H C I Business Relationships Learning Final


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H C I Business Relationships Learning Final

  1. 1. The Evolution of Enterprise Social Networking: Fusing Business, Talent and Learning March 18, 2009 Michael Gotta Principal Analyst [email_address] www.burtongroup.com mikeg.typepad.com
  2. 2. Irrational Exuberance Or Tipping Point? <ul><li>Widespread belief that organizations can… </li></ul><ul><ul><li>Improve </li></ul></ul><ul><ul><ul><li>Productivity </li></ul></ul></ul><ul><ul><ul><li>Collaboration </li></ul></ul></ul><ul><ul><ul><li>Knowledge Sharing </li></ul></ul></ul><ul><ul><ul><li>Talent Management </li></ul></ul></ul><ul><ul><li>With </li></ul></ul><ul><ul><ul><li>Communities </li></ul></ul></ul><ul><ul><ul><li>Social Networks </li></ul></ul></ul><ul><ul><li>But… </li></ul></ul>
  3. 3. Irrational Exuberance Or Tipping Point? <ul><li>Has interest in social networking reached an unsustainable speculative fervor and set unrealistic expectations? </li></ul><ul><li>Or has social networking achieved unstoppable momentum because we now see them everywhere? </li></ul>
  4. 4. Starting With The End In Mind <ul><li>Why is this topic important – how does it all relate? </li></ul>People to activities (work models) People to organization (human capital) People to people (relationships)
  5. 5. Evolution: The Network Is In The e-Mail <ul><li>Lack of visibility and fragmented context </li></ul>Original Message Forwarded Message Parallel Message Reply Message New person copied on reply
  6. 6. Evolution: Connecting In Real-Time <ul><li>Lack of visibility and fragmented context </li></ul>Group Chat Private Instant Message Backchannel Instant Messaging Presence/Buddy List (Private per person)
  7. 7. Evolution: Linking People & Communities <ul><li>Relationships span beyond community boundaries </li></ul>Community of Practice (“Improve Customer Service”) Community of Interest (“Go Green”)
  8. 8. Evolution: Learning About Learning <ul><li>Sharing informally and socially – while working </li></ul>Formal Training e-Learning Social Learning 1990’s 2000 Now
  9. 9. Evolution: Connecting At Work <ul><li>Process and management structures can conceal connections </li></ul>Other Business Teams Engineering Team Participation Boundary “ Formal Channels” Account Mgr. Marketing Lead Service Rep Field Tech Lead Engineer Design Engineer Program Manager Engineering Manager
  10. 10. Evolution: Connecting At Work <ul><li>Lack of visibility and fragmented context can still prevail </li></ul>Relationships still difficult to leverage Borderless Participation Tags/Bookmarks Blogs & Wikis Contributes To Wiki Contributes To Wiki Subscribes To Blog Subscribes To Blog Subscribes To Tags Account Mgr. Marketing Lead Service Rep Field Tech Lead Engineer Design Engineer Program Manager Engineering Manager
  11. 11. Evolution: Social Network Site <ul><li>Fusing business collaboration, talent, and learning </li></ul>Borderless Participation <ul><li>Social Network Site </li></ul><ul><li>Profiles </li></ul><ul><li>“ Social Graph” </li></ul><ul><li>“ Activity Feed” </li></ul><ul><li>Communication, Information Sharing & Collaboration Tools </li></ul><ul><li>Social Network Controls </li></ul>Visualize connections and relationship context Account Mgr. Marketing Lead Service Rep Field Tech Lead Engineer Design Engineer Program Manager Engineering Manager
  12. 12. Fusing Business, Talent & Learning <ul><li>Many business drivers reflect long-standing issues </li></ul><ul><ul><li>From the recycle bin </li></ul></ul><ul><ul><ul><li>Connect with people globally </li></ul></ul></ul><ul><ul><ul><li>Break down barriers </li></ul></ul></ul><ul><ul><ul><li>Share what we know </li></ul></ul></ul><ul><ul><ul><li>Collaborate better </li></ul></ul></ul><ul><ul><ul><li>Innovate from the bottom-up </li></ul></ul></ul><ul><ul><li>Relatively new </li></ul></ul><ul><ul><ul><li>Address generational shifts </li></ul></ul></ul><ul><ul><ul><li>Support talent initiatives </li></ul></ul></ul><ul><ul><ul><li>Learn differently </li></ul></ul></ul>
  13. 13. Don’t Pretend This Is A Quick-Fix <ul><li>Approval of a discretionary business case is not impossible </li></ul><ul><ul><li>Campaign for support </li></ul></ul><ul><ul><li>Encourage active champions </li></ul></ul><ul><ul><li>Build an solution portfolio </li></ul></ul><ul><ul><li>Tell real-life stories </li></ul></ul><ul><ul><li>Find and endorse a “new guard” </li></ul></ul><ul><ul><li>Be pragmatic on ROI and metrics </li></ul></ul><ul><ul><li>Take a long-view position </li></ul></ul>
  14. 14. Enable Networks To Network <ul><li>Policy issues can derail community and social network projects </li></ul><ul><ul><li>Organizations have valid reasons to set policies </li></ul></ul><ul><ul><ul><li>Confidential information </li></ul></ul></ul><ul><ul><ul><li>Intellectual property </li></ul></ul></ul><ul><ul><ul><li>e-Discovery and risk exposure </li></ul></ul></ul><ul><ul><ul><li>“ Hourly employees” </li></ul></ul></ul><ul><ul><ul><li>Performance evaluations </li></ul></ul></ul><ul><ul><ul><li>Social impersonation </li></ul></ul></ul><ul><ul><ul><li>Inappropriate behavior </li></ul></ul></ul><ul><ul><li>Involve legal, HR, compliance and security teams up-front </li></ul></ul>
