Dismantling the Society of Strangers at Work_May2010


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Dismantling the Society of Strangers at Work_May2010

  1. 1. Dismantling the Society of Strangers at Work<br />Integrating Social Technologies to Increase Business Success and Nurture a Collaborative Culture<br />
  2. 2. Ethan Yarbrough<br />President<br />Allyis, Inc<br />Ken Efta<br />Principal Consultant & <br />Solution Architect<br />Allyis, Inc<br />twitter: @kenefta<br />Email: kefta@allyis.com<br />twitter: @ethany<br />blog: http://blog.allyis.com<br />Email: ethany@allyis.com<br />What We Do<br /><ul><li>Collaboration
  3. 3. Knowledge Management
  4. 4. Business Process
  5. 5. Business Insights</li></ul>twitter: @allyis<br />www.allyis.com<br />
  6. 6. Ethan Yarbrough, president and co-founder of Allyis, Inc. and Ken Efta, co-founder and principal consultant and solutions architect, Allyis, Inc. are presenting at the Innotech NW CIO Summit in Portland, Ore. May 6. They will speak to executive level IT professionals about how to dismantle societies of strangers at work by integrating social technologies to increase collaboration and nurture an Enterprise 2.0 culture.<br />Employees are using social media and collaborative tools in their personal lives and expect them to be available and utilized in their job.  Yarbrough and Efta will discuss how, while some companies are still debating the value of social media and whether they'll allow employees to use social technologies on the job, others are plowing ahead, using social networking and internal social computing practices to their competitive advantage.  They’ll show how those companies are sharing knowledge, engaging employees, inspiring innovation, recruiting top talent and seeing increased business opportunities as a result of social computing strategies.  <br />Efta will show how, through organizational design and social technographics, IT leaders can design business strategies, intranets, portals, blogs and wikis that capitalize on their organization's culture and nurture Enterprise 2.0 adoption.  Attendees will learn how to dismantle "societies of strangers" at work, uncover knowledge and build relationships that engage employees and lead to measurable ROI as organizational knowledge expands and surfaces.  <br />Yarbrough and Efta will provide valuable case studies and specific steps that can be taken immediately to integrate and deploy social tools.<br />
  7. 7. What We’ll Cover:<br />What is the “society of strangers”?<br />How do these societies form?<br />What do they cost your business? What are the benefits of dismantling these?<br />What stands in your way? A look at the future.<br />
  8. 8. No pressure, <br />but we have a couple questions for you…<br />Why did you attend this session?<br />What does a “society of strangers” mean to your organization?<br />
  9. 9. Defining Our Terms: The Society of Strangers—What is it? Why is it?<br />WHAT:<br /><ul><li>An organization in which employees
  10. 10. don’t know who is doing similar work
  11. 11. Struggle to locate expertise or input
  12. 12. don’t know where or with whom to share
  13. 13. don’t understand strategic goals of the organization</li></ul>WHY:<br /><ul><li>New Demographic Challenges
  14. 14. New Geographic Challenges
  15. 15. New technology expectations
  16. 16. Faster Pace
  17. 17. Economic Uncertainty</li></ul>Lack of connection; lack of context<br />
  18. 18. A Call for Help…<br />
  19. 19. How we organize people<br />
  20. 20. How people organize themselves (and get work done)<br />
  21. 21. How People Organize Themselves<br />Relative volume of different types of ties for a prototypical knowledge worker-- Source Enterprise 2.0: New Collaborative Tools for Your Organization’s Toughest Challenges, Andrew McAfee<br />None<br />Potential<br />Making connections via<br />internal social networks, profiles and social workspaces<br /><ul><li> Improves innovation
  22. 22. Increases productivity
  23. 23. Saves money</li></ul>Weak<br />Strong ties<br />
  24. 24. What technologies do we think of when we discuss social networking?<br />Blogs<br />Wikis<br />Microblogging (public and private)<br />Mobile solutions<br />Voice and video; podcasting<br />Aggregation, sharing, and collaboration<br />Rating, commenting, tagging, etc.<br />Knowledge profiling, location, extraction<br />
  25. 25. Some low-tech examples<br />
  26. 26. How about Fantasy Football?<br />Yes, it’s perceived as a corporate productivity killer, BUT . . .<br />Participation across organizational hierarchies; creates strong social ties that can extend into business relationships<br />Creates an opportunity to see how others strategize and deal with setback<br />Opportunity to focus for sustained periods and maintain long term relationships<br />Communities of interest can lead to communities of practice that actually work<br />
  27. 27. Agile Development Processes<br />Successful teams must act as an effective social network, which means: <br />Honest communication leading to continuous learning <br />An emphasis on person-to-person interaction, rather than documentation<br />Minimal degrees of separation from what is needed by the team to make progress and the people/resources that can meet those needs. <br />Alignment of authority and responsibility<br />From: http://en.wikipedia.org/wiki/Extreme_Programming<br />
  28. 28. Social Workspaces<br />New business model: workspaces and virtual offices for remote employees<br />Co-working arrangements; pay money to work next to strangers<br />Social interaction can lead to real collaboration and problem solving<br />
  29. 29. Business is forged through relationships; relationships are forged between people<br />
  30. 30. Relationships Contribute to Organizational Stability<br />
  31. 31. Social Networking: Benefits by the Numbers<br />60%<br />Percent of the workday<br />the average information worker spends<br />being social in pursuit of goals –Dion Hinchcliffe, Dachis Group<br />
  32. 32. Benefits by the Numbers<br />40%<br />Amount of <br />creative teams’ productivity directly attributable to the amount of interaction they have with others “to discover, gather and internalize information” --MIT Study<br />
  33. 33. Benefits by the Numbers<br />7%<br />Percent more productive<br />Employees with extensive digital networks are than their <br />Less-connected colleagues – MIT Study<br />
  34. 34. Benefits by the Numbers<br />Quantifying the value of connections<br />$200,000<br />Amount one utility company saved in one day<br />by facilitating cross-functional collaboration<br />through an online social network<br />
  35. 35. Benefits by the Numbers<br />$5,000,000<br />Value of one new contract<br />a national consulting firm landed<br />because of wiki-based collaboration<br />
  36. 36. Benefits by the Numbers<br />$2,400,000<br />Increase in sales<br />one software company attributes to information exchange<br />via video podcasts between dispersed sales personnel <br />
  37. 37. Benefits by the Numbers<br />20%<br />Average increase in employee satisfaction<br />among companies that implemented<br />internal social computing tools -- McKinsey<br />
  38. 38. Ethan and Ken’s Very Short True/False Quiz<br />True or False: Social computing is a silver bullet for all your employee satisfaction, employee retention and productivity problems.<br />FALSE<br />It’s not for you, it’s for them<br />Expect mistakes, but make them early<br />Expect surprises that may change your objectives and how you get there<br />Do it right, and it can be very effective<br />
  39. 39. Homework<br />True or False: Social computing will be integral to how I manage my employees or grow my business in the next 12 months.<br /><ul><li>What’s worth achieving?
  40. 40. What stands in the way of making this happen?
  41. 41. What are your concerns?</li></li></ul><li>Your Ideas<br />
  42. 42. Wrap up<br />People: Baseline your organization<br />Objectives: Work gets done, but is it getting done well? Ask your people about their experience, their answers will show you what you need to be working on.<br />Strategy: How to get there: building a business case; calculate ROI; pilot strategies, departmental and division buy-in Technology: Choose what enables the P, the O, and the S above<br />
  43. 43. Thank You!<br />Questions?<br />