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Mike Gotta<br />Principal Analyst <br />Collaboration and Content Strategies <br />mgotta@burtongroup.com<br />http://mikeg.typepad.com<br />Alice Wang<br />Director<br />Burton Group<br />awang@burtongroup.com<br />Use Cases Driving Identity in Enterprise 2.0: The Consumerization of ITMonday, July 27, 2009 <br />

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Similar Concepts, Different Meanings<br />Enterprise 2.0 & Consumerization of IT <br />On being here to talk about socialtools and applications in front ofan identity audience:<br />Same terms, same topics – butdifferent understandings and context?<br />re: Web 2.0 and Enterprise 2.0…<br />How did we get here?<br />2<br />

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Intermingling Of Tribal Beliefs<br />Each community believes that it has discovered fire…<br />Identity community discovers that:<br /> “it’s all about relationships” (Blakley, 2008)<br />Collaboration community discovers that:<br /> “it’s all about identity”<br />Both groups are coming to realize that:<br /> Identity and relationships are the two sides of the social networking coin<br />3<br />

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The Web 2.0 Perspective<br />Why now? <br />Web 2.0<br /> Network (Web) as platform<br /> Consuming and remixing data <br /> Architecture of participation<br />“Social Web”<br /> “Open Stack” (Chris Messina, David Recordon, Joseph Smarr)<br />4<br />=<br />=<br />Source: The Open, Social Web Workshop http://www.slideshare.net/factoryjoe/the-open-social-web-workshop<br />

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The Enterprise 2.0 Perspective<br />Why now? <br />Enterprise 2.0 (2006, McAfee)<br /> Social software<br /> Emergence mechanisms:<br />Patterns and structure inherent in people&apos;s interactions to become visible<br /> Platform environments: <br />Contributions and interactions are globally visible and persistent over time<br />Social Network Sites (2007, boyd and Ellison)<br /> Profile<br /> Social graph<br /> Ability to view profiles and traverse connections<br />http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html<br />5<br />

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6<br />Social Networking & Enterprise 2.0<br />Social Network Site (2008, Gotta)<br />Profile<br />Social Graph<br />Social Presence<br />Relation Controls<br />Participation Tools<br /> (Blogs, wikis, forums, tags, communities…)<br />Social Network Sites (Template)<br />http://www.burtongroup.com/Client/Research/Document.aspx?cid=1482<br />Social Network Site<br />Web Site Content & Applications<br />InfrastructureServices<br />Collaboration& ContentServices<br />Social Site Application Services<br />Social Networking Services<br /><ul><li> Social Graph analytics and correlation

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Connection assessment

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including latent connections

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Social role analysis

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Community equity analysis

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Sentiment analysis

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Reputation analysis

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Widgets & services (incl. REST, JSON, OpenSocial, etc.)</li></li></ul><li>7<br />Consumerization Of (Enterprise) IT<br />Good News: Social Web Meets Social Enterprise <br />Enterprise 2.0 Social Network Site<br />Who Am I?<br />Who I Know?<br />What’s going on?<br />Source: The Open, Social Web Workshop http://www.slideshare.net/factoryjoe/the-open-social-web-workshop<br />

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8<br />Consumerization Of (Enterprise) IT<br />Gap: Social Web Standards Missing For Social Enterprise <br />Enterprise 2.0 Social Network Site<br />Source: The Open, Social Web Workshop http://www.slideshare.net/factoryjoe/the-open-social-web-workshop<br />

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9<br />Profiles = Social Identities Or Identity?<br />Gap: Enterprise is focused on social network site & profiles<br />Recommendations, testimonials, rankings…<br />Projects, hobbies, interests, communities, expertise…<br />Integration & Synchronization Services<br />HR & Learning Management Systems<br />Approved Thirdy-party Systems<br />Identity Management Systems (e.g., Directory)<br />Profile Repository<br />Project Management Systems<br />Collaboration & Content Management Systems<br />

