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Exploring Early Enterprise 2.0 Methodologies | Enterprise 2.0 Conference West 2009


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Here's my deck from the morning session at Enterprise 2.0 Conference West in San Francisco yesterday.

Published in: Technology, Business

Exploring Early Enterprise 2.0 Methodologies | Enterprise 2.0 Conference West 2009

  1. Exploring Early Enterprise 2.0 Methodologies Climbing the Maturity Curve of Process and Methods for Enterprise Social Computing Dion Hinchcliffe
  2. Introduction Dion Hinchcliffe • ZDNet’s Enterprise Web 2.0 • • Social Computing Journal – Editor-in-Chief • • Pragmatic Enterprise 2.0 • • •Hinchcliffe & Company • • Web 2.0 University • • : dhinchcliffe
  3. Premise • Social computing is an effective new model for meeting business objectives • Can enhance productivity, drive innovation, cut costs, and more Social software + • Integral to the modern workplace today guided • However, social computing is a new business outcomes discipline that combines freeform yet strategic business activity with Web 2.0 technology • Most organizations today have a low level of capability around this new discipline
  4. The Questions • How can we adopt Enterprise 2.0 most effectively? • What have we learned so far? • How do we get the upsides without potential downsides? • Can we identify best practices or are organizations too different to do this?
  5. How do we best transform our work processes for the 21st century?
  6. Challenges to Transitioning to Social Business Models • Innovator’s Dilemma • “How do we disrupt ourselves before our competition does?” • Not-Invented Here • Overly fearful of failure • Deeply ingrained classical business culture • Low level of 2.0 literacy
  7. Pent up change is building on the edge of organizations and must be recognized and dealt with
  8. Types of Enterprise 2.0 Business Social Media Marketing “Official” Customer Communities Social CRM Enterprise Social Networks Top Social Portals & Intranets Down Reconciliation & Maturity Up Bottom Departmental Wikis Internal Knowledge ‘-Pedias’ “Guerrilla” Customer Communities Off-Premises Social Networks Workers
  9. The Big Challenges The
  10. Key area where traditional process models often struggle • Don’t respond to change quickly enough • Poorly aligned with current business reality • Lack of focus on driving consumption (or network effects) • Too centralized and/or isolated • Expensive and resource-intensive • Overengineered in the wrong places. Excessively constraining.
  11. At the Very Least, an E2.0 Methodology Must: A) Address active business concerns (downsides) B) Focus on delivering business value C) Help an organization acquire social computing competency
  12. Applying the “Web 2.0 effect” at work • Enterprise 2.0 – Globally visible, persistent collaboration Enterprise 2.0 systems adapt to the environment, rather • Employees, partners, and even customers than requiring the environment to adapt to it. • Leaves behind highly reusable knowledge – Uses wikis, blogs, social networks, and other Web 2.0 applications to enable low-barrier collaboration across the enterprise – Puts workers into central focus as contributors – Case studies of early adoption consistently verifying significant levels of productivity and innovation
  13. Perceived Benefits Of Enterprise 2.0 • Increased knowledge retention • More adoption and actual use of knowledge management tools • Better solutions that fit local business problems (via emergent structure and processes) • Increased transparency • Less duplication of effort • Higher levels of productivity
  14. Understanding Why E2.0 is Different • Maturation of techniques that leverage how people work best • Realization of the power of emergent solutions over pre-defined solutions • Nearly zero-barriers to use • And more...
  15. The Enterprise 2.0 Checklist • SLATES – Search – Linking – Authorship – Tagging – Extensions – Signals
  16. SLATES unboxed...
  17. SLATES refreshed:
  18. Enterprise 2.0: Richer Outcomes
  19. Push vs. Pull Based Systems
  20. Because the enterprise is not the Web • We want to replicate the positive aspects of Web 2.0 platforms in the enterprise • But our infrastructure is usually not very Web-like, creating significant impedance and diluted results • Requires augmentation and adaptation to reproduce the same or similar results
  21. Social vs. Collaborative Use of Enterprise 2.0 • Social networks focus on enabling interaction and conversation. • Collaborative networks are focused on groups accessing and organizing data into actionable formats that enable decision making, collaboration and reuse Source: Oliver Marks
  22. Adoption Strategies • Gain and Enlist Top Down Support and Overcome Turf Issues In Advance • Align Enterprise 2.0 Strategy to Business Strategy (Find A Problem To Solve) • Align Enterprise 2.0 Applications to Key Business Goals and Processes • Develop a Simple, Clear Business Case • Provide Strong Leadership for the Enterprise 2.0 Function(s) • Design Measures Aligned to Business Processes
  23. Adoption Strategies Pt. 2 • Listen to the Users, Involve Them in the Design • Simplify the Access and Production of Knowledge • Develop a Clear Communication Plan to Promote the Effort • Involve all the Key Stakeholders, Eventually • Integrate all forms of Communication and Documentation) • Develop a Clear Motivation Plan that Aligns with Current Incentive Plans
  24. Community Management • Guiding, administering, supporting, and mentoring social groups • Helps organizations achieve specific objectives with Enterprise 2.0 • Has proven invaluable at organizations with significant success: • Stories: SAP, CIA Intellipedia • Now believed to be “essential” to E2.0
