   as  a  reminder,  here  is  the  schedule: me  know  ASAP. Margaret  -­‐  10.00am  -­‐  11.00amHIRING CHEN Thanks  -­‐  Ian Jeff  -­‐  11.00am  -­‐  12.00pm Ian  -­‐  12.00pm  -­‐  1.30pm  (Lunch  Interview) Karin  -­‐here  can  -­‐I    2.30pmopy  of  his  resume?    It’s  not  on  the  HR  SharePoint   PS:    W  1.30pm   find  a  c portal.     Karin,  if  the  feedback  is  good  from  the  loop,  I’ve  booked  30  mins  with  Brad  at   2.30pm. All, Thanks! Thanks  for  taking  the  >me  to  interview  Chen  today.    Resume  is  a3ached.    Just   as  a  reminder,  here  is  the  schedule:
  201. 201. HISTORY AND ARCHIVING RE:  Candidate:    Chen  Yang Candidate:    Chen  Yang Chen’s  Feedback Margaret  Au,  JJeff  Hay,  Ian  Tien,  Karin  Lamb Margaret  Au,   eff  Hay Margaret  Au,  Jeff  Hay,  Ian  Tien Brad  Su3on Candidate:  Chen  hen  Yang RE:  Candidate:  C Yang Chen’s  Feedback All, Was  is  Jeff feedback  so  far  on  Chen?    Hire?    No  hire?     Margaret,   the   Thanks  for  our  conversa>on  wnterview  ICneed  oday.    Resume  is  a3ached.    lJunch   How  was  y taking  the  >me  to  iith  Chen.    I’m  pt He’s  just  gone  to  the  restroom  and     hen  lanning  on  spending  a  end   f   ust   to  know  whether  to  s lot  o chalng  about  his  li>ga>on  background  -­‐  did  you  already  cover  this?    Please  let   as  a  reminder,  here  iot!!! schedule: him  to  Brad  or  n s  the   me  know  ASAP. Margaret  -­‐  10.00am  -­‐  11.00amHIRING CHEN Karin Thanks  -­‐  Ian -­‐  12.00pm Jeff  -­‐  11.00am   Ian  -­‐  12.00pm  -­‐  1.30pm  (Lunch  Interview) Karin  -­‐here  can  -­‐I    2.30pmopy  of  his  resume?    It’s  not  on  the  HR  SharePoint   PS:    W  1.30pm   find  a  c portal.     Karin,  if  the  feedback  is  good  from  the  loop,  I’ve  booked  30  mins  with  Brad  at   2.30pm. All, Thanks! Thanks  for  taking  the  >me  to  interview  Chen  today.    Resume  is  a3ached.    Just   as  a  reminder,  here  is  the  schedule:
  202. 202. HISTORY AND ARCHIVING CHEN GETS THE JOB! NOW HE NEEDS TO GET UP TO SPEED
  203. 203. HISTORY AND ARCHIVING
  204. 204. HISTORY AND ARCHIVING Nice  to  meet  you! Mary  Cha,  Ian  Tien,  Karin  Lamb,  Chris  Barry,  Karen  Berg  (and  25  more) Nice  to  meet  you! All, As  Brad  men>oned  in  his  email  announcement,  I’m  very  pleased  to  be  a  part  of   the  MarsTwo  team! I’d  love  to  get  up  to  speed  with  what  everyone  is  doing!    Can  I  ask  for  30   minutes  of  your  >me  over  the  next  two  weeks?    Please  send  me  your  availability   and  I  will  setup  a  mee>ng.     Thanks  again! Chen  Yang VP,  Legal MarsTwo  
  205. 205. HISTORY AND ARCHIVING 401k  Transfer/Rollover Ellen  Adams 401k  Transfer/Rollover Ellen Thanks  for  the  reminder  -­‐  Just  completed  the  healthcare  and  dental   insurance  forms. Is  there  anything  special  that  I  need  to  do  for  401k  setup? Thanks, Chen Chen  Yang VP,  Legal MarsTwo    
  206. 206. HISTORY AND ARCHIVING
  207. 207. HISTORY AND ARCHIVING HAS LITTLE CONTEXT ABOUT THE ORGANIZATION
  208. 208. HISTORY AND ARCHIVING
  209. 209. HISTORY AND ARCHIVING NEVER RECEIVED IT!
