AIIM New England Social Networking Presentation


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Presentation by Russ Edelman of Corridor Consulting

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  • Last year – 40% of those surveyed had no idea of Enterprise 2.0 – now it is down to 17%
  • Forrester has identified at least 90 players in or entering the Social Networking market place Forrester – US Online adults - 25% in 2007 using S.N. and in 35% in 2008.
  • Good – Faster Better & Cheaper – And Reduced Risk
  • Good – Faster Better & Cheaper – And Reduced Risk
  • Good – Faster Better & Cheaper – And Reduced Risk
  • Good – Faster Better & Cheaper – And Reduced Risk
  • Good – Faster Better & Cheaper – And Reduced Risk
  • Good – Faster Better & Cheaper – And Reduced Risk
  • - The emphasis is placed not on technology, but instead, on relationships and connections and non-standard ways of sharing meaningful information
  • Discuss Global India/ChinaDrafting Company – Collaborating – the draftsman’s table
  • Discuss Examples: Global Advertising/Media Company Global Religious Organization And Lack Of Trust and Patience Sometimes better to establish Communities of Interest and Topics that are not business related to establish trust This has to be worked on regularly – Mike Armour – The weeds of mistrust Selective Democracy – not everyone has to be part of every decision Reference Cellular service company – everything was all about “Trust”
  • AIIM New England Social Networking Presentation

    1. 1. New England Chapter<br />Social Networking<br />Serious Business<br />Presented: January 15, 2010<br />Russ Edelman -<br />Twitter: russECM<br />
    2. 2. Social Networking Humor!<br />
    3. 3. Social-Social Networking<br />Defined…<br />A social network is a social structure made of individuals (or organizations) called &quot;nodes,&quot; which are tied (connected) by one or more specific types of interdependency, such as friendship, kinship, financial exchange, dislike, sexual relationships, or relationships of beliefs, knowledge or prestige.<br />The power of social network analysis stems from its difference from traditional social scientific studies, which assume that it is the attributes of individual actors—whether they are friendly or unfriendly, smart or dumb, etc.—that matter. Social network analysis produces an alternate view, where the attributes of individuals are less important than their relationships and ties with other actors within the network. This approach has turned out to be useful for explaining many real-world phenomena, but leaves less room for individual agency, the ability for individuals to influence their success, because so much of it rests within the structure of their network.<br />
    4. 4. Social-Social Networking<br />Semi-Understood<br />C.O.I.<br />
    5. 5. Social-Social Networking<br />Semi-Understood – Unrelated Points<br />Oct. 9, 2009 - A FACEBOOK posting revealed details of a Perth teenager&apos;s fatal crash before police informed her parents.<br />Feb, 2009 - O’Reilly Tools Of Change Conference- Peter Brantley, Executive Director of the Digital Library Foundation states “Reading will become less about the book and more about the people that read them.” <br />Oct, 12, 2009 - Luddites of the World, Relax! - News that Twitter&apos;s latest cash infusion values the microblogging site at $1 billion may have confounded twittering&apos;s critics, who say nothing worthwhile can be expressed in 140 characters. To them—and to those who think BlackBerrys enslave us, Facebook supplants real relationships, and texting makes us illiterate—Dennis Baron has this to say: Nonsense. Worries about new ways of communicating, he has found, have existed for millennia. (Socrates objected to writing, in part because this &quot;invention&quot; eliminated the need to exercise the memory.) <br />
    6. 6. Social-Social Networking<br />Interesting Data Points<br />Worldwide visitors to Twitter approached 10M in Feb 2009, up 700+% vs. Feb 2008 (Comscore)<br />Older than you think!<br />18-24 year olds 12% less likely than average to visit Twitter<br />25-54 year old crowd is driving this trend<br />45-54 year olds 36% more likely to visit Twitter, making them the highest indexing age group<br />Next is 25-34 year olds: 30% more likely<br />Source: Reuters reporter Alexei Oreskovic.<br />
    7. 7. Business-Social Networking<br />Hot Topic<br />264,000,000 as of 7:18am<br />
    8. 8. Business-Social Networking<br />Analysts Weigh In<br />Forrester & Gartner Market Assessment<br />?<br />
    9. 9. Business-Social Networking<br />Where Is The Value<br />The Good<br />The Bad<br /><ul><li>New Communication Vehicles for Improved Innovation & Productivity
    10. 10. Provides “an” approach to capture the knowledgeof the employee population
