Solvable: Online Collaboration + Community Building

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For our presentation at OD Network 2012, we described ways to understand and build productive online collaborations within enterprise or networks. Solvable is one of the companies trying to shift the direction of online collaboration away from an exclusive focus on the technologies, and towards the human side of collaboration.

This presentation shares some of our thoughts in the anatomy of online collaboration, and tips for how to ensure these collaborations are successful. We feature specific technologies that are blending in-person organizational development methodologies with the unique capabilities of the Web. We include a BP case study based on peer literature to demonstrate how the marrying of technology to a major cultural change initiative can realize the collective potential of the enterprise.

Mentions: British Petroleum (BP), Michael Goold, David G. Victor, Joshua C. House, Daniel Pink, Harvard Catalyst, UCSF Virtual Home, Google Drive, Public Forums/Evolition Decisions, Maestro Conference, Brightidea, Spigit, Skild, Napkin Labs, Innocentive, Ashoka Changemakers, GE Ecomagination Challenge, GABV, Ayogo, SisterMatch, DiabetesSisters, Yammer, Chatter, MailChimp, Google Doodle, Facebook, Linux, Vanessa DiMauro, Leader Networks, Tekara

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Solvable: Online Collaboration + Community Building

  1. 1. OD NETWORK 2012GROWING ANNUAL CONFERENCEWHY GREAT IDEAS AREN’T COMING FROMANYWHERE AND HOW TO FIX ITAdam Lerner@adamler, @SolvableIncca.linkedin.com/in/adamler#ODN1223 October 2012Version 1
  2. 2. PEOPLE +TECHNOLOGY
  3. 3. OUR TIME TOGETHER1 NETWORK PERSPECTIVE2 BP PEER GROUPS CASE STUDY3 VIRTUAL COLLABORATION4 NINE TIPS5 TAKING ENTERPRISE SOCIAL
  4. 4. NETWORKPERSPECTIVE:INSIDE OUT
  5. 5. 13C 4 = 715**715 UNIQUE TEAMS OF FOUR FROM A NETWORK OF ONLY 13 PEOPLE
  6. 6. BRITISHPETROLEUMCIRCA 2010DEEPWATER HORIZONPHOTO: “DEEPWATER HORIZON FLARING OPERATION” © 2010 PATRICK KELLEY (DVIDSHUB), USED UNDER A CREATIVECOMMONS ATTRIBUTION 2.0 GENERIC
  7. 7. BRITISHPETROLEUMCIRCA 1997* *CASE STUDY DRAWN FROM RESEARCH BY MICHAEL GOOLD, “MAKING PEER GROUPS EFFECTIVE: LESSONS FROM BP’S EXPERIENCES” IN LONG RANGE PLANNING JOURNAL (2005) AND DAVID G. VICTOR AND JOSHUA C. HOUSE, “BP’S EMISSIONS TRADING SYSTEM” IN ENERGY POLICY (2006) PHOTO: “BP LOGO” © 2011 LOUISE MCLAREN, USED UNDER A CREATIVE COMMONS ATTRIBUTION 2.0 GENERIC
  8. 8. BIG HAIRY AUDACIOUS GOAL10% GREENHOUSE GAS EMISSIONSREDUCTION ACROSS THE ENTIRECOMPANY [BASED ON 1990LEVELS] BY 2010
  9. 9. GOAL ACHIEVED 7 YEARS AHEADOF SCHEDULE GENERATING $650MIN SHAREHOLDER VALUE
  10. 10. HOW...TECHNOLOGY– INTERNAL EMISSIONS TRADING SYSTEMCULTURE CHANGE– PEER GROUPS
  11. 11. BRITISHPETROLEUMCIRCA 1990“OVER TIME OUR PEER PROCESSESHAVE BECOME MORE ABOUTHUDDLING TOGETHER FORWARMTH THAN MAKING A REALBUSINESS IMPACT”- BP MANAGER, INTERVIEW BY MICHAEL GOOLD
  12. 12. (DE)CENTRALIZATIONCENTRALIZE STRATEGIC CHOICESBUT DECENTRALIZE CONTROLOVER DEPLOYMENT
  13. 13. STAGING1 PILOT W 12 LARGE BUSINESS UNITS (BUs)2 ASSIGN BUSINESS UNITS TO PEER GROUPS WITH COMMON CHALLENGES
  14. 14. MEASUREMENT1 CREATE A UNIFORM STANDARD ACROSS THE ORGANIZATION2 PERFORMANCE CONTRACT INCENTIVES TIED TO BUSINESS UNITS + PEER PERFORMANCE (HIGHER THAN AGGREGATE)3 PEER GROUPS MET WITH EXECUTIVE COMMITTEE 4T/YR
  15. 15. “PEER ASSISTS”1 BEST PERFORMERS HELP WEAKER ONES2 MOST BUs CONTRIBUTING RECEIVING ASSISTANCE
  16. 16. FUNDING1 $50M CAPITAL FUND2 PEERS ENDORSEMENT FOR CAP- EX PROJECTS3 A BILITY TO REALLOCATE CAPITAL AMONGST GROUP MEMBERS
  17. 17. SUCCESS FACTORS1 FORMAL ORG DESIGN RATHER THAN INFORMAL NETWORKS2 BUSINESS UNIT LEADERS: LINE MANAGERS (PL) NOT FUNCTIONAL MANAGERS3 CLEAR DELIVERABLES4 DECISION-MAKING AUTHORITY
  18. 18. BRITISHPETROLEUMCIRCA 2002PEER GROUPS DISBANDED,REVERSING CULTURECHANGE INITIATIVES OFTHE PAST 12 YEARS
  19. 19. ANATOMYOF VIRTUALCOLLABORATION
  20. 20. PERSONAL DRIVE*AUTONOMYMASTERYPURPOSECREDIT: DANIEL PINK
  21. 21. NETWORK DRIVECUMULATIVE ADDITIONAL QUALITIES
  22. 22. CONTENT COMMUNITY
  23. 23. DISCOVERY ACTIVITY
  24. 24. DISCOVERYCREDIT: HARVARD CATALYST PROFILES
  25. 25. ACTIVITY
  26. 26. SYNCHRONOUS ASYNCHRONOUS
  27. 27. COLLECTIVE DECISION-MAKINGCREDIT: PUBLIC FORUMS ETHELO
  28. 28. 5,000 PERSON WORKSHOPSCREDIT: MAESTRO CONFERENCE
  29. 29. CROWDSOURCED IDEATIONCREDIT: BRIGHTIDEA GE ECOMAGINATION CHALLENGE
  30. 30. DOES IT FIT?VISION PROVIDES THEENVIRONMENT FOR IDEAS TORESHAPE MENTAL MODELS
  31. 31. DEATH BY1,000 1 CUT
  32. 32. 9 ONLINECOMMUNITYBUILDING TIPS