  25. Online Community Management: Jack Of All Trades Brand Support Brand Management Identify Opportunities Software Know-How Listen/Join Conversation Feature Selection Technical Management Advertising and Marketing Marketing Analysis Priority and Schedule Impact Reporting Management Documentation Project Management Business Development Ad Rotation Incorporation of Corporate Organization online community management Team Building Learning Product Management Staff Training Mailings Business Planning Budgeting Events Target Definition Incentives Customer Relationship Revenue Planning Issue Management Management Control/Management Community Management Moderation/Rule Networking Enforcement Distribution of Best Professional Development Incentives/Recruitment Practices Content Management Content Plan Attend Trade Events
  26. Breakdown of an E2.0 Effort • Enterprise 2.0 efforts appear to consume resources in roughly the following proportion: • Tools: 15% • Integration, Customization: 25% • Community Management: 25% • IT Support: 15% • Project/Change Management: 20% • Your Mileage Will Vary
  27. Community Management, Cont’d • Critical Success Factor: The quality of the community management team will directly determine the success of an Enterprise 2.0 effort • Locating it has been a challenge for many (IT, HR, customer service, portal team, ECM team, project team, even marketing) • Enlist volunteers from the community as well as dedicated workers
  28. Understanding the Local Culture • Different types of cultures in most organizations: – Team – Community – Network • Each cultural environment can enable or stifle collaboration and communication
  29. Enabling Change at the Three Cultural Levels • Team • Community • Network
  30. Mature View of Enterprise 2.0 Functions Enterprise 2.0 Tools ECM Mashups Situational Apps
  31. The Context: Enterprise 2.0 Ecosystem Enterprise 2.0 Peer Produced Traditional Applications Intranet Enterprise Systems participation ERP ERP HRM Blogs and Wikis Industry Social (Social Media) Network CRM SOA Other Backoffice deeply linked structure Internal Business (WOA) Applications and Databases Prediction Markets Customer (External and Internal) Community consumption Enterprise Social Other Web 2.0 Tools Network (, Flickr, Enterprise Federated Enterprise Mashups Twitter, Friendfeed) Search
  32. Determining the ROI of Enterprise 2.0 • Project costs tend to be lower than classical IT efforts (Example: Transunion, $50K to reap $2M+) • ROI is hard to measure because of cause and effect chains • But when I is low, R is easier to reach
  33. Traditional IT initiative AKA Waterfall Process with a Defined Beginning, Middle, and End
  34. More Enlightened Agile Process Highly iterative, more feedback loops, learning from experience before completing the effort
  35. One Way of Implementing Enterprise 2.0 1 Identify Business Opportunities, Business Case, Risks, Silos, Priorities, Budget Create strategy, Communicate Plan, Set Expectations, Develop Policies, 2 Prepare Raise Awareness, Build Skills, Develop Infrastructure, Measurement Plan 3 Assess Understand and Address Competencies, Determine Stakeholder’s Needs/Concerns, Understand Grassroot Initiatives 4 Pilot Create Social Computing Environment, Build Capabilities, Capture Lessons Learned, Build Critical Mass 5 Roll-Out Expand Audience and Reach, Incorporate Lessons Learned 6 Manage Community Management, Guide-Direct-Moderate (but don’t over control) Disclaimer: This is our Pragmatic Enterprise 2.0 Process
  36. The Perpetual Beta Era • Products are never finished • Users drive most of the innovation and change – Including new features and testing • Products co-evolve and change every day • Most organizations aren’t here yet, but the Web is increasingly
  37. The 2.0 Transformation Process in the Large
  38. Looking at ECM methods
  39. Also, There Is Emergent Architecture
  40. What it all looks like Anatomy of an Enterprise Enterprise Vision Social Computing Effort Corporate Initiative Reactive Response Business Needs & Requirements Exploiting Ad Hoc Opportunities Cost Cutting Project Management Top Tools & Infrastructure Access, Search, & Discoverability Down Security & Identity Delivery Models Communication Plan Content Management Knowledge Management Business Intelligence Up Bottom Community Management & Support Processes Social Computing Strategy, Architecture, Policy, and Governance Viral Adoption Cultural Change Social Computing Patterns and Risk Management & Change Local Problem Solving Best Practices Management
  41. Enterprise 2.0 Dynamics Universal Lifecycle of New Technology and
  42. Evaluation Questions • Does the Enterprise 2.0 method or framework: • Embody waterfall or agile (iterative)? (Latter is better) • Encourage the key aspects and enablers of Enterprise 2.0 (FLATNESSES) • Focus on the lifecycle and community management issues beyond rollout • Manage risk and concerns • Put culture change and adoption issues on (at least) the same level of importance as tools and technologies
  43. Enterprise 2.0 Frameworks & Methods Survey
  44. Deloitte’s ECM Process
  45. Ross Dawson’s Enterprise 2.0 Implementation Framework
  46. Source: The App Gap
  47. Source: Mazyar Hedayat
  48. Conclusions • We are still at a low level of maturity when it comes to Enterprise 2.0 strategy and methods • Existing frameworks often miss many key Enterprise 2.0 elements today • Adapting the best parts you think you need is often the most effective strategy • Improvements are coming but a “Unified Process” for Enterprise 2.0 is unlikely anytime soon
  49. Questions Slides:
  50. tm Pragmatic Enterprise 2.0 Effective Low Risk Social Computing See Also The Power of Social Business Minus The Downsides October 20th, 2009 Introducing Pragmatic Enterprise 2.0 Exclusively from Hinchcliffe & Company and Partners