  210. 210. HISTORY AND ARCHIVING CHEN GETS FIRED! I.T. WILL BE “ARCHIVING” CHEN’S MAILBOX
  211. 211. NOT BAD, BUT...
  212. 212. NOT BAD, BUT...
  213. 213. NOT BAD, BUT... chen’s interview loop was chaotic 01 through email
  214. 214. NOT BAD, BUT... chen’s interview loop was chaotic 01 through email onboarding for chen was slow and 02 unproductive for everyone involved
  215. 215. NOT BAD, BUT... chen’s interview loop was chaotic 01 through email onboarding for chen was slow and 02 unproductive for everyone involved if/when chen leaves, all of the 03 context is lost
  216. 216. REPLAY
  217. 217. HISTORY AND ARCHIVING STEP BACK TO CHEN’S INTERVIEW
  218. 218. HISTORY AND ARCHIVINGPRIVATE INTERVIEW LOOP IN GRAPH
  219. 219. HISTORY AND ARCHIVINGPRIVATE INTERVIEW LOOP IN GRAPH
  220. 220. HISTORY AND ARCHIVINGPRIVATE INTERVIEW LOOP IN GRAPH
  221. 221. HISTORY AND ARCHIVING CHEN GETS THE JOB! NOW HE NEEDS TO GET UP TO SPEED
  222. 222. HISTORY AND ARCHIVINGCHEN’S INITIAL VIEW OF THE SOCIAL GRAPH
  223. 223. HISTORY AND ARCHIVINGCHEN’S INITIAL VIEW OF THE SOCIAL GRAPH
  224. 224. HISTORY AND ARCHIVINGCHEN’S INITIAL VIEW OF THE SOCIAL GRAPH
  225. 225. HISTORY AND ARCHIVING “I KNEW SIMON BEFORE I KNEW SIMON”
  226. 226. HISTORY AND ARCHIVINGCHEN’S INITIAL VIEW OF THE SOCIAL GRAPH
  227. 227. HISTORY AND ARCHIVING CHEN STILL GETS FIRED!
  228. 228. HISTORY AND ARCHIVINGBEING “ARCHIVED” IN THE SOCIAL GRAPH
  229. 229. HISTORY AND ARCHIVINGBEING “ARCHIVED” IN THE SOCIAL GRAPH
  230. 230. ? END RESULT
  231. 231. END RESULT
  232. 232. END RESULT social graph supports a more precise 01 and secure interview process
  233. 233. END RESULT social graph supports a more precise 01 and secure interview process chen was up to speed quicker and 02 interrupted fewer people
  234. 234. END RESULT social graph supports a more precise 01 and secure interview process chen was up to speed quicker and 02 interrupted fewer people when employees exit, context is still 03 available in the social graph
  235. 235. ISSUES WITH EMAIL
  236. 236. ISSUES WITH EMAIL 01 inefficient for collaboration 02 doesn’t integrate well with systems 03 low employee productivity 04 poor history and archiving 05 little reporting or querying
  237. 237. ISSUES WITH EMAIL 05 little reporting or querying
  238. 238. MEET THE TEAM BRAD SUTTON CEO Proud  of  the  company,  and  how   quickly  MarsTwo  is  growing! But  lacks  the  repor>ng  mechanisms   needed  to  keep  up  with  the  growth...
  239. 239. MEET THE TEAM BRAD SUTTON CEO 01 Monitor  KPIs 02 Get  quick  answers  to  requests 03 Understand  org  health
  240. 240. REPORTING HOW WOULD BRAD DO THIS TODAY?
  241. 241. REPORTINGINVESTED IN EXISTING DASHBOARD
  242. 242. Targeted  Leads  MetricREPORTING Cassie  Hicks Targeted  Leads  Metric Cassie What’s  wrong  with  our  targeted  leads  metric?    My  report  is  showing  me  465   MTD  yet  in  our  last  staff  mee>ng  you  were  confident  about  reaching  600.   I  know  it’s  the  weekend,  but  please  call  me. Brad  Su3on CEO MarsTwo  FURTHER CONTEXT IS ALWAYS THROUGH EMAIL
  243. 243. REPORTINGFURTHER CONTEXT IS ALWAYS THROUGH EMAIL
  244. 244. RE:  Targeted  Leads  MetricREPORTING Brad  Su3on RE:  Targeted  Leads  Metric Brad Sorry  for  the  delay  -­‐  was  swimming  with  the  kids  when  you  emailed. This  metric  was  bought  up  in  our  last  marke>ng  mee>ng  -­‐  the  new  campaign  (that   you  needed  bringing  forward)  is  responsible  for  the  dip.     We’ll  be  back  on  track  next  month.    Sorry  for  not  lelng  you  know  sooner.     CassieFURTHER CONTEXT IS ALWAYS THROUGH EMAIL
  245. 245. REPORTING STUFF HE DOESN’T HAVE A REPORT FOR...