  33. 33. INSPIRATION
  34. 34. BELONGINGCREDIT: SISTERMATCH BY AYOGO FOR DIABETESSISTERS
  35. 35. PRAISECREDIT: YAMMER
  36. 36. HUMORCREDIT: MAIL CHIMP
  37. 37. PLAYCREDIT: GOOGLE
  38. 38. IDENTITY
  39. 39. ME FIRSTCREDIT: LINKIN CONNECTION TIMELINE
  40. 40. CROWD-DRIVENCREDIT: BRIGHTIDEA GE ECOMAGINATION CHALLENGE
  41. 41. LIVING ARTIFACTSCREDIT: “LINUX 3.0.0 BOOT” © 2011 WIKIMEDIA COMMONS UNDER CREATIVE COMMONSATTRIBUTION-SHARE ALIKE 3.0 UNPORTED LICENSE
  42. 42. TAKING THEENTERPRISESOCIAL
  43. 43. mers Social Media Strategy Value Chain: Develop to Delivery Easy to do Business with Value Get Continuous Current Product / Service Information Co-Creation / Innovation Social Media Goals Product/ Services Design Audience Insights Implementation Plan Social Media Strategy Value Chain: Develop to Delivery Social Media Goals Product/ Services Design Audience Insights Implementation Plan Execute and Manage Create Sustainable nal Revenue Growth ess Assess Assess Plan / Innovate Plan / Innovate Implement Implement Govern Measure Refineses rocesses 1. 1. Identify overall business business Identify overall 6. 6. Identify target audience(s) tools Identify target audience(s) 10. Select social media 10. Select social media toolswe excel atel at goals and contributions for goals and contributions for 7. Determine characteristics (including build, configure, 13. Integrate with existing internet strategy (including build, configure,ver value social media and social media use of Determine characteristics 7. leverage 3rd party tools 13. In ue 2. social media Assess social media target audience(s) analysis) and social media use of functional, 14. Set communicate rd leverage 3 clear socialtools policies party mediaomers’2. Customers’ Value Proposition Value Propositionmers and nancial 3. readiness Assess social media Assess organizational 8. Develop segmentation 11. Determine staff, target audience(s) analysis of target audiences organizational requirements 15. 16. Understand relevant external regulations guidelines analysis) Identify relevant measures of success 14. Send ves? readiness readiness (including use of social 12. Identify deliver relevant 17. Monitor measures staff,tofunctional, 11. Determine report sr. management 15. Un media tools) 8. Develop segmentational 4. 3. Create awareness Assess organizational content that includes 2-way analysis of target audiences Be Part of organizational requirements information exchange 18. Link to core business processes 16. Id Get Continuous Current relevant understanding of social readiness 9. Identify media – challenges, risks, communities (including use of social Co-Creation Identify deliver relevant 12. / 17. Mo Product / Service Information opportunities conversations media tools) 4. 5. Create awareness Identify current social media Innovation content that includes 2-way tools in use information exchange 18. Lin understanding of social 9. Identify relevantn media – challenges, risks, Learning Growth communities wth tolop Delivery opportunities conversations eople Train People on Social Educate Senior Establish incentivenment Learn / Explore Latestes Design5. Audience Insights Social Media current Identify Tools social Implementation Plan High Media and Develop media Practitioners and Retain Attract Execute and Manage Management and structure to transferwe have to Expert Performance People Develop Social Media culture to new model tools in use and Trends Community Managers ‘Champions’ of social business e our ves? © Leader Networks 2010 Learning Growthn / Innovate Implement Train People on Social Govern Measure Refine Educate Learn / Explore Latest Media and Develop Retain Attract High Managemfy target audience(s) Media Tools Select social media tools Social 10.e to Expert Practitioners and Performance People Develop Somine characteristics and Trends (including build, configure, 13. Integrate with existing internet strategy Community Managers leverage 3rd party tools ‘Cham ocial media use of 14. Set communicate clear social media policies audience(s) © Leader Networks 2010 analysis) 11. Determine staff, functional, 15. Understand relevant external regulations guidelines lop segmentationsis of target audiences organizational requirements 16. Identify relevant measures of successding use of social 12. Identify deliver relevant 17. Monitor measures report to sr. managementa tools) content that includes 2-way information exchange 18. Link to core business processes fy relevantmunities ersations CREDIT: VANESSA DIMAURO LEADERSHIP NETWORKS
  44. 44. INFO@SOLVABLE.COWWW.SOLVABLE.CO

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