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Driving Organizational Change with Social and Collaborative Technologies<br />Michael GottaSenior Technology Solutions ManagerEnterprise Social Software<br />

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A New Wave Of Social Tools: “E2.0”Viewed as a catalyst for productivity, growth, and innovation <br />Since TheNineties<br />Over ThePast Decade<br />Blogs<br />Wikis<br />E-Mail<br />Instant Messaging<br />Document Libraries<br />Web & VideoConferencing<br />Since 2006:Enterprise 2.0<br />ActivityStreams<br />Tags &Bookmarks<br />Forums &Workspaces<br />Enterprise Portals<br />SocialNetworking<br />Communities<br />

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Market Maturity Drives ConvergenceA steady shift towards platforms & ecosystems<br />2006<br />2007<br />2008<br />2009<br />2010<br />Illustrative list of vendors over time<br />

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Platform Approach Trumps Point Solutions Centralization enables distributed integration & ecosystems<br />Any Content / Site<br />(Internal / External)<br />Any Device(@Work or @Home)<br />Any Application(Internal / External)<br />Video & Unified Communications<br />“Social-enabled” Applications<br />Search Services<br />Activity Streams<br />“E2.0”<br />Forums<br />Blogs<br />Wiki<br />Tags<br />“E1.0”<br />CommonServices<br />Social Feedback: Following, Ratings…<br />Workspaces<br />Profile & Social Graph<br />Communities<br />Metadata and Content Services<br />Semantics and Social Analytics<br />Federation & Integration Services<br />Network, Infrastructure & Management Services<br />

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Creating A More Participatory WorkspaceActivities observable, improved opportunities for networking<br />My “Enterprise Identity”<br />My Blog Entries<br />My Activity Feed<br />7 new posts<br />15 comments<br />44 new subscribers<br />Status messages<br />Posts from applications<br />Micro-blogging posts<br />Mike Gotta<br />EMPLOYEE #<br />TITLE<br />DEPARTMENT<br />CONTACY INFO<br />REPORTINT CHAIN<br />My Wiki Updates<br />My Communities<br />JOB TITLE:<br />1 new communities<br />4 communities active<br />2 communities inactive<br />4 pages added<br />3 pages in discussion<br />15 alerts for edit review <br />My “Claimed Identity”<br />EXPERTISE<br />EDUCATION<br />My Tags & Bookmarks<br />My Forum Posts<br />INTERESTS<br />INTERESTS <br />35 tags added<br />15 pages bookmarked <br />Member 5 forums<br />15 posts in ABC forum<br />8 unread replies<br />PERSONAL TAGS<br />SKILLS<br />FOLLOWING<br />EXPERTISE<br />

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Building Organizational CapabilitiesBenefits are less directed at “hard” ROI, and there are risks…<br />Employee engagement<br />Lack of policy-based management<br />Community-building<br />Weak identity assurance<br />Collaboration<br />Inadequate security controls<br />Benefits<br />Risks<br />Talent & Learning<br />Questionable privacy protections<br />“Social CRM”, “Social BPM”<br />Misuse by employees<br />Address generational shifts<br />Unanticipated data disclosure<br />Satisfy technology expectations<br />Potential for “social engineering”<br />

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New hire forms self-help community with other new hires<br />Profiles of those in similar roles guides new hires in selecting training and invitation to colleagues to act as community mentors <br />On first assignment, needs additional help matching the best product to customer’s need<br />System locates expert and instantly connects them for screen sharing to walk through the models<br />How E2.0 Can Enable Business Value:Onboard and Train Employees Faster<br />Result: Faster productivity as new employees more quickly discover how things are done<br />

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Senior sales person seeks new career direction and is exploring all options <br />He joins market intelligence community and follows expert<br />Based on years <br />of field experience, contributes product and market insight on several key topics<br />Hiring manager initiates video interview to offer him a position in marketing intelligence<br />How E2.0 Can Enable Business Value:Retain the Best Talent Possible<br />Result: Talented employees stay within the company making their expertise available to new and old coworkers<br />

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While in the field, service rep uses Flip to capture new repair procedure<br />Video is uploaded, tagged and posted to profile and field repair community<br />Field rep gets immediate feedback, and can bring in experts from product and service team<br />Real-time conference refines procedure and confirms acceptance<br />How E2.0 Can Enable Business Value:Transfer Employee Knowledge and Best Practices<br />Result: Leverage communities of practice where employees learn from the insight and experiences of fellow practitioners <br />