  246. 246. REPORTING RER
  247. 247. REPORTING RER EXECUTIVE REQUEST RANDOM
  248. 248. Quick  QREPORTING Jeff  Hay Quick  Q Jeff For  the  new  wheel  project,  how  many  sub-­‐assemblies  did  we  order  last   month?     Just  come  back  from  playing  golf  with  a  new  vendor  and  it  looks  like  they  can   offer  us  a  lower  price  (assuming  we  meet  the  minimum  monthly  volume). Let  me  know. Brad  Su3on CEO MarsTwo    RANDOM EXECUTIVE REQUEST
  249. 249. REPORTINGRANDOM EXECUTIVE REQUEST
  250. 250. REPORTING GENERAL WATERCOOLER TALK
  251. 251. REPORTINGHOW ARE WE DOING ON GLASSDOOR?
  252. 252. REPORTING Ellen  Adams Quick  Q Glassdoor Ellen What’s  up  with  our  ra>ng  on  Glassdoor?    Employees  are  complaining  about   having  too  many  random  things  thrown  at  them.    How  do  we  fix  this? PS:  And  the  cafeteria  food  is  bad,  apparently. Brad  Su3on CEO MarsTwo...AND SOME EMAIL!
  253. 253. REPORTING...AND SOME EMAIL!
  254. 254. NOT BAD, BUT...
  255. 255. NOT BAD, BUT...
  256. 256. NOT BAD, BUT... 01 no context for existing kpis
  257. 257. NOT BAD, BUT... 01 no context for existing kpis 02 multiple random executive requests
  258. 258. NOT BAD, BUT... 01 no context for existing kpis 02 multiple random executive requests brad needs to go to glassdoor to find 03 out information on his own company!
  259. 259. REPLAY
  260. 260. REPORTING MONITORING KPIS THROUGH SOCIAL GRAPH
  261. 261. REPORTINGMONITORING KPIS THROUGH SOCIAL GRAPH
  262. 262. REPORTINGMONITORING KPIS THROUGH SOCIAL GRAPH
  263. 263. REPORTING Pulse. Brad  Su3on  posted  a  ques>on  to   Targeted  Leads  Metric  (KPI).MONITORING KPIS THROUGH SOCIAL GRAPH
  264. 264. REPORTINGMONITORING KPIS THROUGH SOCIAL GRAPH
  265. 265. REPORTINGMONITORING KPIS THROUGH SOCIAL GRAPH
  266. 266. REPORTINGMONITORING KPIS THROUGH SOCIAL GRAPH
  267. 267. REPORTING RER EXECUTIVE REQUEST RANDOM
  268. 268. REPORTINGSEARCH ACROSS SOCIAL GRAPH
  269. 269. REPORTING NLQ
  270. 270. REPORTING NLQ HOW MANY X[ENTITY] WERE Y[VERB] IN Z[TIMEFRAME]
  271. 271. REPORTING NLQ HOW MANY X[ENTITY] WERE Y[VERB] IN Z[TIMEFRAME] HOW MANY DEFECTS WERE LOGGED IN THE LAST 5 YEARS
  272. 272. REPORTING NLQ HOW MANY X[ENTITY] WERE Y[VERB] IN Z[TIMEFRAME] HOW MANY DEFECTS WERE LOGGED IN THE LAST 5 YEARS HOW MANY EMPLOYEES WERE HIRED IN THE LAST YEAR
  273. 273. REPORTING NLQ HOW MANY X[ENTITY] WERE Y[VERB] IN Z[TIMEFRAME] HOW MANY DEFECTS WERE LOGGED IN THE LAST 5 YEARS HOW MANY EMPLOYEES WERE HIRED IN THE LAST YEAR HOW MANY WHEELS WERE SOLD IN THE LAST MONTH
  274. 274. REPORTINGNLQ ACROSS SOCIAL GRAPH
  275. 275. REPORTING ULTIMATE EXECUTIVE TOY
  276. 276. REPORTING ULTIMATE EXECUTIVE TOY
  277. 277. REPORTING WATERCOOLER TALK
  278. 278. REPORTINGREPORTING ON THE SOCIAL GRAPH
  279. 279. REPORTINGREPORTING ON THE SOCIAL GRAPH
  280. 280. REPORTINGREPORTING ON THE SOCIAL GRAPH
  281. 281. REPORTING REPORTING SENTIMENT
  282. 282. REPORTINGREPORTING SENTIMENT
  283. 283. ? END RESULT
  284. 284. END RESULT
  285. 285. END RESULT the social graph pulls through 01 business kpis and adds context
  286. 286. END RESULT the social graph pulls through 01 business kpis and adds context brad’s requests are more visible 02 within the social graph
  287. 287. END RESULT the social graph pulls through 01 business kpis and adds context brad’s requests are more visible 02 within the social graph nlq and sentiment provides unique 03 reporting of the social graph
  288. 288. IMPLEMENTING A SOCIAL GRAPH FOR YOUR ORGANIZATION
  289. 289. BARRIERS FOR ADOPTION
  290. 290. BARRIERS FOR ADOPTION FACEBOOK-LIKE FUNCTIONALITY WILL LEAD TO EMPLOYEES WASTING MORE TIME!
