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Exploring Early
Enterprise 2.0 Methodologies
Climbing the
Maturity Curve
of Process and
Methods for
Enterprise Social
Computing
Dion Hinchcliffe
Introduction
Dion Hinchcliffe
• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• Social Computing Journal – Editor-in-Chief
• http://socialcomputingjournal.com
• Pragmatic Enterprise 2.0
• http://hinchcliffeandcompany.com/pragmaticenterprise2/
• Hinchcliffe & Company
• http://hinchcliffeandco.com
• mailto:dion@hinchcliffeandco.com
• Web 2.0 University
• http://web20university.com
• : dhinchcliffe
Premise
• Social computing is an effective new model
for meeting business objectives
• Can enhance productivity, drive
innovation, cut costs, and more
• Integral to the modern workplace today
• However, social computing is a new
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
Social software
+
guided
business
outcomes
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?
How do we best
transform our work
processes for
the 21st century?
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
Pent up change is building on the
edge of organizations and must be
recognized and dealt with
Top
Down
Internal Knowledge ‘-Pedias’
Social CRM
Bottom
Up
Social Media Marketing
“Official” Customer Communities
Social Portals & Intranets
“Guerrilla” Customer Communities
Enterprise Social Networks
Departmental Wikis
Reconciliation & Maturity
Business
Workers
Off-Premises Social Networks
Types of
Enterprise 2.0
The
The Big Challenges
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.
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
Applying the
“Web 2.0 effect” at work
• Enterprise 2.0
– Globally visible, persistent collaboration
• Employees, partners, and even customers
• 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
Enterprise 2.0 systems adapt
to the environment, rather
than requiring the
environment to adapt to it.
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
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...
The Enterprise 2.0 Checklist
• SLATES
–Search
–Linking
–Authorship
–Tagging
–Extensions
–Signals
SLATES unboxed...
SLATES refreshed:
Enterprise 2.0: Richer Outcomes
Push vs. Pull Based Systems
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
Source: Oliver Marks
• 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
Social vs. Collaborative Use of
Enterprise 2.0
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
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
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
Online Community Management:
Jack Of All Trades
Technical Management
Project Management
Product Management
Customer Relationship
Management
Software Know-How
Feature Selection
Priority and Schedule
Management
Documentation
Incorporation of
Learning
Mailings
Events
Incentives
Issue Management
Professional Development
Networking
Distribution of Best
Practices
Attend Trade Events
Brand Management
Advertising and
Marketing
Business Development
Business Planning
Community Management
Content Management
online community management
Brand Support
Identify Opportunities
Listen/Join Conversation
Marketing Analysis
Impact Reporting
Ad Rotation
Corporate Organization
Team Building
Staff Training
Budgeting
Target Definition
Revenue Planning
Control/Management
Moderation/Rule
Enforcement
Incentives/Recruitment
Content Plan
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
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
Understanding the Local Culture
• Different types of cultures in most
organizations:
– Team
– Community
– Network
• Each cultural environment can enable or
stifle collaboration and communication
Enabling Change at the Three
Cultural Levels
• Team
• Community
• Network
Mature View of
Enterprise 2.0 Functions
ECM
Enterprise 2.0
Tools
Mashups Situational Apps
The Context: Enterprise 2.0 Ecosystem
SOA
deeply
linked
structure
(WOA)
Peer Produced
Intranet
Internal Business
Applications and Databases
Enterprise 2.0
Applications
Blogs and Wikis
(Social Media)
Prediction Markets
(External and Internal)
Enterprise Social
Network
Industry Social
Network
