Case For Organizational Web 2.0 Ss Version

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Case For Organizational Web 2.0 Ss Version

  1. 1. Case for Organizational Web 2.0 and Social Media in Your Business The Case for Implementing, Adopting, and Engaging Your Workforce with Web 2.0 George Taylor, MBA, SPHR Vision Achieved Strategies (VA Strat) ™ TM
  2. 2. Overview – What is Web 2.0/Social Media – Organizational Impact of Web 2.0/Social Media – Reasons for Organizational Resistance/Acceptance of Web 2.0 – Web 2.0 – Implementing within Organizational Strategic Framework – VA Strat Web 2.0 Consulting-Strategy Mapping TM
  3. 3. Web 2.0 Tools Defined • Social Networking: Social media is a STRUCTURE of interdependent groups in which common-shared interest promote dialogue, interaction, debate, creativity, and collaboration via transparent public profiles and user-generated content. • Blog: User(s) generated form of a website with entries made in journal format; may also contain audio and video with material displayed in reverse chronological order. • Podcast: Multimedia audio files designed for download and playback over the Internet. Commonly utilized in mobile devices and made popular (though not invented by) Apple. Format for delivering is donated by RSS feeds. • Twitter: Update tool that allows users to update “status” via 140 characters or less. Interfaces and add-on developed by independent users. • Video Sharing: Websites and/or software that allows users to upload, view, distribute/share video clips. TM
  4. 4. Web 2.0 Tools Defined • RSS Feeds: Really Simple Syndication – web-feed format that allows for consistent updates on various social media tools to include blogs, podcasts, videos, and newscasts. • Wiki: Collection of websites that allows users to contribute, place, and edit content. Commonly utilized to power virtual community websites and community forums. • Slide Sharing: Software that allows end-users to share in a public or private format PowerPoint presentations. • Virtual Worlds: Computer-based simulation environments built upon two dimensional textual or 3-D graphical representations allowing users to participate in individual and group activities, creating trade property and services with another, or travel throughout the world. • Folksonomy: A process in which collaboratively create and manage tags, annotating and categorizing content by end-users (bottom-up) as well as experts. TM
  5. 5. Web 2.0/Social Media Knocking Down Boundaries/Opening Doors What’s Out There – The Tools – The Brands! • Social Networks •Linkedin/Plaxo •Facebook/MySpace • Blogs •WordPress/Typepad/Blogger • Podcasts •MyPodcast •Twitter •Video Sharing •YouTube/Meatteam •Ustream/Uttlerlie • RSS Feeds •Bloglines.com/google.com/reader • Wiki •Wikipeda.org/pbwicki.com • Slide sharing TM •Slideshare •Virtual Worlds •Secondlife/Vivaty
  6. 6. Web 2.0 Impact • During initial widespread use of Internet, CEO Bill Gates (Microsoft) predicted that we were only scratching the surface. • Web 2.0 technologies initial emergence largely viewed as Generation Y/College students “toys” • Today: McKinsey reported in annual survey (2008) a 25% increase in application adoption - in ONE Year! • First widespread use occurred in the business functional areas of sales and marketing • Initial research done shows professionals using Web 2.0/SM are more likely to be promoted and perform better on performance appraisals TM
  7. 7. Web 2.0 Impact • Current use is impacting all traditional functional business areas with human resource professionals becoming perhaps the most aggressive “new” functional users • Web 2.0/Social Media strength and attraction comes from participation and engagement by employees who previously had no voice • Web 2.0/Social media also increased transparency and allowed for information sharing among best in class employees, researchers, professors, and students • Result of engagement has had a measurable impact on all core business operations/functions to include strategic decision making, financial performance, readiness, market penetration, and research and development. TM