  291. 291. BARRIERS FOR ADOPTION FACEBOOK-LIKE FUNCTIONALITY WILL LEAD TO EMPLOYEES WASTING MORE TIME! 01 PEOPLE ALREADY HAVE FACEBOOK
  292. 292. BARRIERS FOR ADOPTION FACEBOOK-LIKE FUNCTIONALITY WILL LEAD TO EMPLOYEES WASTING MORE TIME! 01 PEOPLE ALREADY HAVE FACEBOOK 02 WORK RELATIONSHIPS ARE DIFFERENT
  293. 293. BARRIERS FOR ADOPTION FACEBOOK-LIKE FUNCTIONALITY WILL LEAD TO EMPLOYEES WASTING MORE TIME! 01 PEOPLE ALREADY HAVE FACEBOOK 02 WORK RELATIONSHIPS ARE DIFFERENT 03 SELF GOVERNING
  294. 294. BARRIERS FOR ADOPTION
  295. 295. BARRIERS FOR ADOPTION ARE YOU SAYING EMAIL IS DEAD?
  296. 296. BARRIERS FOR ADOPTION 01 NO, BUT THERE ARE THOSE WHO ARE ARE YOU SAYING EMAIL IS DEAD?
  297. 297. BARRIERS FOR ADOPTION 01 NO, BUT THERE ARE THOSE WHO ARE ARE YOU SAYING EMAIL IS DEAD?
  298. 298. BARRIERS FOR ADOPTION 01 NO, BUT THERE ARE THOSE WHO ARE ARE YOU SAYING EMAIL IS DEAD?
  299. 299. BARRIERS FOR ADOPTION 01 NO, BUT THERE ARE THOSE WHO ARE 02 COMPLIMENTARY TO THE SOCIAL GRAPH ARE YOU SAYING EMAIL IS DEAD?
  300. 300. BARRIERS FOR ADOPTION 01 NO, BUT THERE ARE THOSE WHO ARE 02 COMPLIMENTARY TO THE SOCIAL GRAPH 03 NEED TO UNDERSTAND HOW TO USE BETTER ARE YOU SAYING EMAIL IS DEAD?