Other Web 2.0 Tools
(del.icio.us, Flickr,
Twitter, Friendfeed)
Enterprise Mashups
Enterprise Federated
Search
participation
Other
Backoffice
HRM
ERP
ERP
CRM
consumption
Customer
Community
Traditional
Enterprise Systems
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
Traditional IT initiative
AKA Waterfall Process
with a Defined Beginning,
Middle, and End
More Enlightened Agile Process
Highly iterative, more feedback loops, learning
from experience before completing the effort
One Way of Implementing
Enterprise 2.0
1 Identify
2 Prepare
3 Assess
4 Pilot
5 Roll-Out
6 Manage
Business Opportunities, Business Case, Risks, Silos, Priorities, Budget
Create strategy, Communicate Plan, Set Expectations, Develop Policies,
Raise Awareness, Build Skills, Develop Infrastructure, Measurement Plan
Understand and Address Competencies, Determine
Stakeholder’s Needs/Concerns, Understand Grassroot Initiatives
Create Social Computing Environment, Build Capabilities,
Capture Lessons Learned, Build Critical Mass
Expand Audience and Reach, Incorporate Lessons Learned
Community Management, Guide-Direct-Moderate (but don’t over control)
Disclaimer: This is our Pragmatic Enterprise 2.0 Process
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
The 2.0 Transformation
Process in the Large
Looking at ECM methods
Also, There Is Emergent
Architecture
What it all looks like
Risk Management & Change
Management
Social Computing Patterns and
Best Practices
Top
Down
Social Computing Strategy,Architecture, Policy, and Governance
Enterprise Vision
Local Problem Solving
Corporate Initiative
Community Management & Support Processes
Content Management
Tools & Infrastructure
Project Management
Knowledge Management Business Intelligence
Delivery Models Communication Plan
Access, Search, & Discoverability
Business Needs & Requirements Exploiting Ad Hoc Opportunities
Security & Identity
Bottom
Up
Anatomy of an Enterprise
Social Computing Effort
Cultural Change
Reactive Response
Cost Cutting
Viral Adoption
Universal Lifecycle
of New Technology
and
Enterprise 2.0 Dynamics
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
Enterprise 2.0
Frameworks &
Methods Survey
Deloitte’s ECM
Process
Ross Dawson’s Enterprise 2.0
Implementation Framework
Source:The App Gap
Source: Mazyar Hedayat
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
Questions
Slides:
info@hinchcliffeandco.com
Pragmatic Enterprise 2.0
tm
Effective Low Risk Social Computing
Introducing
Pragmatic Enterprise 2.0
The Power of Social
Business
Minus
The
Downsides
Exclusively from Hinchcliffe & Company and Partners
October 20th, 2009
See Also

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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 • http://blogs.zdnet.com/Hinchcliffe • Social Computing Journal – Editor-in-Chief • http://socialcomputingjournal.com • Pragmatic Enterprise 2.0 • http://hinchcliffeandcompany.com/pragmaticenterprise2/ • Hinchcliffe & Company • http://hinchcliffeandco.com • mailto:dion@hinchcliffeandco.com • Web 2.0 University • http://web20university.com • : dhinchcliffe
  • 3. Premise • Social computing is an effective new model for meeting business objectives • Can enhance productivity, drive innovation, cut costs, and more • Integral to the modern workplace today • However, social computing is a new 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 Social software + guided business outcomes
  • 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. Top Down Internal Knowledge ‘-Pedias’ Social CRM Bottom Up Social Media Marketing “Official” Customer Communities Social Portals & Intranets “Guerrilla” Customer Communities Enterprise Social Networks Departmental Wikis Reconciliation & Maturity Business Workers Off-Premises Social Networks Types of Enterprise 2.0
  • 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 • Employees, partners, and even customers • 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 Enterprise 2.0 systems adapt to the environment, rather than requiring the environment to adapt to it.
  • 13.
  • 14. 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
  • 15. 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...