  15. 15. HR Must Rise About The “Admin Rut” <ul><li>Human resource teams have a strategic role </li></ul><ul><ul><li>Human capital priorities </li></ul></ul><ul><ul><ul><li>Generational shifts </li></ul></ul></ul><ul><ul><ul><li>Global “talent wars” </li></ul></ul></ul><ul><ul><ul><li>Learning and performance </li></ul></ul></ul><ul><ul><li>Recruit Gen Y </li></ul></ul><ul><ul><ul><li>“ Relationship on-boarding” </li></ul></ul></ul><ul><ul><li>Connect with former employees </li></ul></ul><ul><ul><ul><li>Retirees (experts, mentors) and alumni (referrals) </li></ul></ul></ul><ul><ul><li>Encourage “new ways of working” </li></ul></ul><ul><ul><ul><li>More social, collaborative and networked workers </li></ul></ul></ul>
  16. 16. Culture Is The Trump Card <ul><li>Leadership teams help set (or reset) the tone </li></ul><ul><ul><li>Culture influences perception </li></ul></ul><ul><ul><ul><li>Employee participation is a daily decision </li></ul></ul></ul><ul><ul><li>Common inhibitors </li></ul></ul><ul><ul><ul><li>High degree of control </li></ul></ul></ul><ul><ul><ul><li>Conservative institution </li></ul></ul></ul><ul><ul><ul><li>Invisible social etiquette </li></ul></ul></ul><ul><ul><li>Governance is not an after-thought </li></ul></ul><ul><ul><ul><li>Feedback loop to policy formation groups </li></ul></ul></ul><ul><ul><ul><li>Establish “Terms of Service” </li></ul></ul></ul><ul><ul><ul><li>Determine local decision-rights and self-regulation </li></ul></ul></ul>
  17. 17. Think Adoption Not Deployment <ul><li>Technology is easy, connecting people is the hard part </li></ul><ul><ul><li>Personal barriers </li></ul></ul><ul><ul><ul><li>Confidence, work relevance, “what’s in it for me”… </li></ul></ul></ul><ul><ul><li>User experience </li></ul></ul><ul><ul><ul><li>Affinity to the site, personal value from interacting </li></ul></ul></ul><ul><ul><li>Community-building </li></ul></ul><ul><ul><ul><li>Relationships may not transfer over </li></ul></ul></ul><ul><ul><ul><li>“ Network value” take time to reach critical mass </li></ul></ul></ul>
  18. 18. <ul><li>Corporate versions of Facebook, Wikipedia, and YouTube </li></ul><ul><ul><li>Consumer sites become templates </li></ul></ul><ul><ul><ul><li>Leverages a familiar model </li></ul></ul></ul><ul><ul><li>A destination site affords certain options </li></ul></ul><ul><ul><ul><li>Informal networking, connecting with co-workers </li></ul></ul></ul><ul><ul><ul><li>Sharing experiences, community-building </li></ul></ul></ul><ul><ul><ul><li>Local outreach activities </li></ul></ul></ul><ul><ul><li>Approach has its caveats </li></ul></ul><ul><ul><ul><li>Blurs lines between work, social aspects of work, and employee’s personal lives </li></ul></ul></ul><ul><ul><ul><li>Sets expectations on access to consumer sites </li></ul></ul></ul>Common Starting Points
  19. 19. Common Starting Points <ul><li>Expertise location based on employee profiles </li></ul><ul><ul><li>Profiles help humanize people </li></ul></ul><ul><ul><ul><li>Institutional information </li></ul></ul></ul><ul><ul><ul><li>Employee “About Me” </li></ul></ul></ul><ul><ul><ul><li>Co-worker commentary </li></ul></ul></ul><ul><ul><li>Many assumptions: </li></ul></ul><ul><ul><ul><li>Creation and ownership </li></ul></ul></ul><ul><ul><ul><li>Sharing and visibility </li></ul></ul></ul><ul><ul><ul><li>Maintenance </li></ul></ul></ul><ul><ul><ul><li>Proliferation </li></ul></ul></ul><ul><ul><ul><li>Application use </li></ul></ul></ul><ul><ul><ul><li>Associated risks </li></ul></ul></ul>
  20. 20. Common Starting Points <ul><li>Communities are a type of social network </li></ul><ul><ul><li>Encourage groups to form their own water-coolers </li></ul></ul><ul><ul><ul><li>“ Communities of practice” </li></ul></ul></ul><ul><ul><ul><li>“ Communities of interest” </li></ul></ul></ul><ul><ul><ul><li>Ad-hoc groups </li></ul></ul></ul><ul><ul><ul><li>Project teams </li></ul></ul></ul>
  21. 21. Conclusion <ul><li>Not quite a tipping point – yet – but there is hope… </li></ul>
  22. 22. Q&A <ul><li>About Us </li></ul><ul><ul><ul><li>Burton Group provides in-depth, vendor-independent research and advisory services focused on enterprise IT infrastructure technologies. Known for our principle-based architectural approach and technical depth, our highly-focused research services provide practical insights and direction for enterprise technologists and executives. </li></ul></ul></ul><ul><ul><ul><ul><li>http://www.burtongroup.com/ </li></ul></ul></ul></ul><ul><ul><ul><ul><li>http://mikeg.typepad.com/ </li></ul></ul></ul></ul><ul><ul><ul><ul><li>http://ccsblog.burtongroup.com/ </li></ul></ul></ul></ul>