  8. 8. The Reality of Web 2.0 • Like the Internet – Web 2.0 is here to stay • The platforms/Tools of Web 2.0-Social Media will be built upon • Remember this statistic: 25% increase in application adoption in ONE Year • Adoption is not a choice - It’s a business necessity • The choice you have: Be in front – Decide How Your Organization Will Employ/Deploy • Companies that remain in front of Web 2.0/Social Media know AND implement to fit their culture, business strategy, customers/clients, and impact on bottom-line TM
  9. 9. Clarifying Web 2.0 • Web is the Platform • User Interaction is the essential ingredient • Collective Intelligence is the end-product • Gray Areas: Likely come from advances in software NOT concept – Flickr vs. Ofoto Websites vs. Blogging Wikis vs. Content Management • Greatest Leap: Single User-One-Way Communication to Multi-User-Dialogue between Users • Greatest Impact: High usage growth within organizations to deliver value • Most Accepted Concepts (to include above) Attributed to Tim O’Reilly TM
  10. 10. Reasons for Slow Adoption or Resistance • Lack of privacy • Too Transparent/Loss of Control • Too Much/Too Soon (Overwhelmed) • Privacy/Potential Breach of Confidential- Propriety Business Information (Intellectual Capital/Trade Secrets/ • Loss of Human Touch • A Fad/Generation “Y” Tool • Not Business-like/Professional • Distracts from Business TM • Cultural Mismatch Sound Familiar???
  11. 11. Web 2.0 = The Tool Feeds Business Strategy Cycle Strategy Web 2.0 Measurement Process-Policies Applications TM Implementation Do Not Get Wrap Around Tool/Function Axle Web 2.0 is the TOOL
  12. 12. The Intangibles That Matter Leadership Industry Web 2.0 Culture Resources TM
  13. 13. ROI Does Matter • Development of measure/metrics still in infancy • Though difficult, return on investment has to be shown BUT does not have to be perfect • Early measures/metrics value intangibles that may prove to be difficult to measure • Return on Relationships/Return on Influence/Return on Specific Functions – researchers/social media gurus/academicians developing metrics/measures • Human Resources/Marketing/Sales functions developing measures based on traditional functions in which social media contributed to outcome of business goal/objective TM The Value is the Return Over the Cost
  14. 14. Measuring Value • You can put dollars on referrals/qualified applicants from social media pool • Prediction: Research and Development will greatly benefit – initial collaboration Web 2.0/Social Media had R&D focus – sometimes with competitors • Traditional business metric inputs can (and should) be revised to take into consideration Web 2.0/Social Media centered on the relevant measures consistent with the business strategy • Like all disruptive technology – you have to start from somewhere – so start measuring • The dialogue, “everybody is somebody’ and “cross-communication are all good results of Web 2.0/Social Media – However, for you the bottom-line is the bottom-line TM
  15. 15. Where to Begin • Engage business leaders “best practices” within industry, company size, company revenue, produce-service lines, etc. • Evaluate social media benefits, tradeoffs, and cons within context of business strategy – where does it fit. • Execute social media enabling strategy that links directly to vision and business objectives • Ensure measures insertion points implemented within business strategy that measures impact of social media enabling strategy – costs, benefits, ROI, transparency, organizational understanding and organizational acceptance. TM
  16. 16. Key Decision Factors • What do you want – Data for key business decisions – Insight/Feedback from end-users/customers – Peer-to-Peer/Business-to-Business Interaction • Who do you want – Internal Customers – External Customers – Target Customers (Suspects/Prospects) – Like-minded Businesses/Business Leaders /Though Leaders • Where do you want – Access throughout organization – Key personnel/Stake – holders (Internal-External) – Front-line personnel • How do you want – Within widely SM outlets TM – Select internal/external wikis/Second Life Technologies
  17. 17. Key Decision Factors • Data for key business decisions What Do We Want • Insight/Feedback from end- users/customers • Peer-to-Peer/Business-to- Business Interaction • Internal-External Customers • Thought Leaders-Like Minded Who Do We Want Businesses/Professionals • Key Stakeholders-End-Users • Access Throughout Organization • Pre-Determined/Designated Where Do We Want Group of Key Personnel • Internal-External to Organization TM
  18. 18. Supporting Infrastructure – Setting the Tone • Social media policy is critical – even in the absence of formal social media enabling strategy • Train – Train – Train on proper use of SM tools • If embracing ensure social media enabling strategy is contained within the organizational change management strategy – select change management champions • Ensure IT infrastructure supports what organizational goals • Analyze and Decide what employees what standard employees will be held • Review SM enabling strategy at critical strategic review points in which organizational strategy is reviewed • Ensure SM communications/collaboration consistent with organizational brand/consistent with ethical guidelines TM
  19. 19. It’s Not Easy – But Don’t Make it Hard • Keep strategy/implementation simple and easy to understand across the organization • Tie-in functional strategic objectives with social media enabling strategy • Ask the critical questions/Get the critical answers: “How will we train?” “How do we incorporate into project planning/change management initiatives” “What key business results are we looking to obtain and act upon?” TM
  20. 20. Social Media – Playing Within Organizational Framework Strategy Programs-Policies Web 2.0/SM Communications Delivery-Execution TM
  21. 21. Web 2.0/SM – Enabling Strategy – Key Steps • Building the Business Case • Web 2.0 Policy Statement/Policy Guidelines • Functional Plan – Functional Employment • Tool Selection • Training • Execution • Feedback TM
  22. 22. Employee Engagement • Forums/Communities • CEO/Senior Leadership Engagement • Vertical vs. Horizontal Communications • Core HR function Alignment TM
  23. 23. Vertical vs. Horizontal Strategy • Vertical strategy of Web 2.0 – Utilization of SM tools across peers inter-intra to organizations. – Commonly utilized to share best practices – Engage in non-competitive/competitive information sharing, or collaborate in joint projects/initiatives (joint ventures, strategic alliances) • Horizontal Strategy of Web 2.0 – Utilization of SM tools up-and-down professional spectrum. – Most common use of Web 2.0/SM that is characterized by use of professional blogs, wikis, nings, and social profiles to communicate with like-minded professionals – Strategy also allows for peer-to-peer experimental learning activities with advanced business concepts/theories/initiatives – Allows for ideas to go viral – controlled or uncontrolled – Web/2.0 strong vehicle to build upon existing IT infrastructure (enabler+enabler) TM
  24. 24. Current/Future Challenges of Web 2.0 • Deciding what to glean and how to utilize information appropriate for organization • Developing policy statements that foster usage – respect privacy • Keeping dialogue focused on research-business oriented issues/challenges to gain maximum value • Creating business models that highlight tangible value obtained from Web 2.0/SM • Maintaining suitable transparency-involvement mix • Bridge-crossover: Privacy of employee vs. right-to-know of employer • Integration into existing or proposed Enterprise Architecture • Linkage to existing HR-IT, ERP/SaaS initiatives (KM, Project Management, On-boarding) TM
  25. 25. Web 2.0 – Value Across Enterprise Business Strategy Bottom-line Functional Tangibles Employment Web 2.0/ SM System/ Research/ Enterprise Collaboration Integration Customer/ Client Delivery TM
  26. 26. Web 2.0 – VA STRAT • Our role is to provide your organization the roadmap and foundation for robust Web 2.0/SM strategy • Strategy rooted in HR concepts with eye toward organizational-wide relevance • Keen focus on alignment with business strategy, developing employee competencies, and innovative employment based on OD concepts • Keen focus on development and employment of relevant processes and policies for your organization • Deliverable is to educate, engage, and sustain workforce in Web 2.0 business practices that impact profitability, readiness, and delivery
  27. 27. Contact George Taylor, SPHR, MBA Managing Partner 1779 Kirby Parkway, Suite 1-79 Germantown, TN 38138 901-240-2058 info@vastrat.com georgetaylor@vastrat.com www.vastrat.com www.oneminutehrconsultant.com TM

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