  • 16. The Enterprise 2.0 Checklist • SLATES –Search –Linking –Authorship –Tagging –Extensions –Signals
  • 20. Push vs. Pull Based Systems
  • 21. 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
  • 22. Source: Oliver Marks • 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 Social vs. Collaborative Use of Enterprise 2.0
  • 23. 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
  • 24. 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
  • 25. 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
  • 26. Online Community Management: Jack Of All Trades Technical Management Project Management Product Management Customer Relationship Management Software Know-How Feature Selection Priority and Schedule Management Documentation Incorporation of Learning Mailings Events Incentives Issue Management Professional Development Networking Distribution of Best Practices Attend Trade Events Brand Management Advertising and Marketing Business Development Business Planning Community Management Content Management online community management Brand Support Identify Opportunities Listen/Join Conversation Marketing Analysis Impact Reporting Ad Rotation Corporate Organization Team Building Staff Training Budgeting Target Definition Revenue Planning Control/Management Moderation/Rule Enforcement Incentives/Recruitment Content Plan
  • 27. 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
  • 28. 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
  • 29. Understanding the Local Culture • Different types of cultures in most organizations: – Team – Community – Network • Each cultural environment can enable or stifle collaboration and communication
  • 30. Enabling Change at the Three Cultural Levels • Team • Community • Network
  • 31. Mature View of Enterprise 2.0 Functions ECM Enterprise 2.0 Tools Mashups Situational Apps
  • 32. The Context: Enterprise 2.0 Ecosystem SOA deeply linked structure (WOA) Peer Produced Intranet Internal Business Applications and Databases Enterprise 2.0 Applications Blogs and Wikis (Social Media) Prediction Markets (External and Internal) Enterprise Social Network Industry Social Network Other Web 2.0 Tools (del.icio.us, Flickr, Twitter, Friendfeed) Enterprise Mashups Enterprise Federated Search participation Other Backoffice HRM ERP ERP CRM consumption Customer Community Traditional Enterprise Systems
  • 33. 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
  • 34. Traditional IT initiative AKA Waterfall Process with a Defined Beginning, Middle, and End
  • 35. More Enlightened Agile Process Highly iterative, more feedback loops, learning from experience before completing the effort
  • 36. One Way of Implementing Enterprise 2.0 1 Identify 2 Prepare 3 Assess 4 Pilot 5 Roll-Out 6 Manage Business Opportunities, Business Case, Risks, Silos, Priorities, Budget Create strategy, Communicate Plan, Set Expectations, Develop Policies, Raise Awareness, Build Skills, Develop Infrastructure, Measurement Plan Understand and Address Competencies, Determine Stakeholder’s Needs/Concerns, Understand Grassroot Initiatives Create Social Computing Environment, Build Capabilities, Capture Lessons Learned, Build Critical Mass Expand Audience and Reach, Incorporate Lessons Learned Community Management, Guide-Direct-Moderate (but don’t over control) Disclaimer: This is our Pragmatic Enterprise 2.0 Process
  • 37. 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
  • 39. Looking at ECM methods
  • 40. Also, There Is Emergent Architecture
  • 41. What it all looks like Risk Management & Change Management Social Computing Patterns and Best Practices Top Down Social Computing Strategy,Architecture, Policy, and Governance Enterprise Vision Local Problem Solving Corporate Initiative Community Management & Support Processes Content Management Tools & Infrastructure Project Management Knowledge Management Business Intelligence Delivery Models Communication Plan Access, Search, & Discoverability Business Needs & Requirements Exploiting Ad Hoc Opportunities Security & Identity Bottom Up Anatomy of an Enterprise Social Computing Effort Cultural Change Reactive Response Cost Cutting Viral Adoption
  • 42. Universal Lifecycle of New Technology and Enterprise 2.0 Dynamics
  • 43. 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
  • 46. Ross Dawson’s Enterprise 2.0 Implementation Framework
  • 47.
  • 48.
  • 49.
  • 50.
  • 53. 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
  • 55. Pragmatic Enterprise 2.0 tm Effective Low Risk Social Computing Introducing Pragmatic Enterprise 2.0 The Power of Social Business Minus The Downsides Exclusively from Hinchcliffe & Company and Partners October 20th, 2009 See Also