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How E2.0 Can Enable Business Value:Improve Quality and Quantity of New Ideas<br />Innovation Programs<br />R&D team runs customer surveys and focus groups but needs to increase idea generation<br />Uses social site to form innovation community, and create space for interested employees to brainstorm<br />Final ideas are submitted as videos to ideation community for feedback and vetting<br />Community ratings help R&D team rank best presentations and select winning idea<br />Result: More rapid innovation and employees feel like they are contributing to the success of the company<br />

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A Platform Approach Does Have ValueThere are multiple “wins” for both the business & IT organization<br />Developer, Partner, & ISV Ecosystem<br />Common Integration Services<br />Centralized Data, Content, & Media<br />Consistent User Experience<br />Common Policy, Administration & Operational Management<br />

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Surprise: Many E2.0 Projects StruggleLack of post-deployment focus to sustain initiative often at fault<br />Traditional Role Of IT Organization<br />Work LeftUndone<br />Critical Success Factors<br /><ul><li>Governance

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Change Management

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Adoption Practices</li></ul>Plan<br />Build<br />Enterprise 2.0<br />Run<br />Resources released from “project”<br />Resources committed to “program”<br />

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Governance: Socializing ExpectationsClarifying meanings, structures, decision rights & practices<br />Governance<br />Program<br />People<br />Policy<br />Communities& Social Networking<br />Process<br />

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Governance: Socializing ExpectationsDifferent models to satisfy business and cultural needs<br />Centralized<br />De-Centralized<br />Federated<br /><ul><li>Single governance organization

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Representation from other areas agree to top-down approach

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Related boards, committees and councils also likely centralized as well

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No central control, business units make decisions

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Minimal interaction across areas; “free will” to leverage any economies of scale

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Some “essentials” likely centralized (security, etc)

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Certain critical items ceded to “corporate

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Otherwise, a peer relationship across “corporate” and business units

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Framework to gain consensus and protocol to handle exceptions</li></ul>Common Program Elements<br />Policies, processes, communities… <br />

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Change Management: It Takes TimePutting a program in place to sustain transformation efforts<br />+<br />HR<br />Legal<br />CorporateCommunications<br />Audit &Compliance<br />BusinessUnits<br />ITOrganization<br />+<br />+<br />+<br />+<br />Planning,<br />Marketing &Education<br />Financial<br />Management<br />Project<br />Management<br />ResourceManagement<br />ChangeManagement<br />Program<br />

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Change Management: Everyone PlaysChange is a networked transformation across the organization<br />Program Team<br />Project Team<br />Support Teams<br /><ul><li>Champions

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Policy reviews

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Use case scenarios

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ROI monitoring

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Succession planning

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Sponsors

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Application

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Metrics

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Iterative release management

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Risk analysis

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Operational enablement

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Training</li></ul>Common Program Elements<br />Strategy, campaigns, assessments, communications, guides/how to’s…<br />

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Adoption: The Psychology Of ChangeA focus on value, community & enabling new ways of working<br />IT Support Area<br />Business Unit<br />Plan<br />Business Case<br />Build<br />Requirements<br />Adoption<br />Program<br />Run<br />Governance<br />Program<br />ChangeManagement<br />Program<br />Maintenance<br />UserExperienceDesign<br />LocalOwnership<br />CommunityManagement<br />LeadershipParticipation<br />EarlyAdopter<br />Program<br />“SeedingTactics”<br />

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Adoption: An Evolution Over Time Release strategies are a key aspect to bootstrapping adoption<br />

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Adoption: “Seeds Of Change”Change is a networked transformation with multiple catalysts<br />

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Platforms & Ecosystems<br /><ul><li>The market has transitioned from point tools and adopted a platform approach for E2.0 that enables policy-based management

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The next phase will focus on ecosystem build-out and “networked ecologies” of partners, ISV’s, developers, and solution providers</li></ul>Business Value<br /><ul><li>Use case scenarios are an effective means to illustrate E2.0 solutions

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ROI remains a struggle within the industry, leverage stories and mine pilots to find metrics after-the-fact</li></ul>Governance, Change Management & Adoption<br /><ul><li>A process-centric approach where E2.0 is used in “directed” ways will deliver more measurable value

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Breakthrough levels of transformation is dependent on addressing culture and related organizational dynamics via governance, change management, and adoption programs</li></ul>Summary<br />