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10<br />Field Study: Enterprise Social Networking<br />Gap: The profile discussion is disconnected from identity<br />Why should employees create a profile?<br />How many profiles should employees have?<br />What attributes (and data) comprises a profile?<br />How much information should be shared? With whom?<br />How accurate are employee profiles over time? <br />What happens to the profile when employees leave?<br />What are the implications when “Social Web” profiles (identities) are co-mingled with enterprise employee profiles (identities)?<br />Where’s the identity assurance?<br />Lotus Notes and LinkedIn example<br />Microsoft Outlook, Xobni, and Facebook example<br />What about social roles and social identities?<br />Social Network Site example<br />

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11<br />Field Study: Enterprise Social Networking<br /><ul><li>Profile (if clicked)

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Social Graph

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Activities</li></li></ul><li>12<br />12<br /><ul><li>Profile

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Social Graph

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Conversations

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Files Exchanged</li></li></ul><li>13<br />13<br /><ul><li>Profile

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Social Graph

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Conversations

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Files Exchanged</li></li></ul><li>The Fuzzy Front-End Of Enterprise identity?<br />Social Roles / Social Identities<br /><ul><li>Community “Idea Person”

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Forum “Answer Person”

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Wiki “Gardener” </li></ul>Source: Booz Allen Hamilton<br />

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15<br />Enterprise Social Networking & Identity<br />Gap: Lock-in Is Occurring Within The “Social Enterprise”<br /><ul><li>Too much focus is on social network sites and employee profiles as if the enterprise was the only participant in managing identity

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Enterprise organizations are adopting a “platform approach” in terms of technology enablement – vendors are as well:

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Cisco, IBM, Microsoft, Oracle (multi-purpose enterprise platforms)

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Jive, Telligent (focused on social platform)

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Atlassian, NewsGator, Socialtext (moving towards platform model)

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Open source options (Apache Project SocialSite, Elgg, Exo Platform…)

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Lock-in concerns for Web 2.0 can easily happen with Enterprise 2.0

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Accrual of data

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Owning of the namespace

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Use of non-standard formats </li></li></ul><li>16<br />Gap: Social Networking & Identity<br />A recent Burton Group survey indicates strategic importance<br /><ul><li>The enterprise is no longer the only participant in managing employee identity

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Social profiles, social graphs, and social applications enable employees to construct identity facets to suit their own needs

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IdM teams need to be closely involved with social networking initiatives

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Identity management (IdM) systems need to better handle “social identity” claims</li></ul>Source: Burton Group survey (6/15/2009, 551 respondents, 394 for this question). <br />

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The Cautionary Tale<br />Balancing benefits with proper controls <br /><ul><li>Identity assurance in social media world (ex. CEOs twittering)

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Racial and diversity profiling

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Example: during the hiring process

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Example: automatic profile updates when joining a community

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Security and risk management exposures

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IP loss

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Insider threats (befriend / defraud re: social network analysis)

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Building a “relationship” to a virtual identity

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Manage the inevitable</li></ul>17<br />

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18<br />The Cautionary Tale: Dell<br />Dell Outlet: Employees Use Of External Social Sites<br />Twitter for business<br />Last December, the companygenerated over $1 million inrevenue through @delloutlet byposting special offers and alsonurturing customer relationshipson Twitter. Today Dell reportedover $2 million in sales through its popular @delloutlet presence.@delloutlet currently boasts close to 625,000 followersseeking exclusive dealsavailable only on themicro community.<br /> http://www.briansolis.com/2009/06/delloutlet-cultivates-2-million-on-twitter/<br />Is this really Dell?<br />

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19<br />The Cautionary Tale: Aetna<br />Aetna on Twitter … maybe?<br />Is this really Aetna? Some people think so…<br />

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The Cautionary Tale<br />Social Network Analysis: In The Hands Of Everyone?<br />20<br />Source: IBM<br />

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The Cautionary Tale<br />Social Network Analysis: In The Hands Of Everyone?<br />21<br />Source: SAP<br />

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22<br />Use Case Scenarios<br />Structured Task Worker: Call Center Agent<br />Identity:<br /><ul><li>Name, Title, Contact Info

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Department, Reporting Chain

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Group Membership Information