    11. 11. Reduces Risk by proactively managing content
    12. 12. Users can Find Information more quickly
    13. 13. Generational Working Styles are accommodated
    14. 14. Improve Collaboration with co-workers & others
    15. 15. Additional repositories of information that need to be tracked and managed
    16. 16. Requires additional level of governance to ensure that the platforms are compliant
    17. 17. Increases training and support for the end users
    18. 18. Users are overwhelmed with too many collaboration choices
    19. 19. Non-work activity can increase and become problematic</li></ul>Company<br />WIFM<br />
    20. 20. Business-Social Networking<br />Primary Drivers of Enterprise 2.0<br />Survey with organizations with over 10 people – 656 participants<br />
    21. 21. Business-Social Networking<br />Three Key Drivers for Enterprise 2.0<br />Survey with organizations with over 10 people – 656 participants<br />
    22. 22. Business-Social Networking<br />Three Impediments for Enterprise 2.0<br />Survey with organizations with over 10 people – 656 participants<br />
    23. 23. Business-Social Networking<br />Importance of ROI for Enterprise 2.0<br />Survey with organizations with over 10 people – 591 participants<br />
    24. 24. Business-Social Networking<br />The “Pentagon” of Social Networking<br />Culture Of Trust<br />The “Non-Silo”<br />Social Network<br />Functionality<br />Governance<br />Infrastructure<br />
    25. 25. Social Network Humor!<br />
    26. 26. Internal or External Equipment, Processes and Environments required to provide a seamless and secure Social Networking Environment For Your Organization. <br />Notable Factors:<br /><ul><li>Internal Or External Hardware & Software
    27. 27. Scalability capabilities to accommodate dynamic demand that will quickly increase and decrease
    28. 28. Security & Authentication Mechanisms And Protocol Which Allow Users To See & Act On Information
    29. 29. Usage Patterns, Analytics, Reporting, Dashboards, KPIs…</li></ul>Points To Consider:<br /><ul><li>Content Duplication or Highly Secure Firewalls Must Be Planned
    30. 30. Formality Of Applicable Records Management Process Must Be Understood
    31. 31. Multiple mediums for content delivery/S.N. are required – mobile and more</li></ul>The Infrastructure<br />Infrastructure<br />
    32. 32. The Infrastructure<br />Analytics – Example<br />
    33. 33. Infrastructure<br />Policy Or Guidance On Usage/Content<br />Survey with organizations with over 10 people – 608 participants<br />
    34. 34. Social Networking Functionality<br />The Act Of Collaborating Or “Socially Networking “ Takes On Many Different Permutations. Different Tools Can Perform A Similar Function And At Times, One Tool May Be More Optimal Dependent Upon Numerous Factors.<br />Notable Factors: (Next Slide)<br />Social Network<br />Functionality<br />Points To Consider:<br /><ul><li>Selecting and Agreeing Upon The Right Tool By All Participants And Then Be Prepared To Adjust Based Upon Changing Conditions
    35. 35. Remain Very Attuned to Generational Preferences</li></li></ul><li>Social Networking Functionality<br />Blogging<br />Wikis<br />Instant Messaging<br />People Searches<br />Micro-Blogging<br />Ratings<br />Forum /Dis. Thread<br />Voting/Surveying<br />Content Sharing<br />Web Conferencing<br />Mobile Technology<br />Knowledge Mgmt.<br />Pontification <br />(with Comments)<br />Real-time editing of Web Pages<br />A new Email & Presence Detection<br />Find People / Expertise Via Specific Criteria<br />140 characters and/or less<br />Rate content being posted<br />Share information and have others comment<br />Real time surveying for site visitors<br />Sharing files, pix, video, links, etc.<br />One or multi-directional presentations<br />It has to work on the mobile devices these days<br />Harvesting the knowledge within social repositories<br /><ul><li>Alerts/Subscriptions
    36. 36. Project Management
    37. 37. Tagging/Bookmarks
    38. 38. Security/Role Definitions
    39. 39. Ad-hoc User/Group Creation
    40. 40. Functionality delivered via “Widgets” </li></ul>Plus More<br />
    41. 41. Social Networking Functionality<br />Collaboration - Continued<br />Internal Use Only<br />Internal/External Use<br /><ul><li>Ideation – Idea Generation
    42. 42. Common Repository & Brainstorming
    43. 43. Internal Feedback To Executive Management
    44. 44. Anonymous and Named Access
    45. 45. Virtual Meetings – Bringing The World Together
    46. 46. Social Media Marketing Outreach Strategy
    47. 47. Customer Feedback
    48. 48. Branded messaging
    49. 49. Leveraging micro-blogging to reference other relevant content</li></li></ul><li>Culture Of Trust<br />or Non Culture<br />Social Networking & Collaboration Is Greatly Heightened When A Culture Of Trust Prevails Amongst The Participants. This Allows Information To Be Shared More Freely Which Increases Innovation, Responsiveness and Transparency.<br />Notable Factors:<br /><ul><li>Users Will Only Rely Upon Social Networking Tools If They See Substantive Value