  301. 301. BARRIERS FOR ADOPTION
  302. 302. BARRIERS FOR ADOPTION OUR CULTURE IS MUCH MORE PRIVATE vs PUBLIC
  303. 303. BARRIERS FOR ADOPTION OUR CULTURE IS MUCH MORE PRIVATE vs PUBLIC 01 PUBLIC AS DEFAULT
  304. 304. BARRIERS FOR ADOPTION OUR CULTURE IS MUCH MORE PRIVATE vs PUBLIC 01 PUBLIC AS DEFAULT 02 THE PRISON OF PRIVATE COMMUNICATION
  305. 305. BARRIERS FOR ADOPTION OUR CULTURE IS MUCH MORE PRIVATE vs PUBLIC 01 PUBLIC AS DEFAULT 02 THE PRISON OF PRIVATE COMMUNICATION 03 OFTEN DICTATED BY GENERATIONAL GAP
  306. 306. BARRIERS FOR ADOPTION TRADITIONALISTS 1925-1945 PERSONAL CONTACT BABY BOOMER 1946-1964 TELEPHONE GENERATION X 1960-1980 EMAIL GENERATION Y 1980-2000 IM/TEXT/SOCIAL GENERATION Z 2000 onwards SOCIAL ONLY h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  307. 307. BARRIERS FOR ADOPTION PRIVATE COMMUNICATION TRADITIONALISTS 1925-1945 PERSONAL CONTACT BABY BOOMER 1946-1964 TELEPHONE GENERATION X 1960-1980 EMAIL GENERATION Y 1980-2000 IM/TEXT/SOCIAL GENERATION Z 2000 onwards SOCIAL ONLY h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  308. 308. BARRIERS FOR ADOPTION PRIVATE COMMUNICATION TRADITIONALISTS 1925-1945 PERSONAL CONTACT BABY BOOMER 1946-1964 TELEPHONE GENERATION X 1960-1980 EMAIL GENERATION Y 1980-2000 IM/TEXT/SOCIAL GENERATION Z 2000 onwards SOCIAL ONLY NARCISSISM h3p://www.un.org/staffdevelopment/pdf/Designing%20Recruitment,%20Selec>on%20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPFs%20Business%20Development%20Needs.pdf
  309. 309. ADOPTION PLAN
  310. 310. ADOPTION PLAN NOT FIXED BY A PRODUCT ALONE
  311. 311. ADOPTION PLAN STARTING POINT
  312. 312. ADOPTION PLAN STARTING POINT 01 IDENTIFY MOST IMPORTANT USE CASES THAT WILL GENERATE ROI
  313. 313. ADOPTION PLAN STARTING POINT 01 IDENTIFY MOST IMPORTANT USE CASES THAT WILL GENERATE ROI 02 START WITH A SINGLE USE CASE
  314. 314. ADOPTION PLAN STARTING POINT 01 IDENTIFY MOST IMPORTANT USE CASES THAT WILL GENERATE ROI 02 START WITH A SINGLE USE CASE ENSURE CROSS DEPARTMENT AND 03 CROSS GENERATION
  315. 315. ADOPTION PLAN SUPPORT AND MENTORING
  316. 316. ADOPTION PLAN SUPPORT AND MENTORING 01 CULTURE CHANGE NEEDS SUPPORT - PEOPLE WILL “FORGET”
  317. 317. ADOPTION PLAN SUPPORT AND MENTORING 01 CULTURE CHANGE NEEDS SUPPORT - PEOPLE WILL “FORGET” 02 USE OF GAMIFICATION CAN HELP
  318. 318. ADOPTION PLAN SUPPORT AND MENTORING 01 CULTURE CHANGE NEEDS SUPPORT - PEOPLE WILL “FORGET” 02 USE OF GAMIFICATION CAN HELP AS MOMENTUM BUILDS, BRING IN 2ND 03 USE CASE
  319. 319. ADOPTION PLAN COLLABORATION WITH I.T.
  320. 320. ADOPTION PLAN COLLABORATION WITH I.T. 01 WHAT PRODUCT/TECHNOLOGY/ SERVICES?
  321. 321. ADOPTION PLAN COLLABORATION WITH I.T. 01 WHAT PRODUCT/TECHNOLOGY/ SERVICES? 02 HOSTING ENVIRONMENT?
  322. 322. ADOPTION PLAN COLLABORATION WITH I.T. 01 WHAT PRODUCT/TECHNOLOGY/ SERVICES? 02 HOSTING ENVIRONMENT? 03 SYSTEMS INTEGRATION - CRM/ERP/HR
  323. 323. SUMMARY
  324. 324. SUMMARY 01 demonstrated boundaries of email
  325. 325. SUMMARY 01 demonstrated boundaries of email 02 defined an organizational social graph
  326. 326. SUMMARY 01 demonstrated boundaries of email 02 defined an organizational social graph 03 covered five use cases
  327. 327. SUMMARY 01 demonstrated boundaries of email 02 defined an organizational social graph 03 covered five use cases 04 recognized that this is a culture change
  328. 328. SUMMARY 01 demonstrated boundaries of email 02 defined an organizational social graph 03 covered five use cases 04 recognized that this is a culture change 05 more than just a product
  329. 329. SUMMARY THANK YOU! SIMON GUEST GM, BUSINESS INNOVATION NEUDESIC, LLC simon.guest@neudesic.com
  330. 330. SUMMARY NEUDESIC PULSE http://www.whatispulse.com

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