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Etc etc</li></ul>Personal:<br />Interests, Hobbies, Expertise<br />Professional Associations<br />External communities <br />External social media<br />Enterprise Identity<br />HR Information<br />Social View<br />Job Description:<br /><ul><li>Handle in-bound calls

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Assist customers

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Escalate issues

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Etc etc</li></ul>Talent Management:<br />Not a “star” employee<br />Not a “knowledge worker”<br />Not on a promotional path<br />Management View<br />Mary Only<br />Employment History:<br /><ul><li>Prior organizations

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Prior positions

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Prior experiences </li></ul>Community Equity:<br />Reputation as being “opinionated”<br />Refer to:<br />http://mikeg.typepad.com/perceptions/2009/07/relationships-and-identity-two-sides-of-the-social-networking-coin.html <br />http://mikeg.typepad.com/perceptions/2009/07/part-2---relationships-and-identity-two-sides-of-the-social-networking-coin.html<br />

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23<br />Use Case Scenarios<br />“Corporate Facebook” Improves Mary’s “Social Identity”<br />Identity:<br /><ul><li>Name, Title, Contact Info

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Department, Reporting Chain

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Group Membership Information

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Etc etc</li></ul>Personal:<br />Interests, Hobbies, Expertise<br />Professional Associations<br />External communities <br />External social media<br />Enterprise Identity<br />HR Information<br />Social View<br />Job Description:<br /><ul><li>Handle in-bound calls

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Assist customers

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Escalate issues

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Etc etc</li></ul>Talent Management:<br />Not a “star” employee<br />Not a “knowledge worker”<br />Not on a promotional path<br />Management View<br />Mary Only<br />Mary’s (what she volunteers) Employment History now visible on her profile:<br /><ul><li>Prior organizations

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Prior positions

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Prior experiences </li></ul>Community Equity:<br />Reputation based on Profile indicates experienced subject matter expert <br />But peer reputation still swayed by perception of being “opinionated” <br />

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24<br />Use Case Scenarios<br />“Best Practices Wiki” & Social Roles:<br />“WikiGardener”<br />Edit/Create Page<br />Over Time<br />Editor<br />History Page<br />Contributors<br />RecordsManagement<br />Article Page<br />Discussion Page<br />Community<br />

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25<br />Use Case Scenarios<br />“Marketing Forum” & Social Roles:<br />Forum post bymarketing employee<br />Bi-directional Tie(replied to)<br />One-way Tie<br />(no reply)<br />

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26<br />Use Case Scenarios<br />“Product Development Forum” & Social Roles:<br />Forum post byproduct strategyemployee<br />Bi-directional Tie(replied to)<br />One-way Tie<br />(no reply)<br />

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27<br />Use Case Scenarios<br />“Community Equity” & Social Roles:<br />3. Marketing leadershipsubscribes to those tagsand learn about Mary’sblog<br />5. Mary’s blog points to herProfile where they learn abouther expertise and participationin other communities, includingthe Marketing forum – perceptionof Mary changes<br />tag<br />2. They tag posts in a variety of ways includingmarketing_ideas and marketing_issues<br />4. Some in Marketingsubscribe directly toMary’s blog<br />1. Mary’s blog entries grab<br />the attention of product strategists <br />tag<br />Mary’s Blog<br />

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28<br />Use Case Scenarios<br />Social Identity Augments Enterprise Identity<br />Identity:<br /><ul><li>Name, Title, Contact Info

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Department, Reporting Chain

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Group Membership Information

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Etc etc</li></ul>Personal:<br />Interests, Hobbies, Expertise<br />Professional Associations<br />External communities <br />External social media<br />Enterprise Identity<br />HR Information<br />Social View<br />Job Description:<br /><ul><li>Handle in-bound calls

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Assist customers

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Escalate issues

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Etc etc</li></ul>Talent Management:<br />A “star” employee<br />A “knowledge worker”<br />On a promotional path<br />Management View<br />Mary Only<br />Employment History:<br /><ul><li>Prior organizations

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Prior positions

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Prior experiences </li></ul>Community Equity:<br />Reputation based on Profile indicates experienced subject matter expert<br />Peer reputation becomes much<br />more positive based on Mary’sparticipation and contributions <br />