    50. 50. Despite Human Beings Instincts To Want To Trust, They Have Been Socialized Not To Trust
    51. 51. New And Innovative Incentives Are Required to Leverage Social Networking Tools</li></ul>Culture Of Trust<br />Points To Consider:<br /><ul><li>Sufficient Value Must Exist In The Corporate Social Network As Compared To The Public Social Network To Drive Trusted Conversations/Exchanges
    52. 52. Peer/Subordinate Contributions Are Often Equally As Important As Authority’s</li></li></ul><li>Social Network Humor!<br />
    53. 53. Culture Of Trust<br />New Forms Of Leadership Needed<br />
    54. 54. Culture Of Trust<br />Can Bloggers Be Trusted?<br />October 6, 2009<br />
    55. 55. Culture Of Trust<br />Rod Kramer – Stanford University<br />“Rethinking Trust” June, 2009<br />“<br />Human beings are naturally predisposed to trust—it’s in our genes and our childhood learning—and by and large it’s a survival mechanism that has served our species well. That said, our willingness to trust often gets us into trouble. Moreover, we sometimes have difficulty distinguishing trustworthy people from untrustworthy ones. At a species level, that doesn’t matter very much so long as more people are trustworthy than not. At the individual level, though, it can be a real problem. To survive as individuals, we’ll have to learn to trust wisely and well.<br />”<br />
    56. 56. Culture Of Trust<br />Additional Points On Trust<br />Oct 12, 2009 – Gaming Theory - Google engineers know they need to think outside the search box to stay ahead. A recent contest called CSI, for &quot;Crazy Search Ideas,&quot; asked engineers to submit improvements they thought would never be approved because they were weird or seemed too minor. Some 118 entries were culled to four, which are still being explored. <br />May 7, 2009 – My Blog Post - With a conscious effort being focused on trust, the team is employing different techniques to put the theory to practice. One of the most innovative techniques being used is the inclusion of “productivity games” to solve a problem…. “bug bash” parties that go late into the night where the engineer who finds the most bugs gets a prize and an Olympic-themed work event held last year. Hanson commented, “Our culture is competitive. People by nature love to compete and play games and want to see themselves at the top of the leader board.” <br />
    57. 57. The Non-Silo<br />Fractured Information Is A Problem<br />Social Networking environments often represent their own proprietary data store and this becomes problematic when actively sharing information.<br />Notable Factors:<br /><ul><li>Too many systems are available for collaboration.
    58. 58. Users are genuinely confused as to which one to use.
    59. 59. What is considered to be the best source of information.</li></ul>The “Non-Silo”<br />Points To Consider:<br /><ul><li>Push for integration of disparate Social networking systems.
    60. 60. Integrate into existing environments which may be considered “live in” environments as compared to “go to” environments.</li></li></ul><li>Governance<br />Or The Expansion Of Chaos<br />When employed for business, there is a definitive need to introduce some form of Governance for standardization and guidelines. <br />Notable Factors:<br /><ul><li>Finding a balance between “lock down mode” and free reign is an organizational and legal challenge.
    61. 61. Social Networking Governance will be influenced heavily by the type of industry and the type of content.
    62. 62. Radical variations from the Governance of non-Social Networking content will be met with skepticism.</li></ul>Governance<br />Points To Consider:<br /><ul><li>“Light” and Iterative Governance Is A Key To Success.
    63. 63. Fully integrate Governance for Social Networking into alternative communication mediums.</li></li></ul><li>Social Networking Tools For Biz<br />Quick List<br />Enterprise Suites Social Tools<br />(partial List)<br />Pure Play Social Tools<br />(partial List)<br />EMC/Documentum – eRoom - CenterStage<br />Microsoft SharePoint<br />IBM Lotus Connections Suite (Quickr & SameTime)<br />OpenText – LiveLink ECM<br />Google - Wave<br />Huddle<br />Jive<br />KickApps<br />Leverage Software<br />Lithium<br />NewsGator<br />SocialText<br />Telligent<br />Thought Farmer<br />Tomyoe<br />And there are many Open Source and semi-related products available<br />
    64. 64. Where To Socially Go From Here<br />Recommendations To Consider<br />description<br />Iterative Approach For Deploying Social Network Technologies<br />
    65. 65. Corridor Snapshot<br />How We Can Help You<br /> