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Creating a Vibrant Social Network Employees will Love


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Creating a Vibrant Social Network Employees will Love

  1. 1. Creating a Vibrant Social Network Employees Will Love Socialcast and Change Agents Worldwide present a Webinar Learning Series MAY 2014 Twitter hashtag: #SCNow
  2. 2. Today’s Speakers Joachim Stroh has been on the traditional information and knowledge management track for more than 15 years before shifting gears and moving on to the people side of things, always bridging the gap between business and technology (he is an architect at heart). A master with visualizations, he finds the best metaphors to seek a better understanding and to get more people involved. Bound to change the world by changing the way we work. As a father of eight fabulous kids and husband to one beautifully amazing wife, Kevin Jones only has time for the best things in life - no time for the mediocre. His focus in life is to lead others discover their "WHY" and to help them create the environment to make it all possible. He consults, speaks, makes videos and challenges people to make their work life extraordinary. Joachim Stroh, Speaker Co-Founder, CAWW Kevin Jones, Speaker, Co- Founder, CAWW Simon Terry is a consultant, speaker and board advisor who helps organisations adapt to face the changing future of work through adaptive leadership, design thinking, learning, innovation and collaboration. Building leadership for the network era is essential to make work more human and to realise the potential in people. Simon Terry, Speaker
  3. 3. Our conversation today ● Introduction: The Journey Through Adoption to Value ● Policies: From Managing Risks to Enabling Leadership ● Launching an ESN: Hard vs. Soft vs. Targeted Launches ● Building Adoption: Towards Higher Rates of Adoption Through Exaptation and Adaptation
  4. 4. Starting the Journey with Your ESN
  5. 5. Adoption is the Path to Value
  6. 6. Not the Risks You are Looking For Posting wrong things Being critical Wasting time Fewer conversations Dangerous records Even mutiny
  7. 7. Just Another Way to Work ● Use the same policies and rules as apply in the workplace or other communications ● Leverage your normal escalation ● Use performance management
  8. 8. Add What is Needed ● Governance ● Security ● Confidentiality and Privacy ● Industry requirements ● Geographic requirements
  9. 9. Engage Your Community ● The community knows what is needed ● What to do & What not to do ● Community champions can lead, educate and guide the right behaviours
  10. 10. Towards Higher Rates of Adoption Through Exaptation and Adaptation Joachim Stroh
  11. 11. The Fallacy of Time ● We are masters of crafting elaborate communications and technology roll- out plans that carefully align with normal employee distributions: ○ The Technology Adoption Curve ○ The Generation Curve ● YET, despite all the planning efforts and line-up of resources, adoption is a hard problem to solve. ● How can we increase adoption rates and remove the dependence on time? ○ Adaptation ○ Exaptation
  12. 12. The Technology Adoption Curve Resources are typically invested in the early stages to ensure sufficient momentum is gathered. Time and resources are of critical importance.
  13. 13. The Generation Curve Resources are typically targeted to satisfy the different generation groups with different kind of messages. Time and resources are of critical importance.
  14. 14. Adaptation ● Adaptation is not about the survival of the strongest or the most intelligent; it is about who is most adaptable to change. ● Example: a peppered moth survived and thrived in an industrialized Britain due to adaptation of its appearance. ● In our context, organizations can adapt if the internal or external threat is clearly recognized, fully understood and communicated.
  15. 15. ● Exaptation refers to shifts in the function of a trait during evolution (nature overturning a feature request). ● Example: bird feathers may have evolved for temperature regulation, but later were found to be a lot more useful for flight. ● In our context, employees can find new and unexpected uses of new technology, exapt a new feature and cause a spike in adoption. Exaptation
  16. 16. A New Kind of Adoption Curve Ubiquity: how commonplace is a new technology? Certainty: how well defined and understood is it?
  17. 17. Social Change ● If the technology has the capability to bring people closer together, then make use of it. ● Don’t shy away from creating a social movement within the enterprise with self-selected champions and self- organizing groups. ● This obviously works well for early adopters and groups that are already very familiar with social media on a day- to-day basis. This is nothing new.
  18. 18. Serendipitous Change ● If the technology has the capacity to find new uses beyond the originally anticipated one, make use of it. ● Sometimes the new use is inherent in the software (similar feature, done more effectively), sometimes the new use needs to be carved out (exapted). ● This obviously works well if the software allows for a certain degree of freedom and the users are allowed for a certain degree of experimentation. This is a new opportunity.
  19. 19. Structural Change ● If you have the means of carrying out structural changes (example: change a policy to support cross-departmental work or change a procedure to openly communicate performance goals), make use of it. ● Make it clear that the organization needs to take concrete measures to adapt at this point, or the survival of the organization or unit is at stake. ● This obviously works well in the context of dramatic changes inside or outside the organization in which you can open a window to gain the trust and respect for each other. This is a new opportunity.
  20. 20. “Houston, We Have a Problem” ● This is the filter device that the crew on board of the Apollo 13 spacecraft assembled on the fly. It saved their lives. ● Adaptation: a serious threat is communicated and understood. The crew has to adapt. ● Exaptation: a box of spare parts forms the basis to create something new, something that goes beyond its intended use. ● Adoption: the device kicks in, the CO2 levels in the capsule drop and the crew returns safely back to earth on April 17, 1970.
  21. 21. Questions? Art:KennyRandom
  22. 22. Credits Cast First Speaker Simon Terry Second Speaker Kevin Jones Third Speaker Joachim Stroh Crew VP Marketing, Socialcast Joan Bodensteiner Visual Lametta, CAWW Joachim Stroh Image Credits ● Cover slide Yarn Bombing / Guerrilla Croche ● Q&A white frame by Kenny Random Street Art ● Apollo 13 cabin shot by NASA ● Peppered Moth shot Moth.jpg ● Infinite time ● Macaw feathers by Michael Fitzsimmons Feathers-Green-Blue-378174747 ● Rainforest tribe max_2560.jpg ● Icons for change All CAWW slides are licensed under share-friendly Creative Commons BY 4.0 (i.e., "use at will"). Image Credits (continued) ● People “Across a Crowd” by Thomas Hawk at com/photos/51035555243@N01/7215052318 ● Server by Robert at ● "Self Portrait” by Billy Wilson at com/photos/32132568@N06/4659033632 ● “John” by Jeremy Brooks at com/photos/85853333@N00/5076480914 ● “Eva #1” by naezmi at com/photos/66586987@N00/4748411938 ● “Snowflake macro: relief” by Alexey Kljatov at com/photos/53601471@N08/11322614585 ● “Niagara Falls Peaceful Solitude” by Bud at com/photos/87519500@N00/2182376536 ● “If you Only Knew… The Flower Of The Dark Side” by JD Hancock at http: //
  23. 23. About Change Agents Worldwide We are a network of progressive and passionate professionals, specializing in future work technologies and practices. We designed Change Agents Worldwide to function as a cooperative, where value is realized by every node in the network. As the network grows, the benefits compound exponentially. We believe change is coming fast to the enterprise. We believe in the principles that drive the evolving web: chief among those are transparency, sharing/collaboration, authenticity and trust. We are excited about new behaviors, structures and technologies that will fuel healthy, productive disruption to industrial-age beliefs, taxonomies and processes. We share a passion for introducing change to large institutions that results in a step change in productivity, higher engagement and richer experiences. Visit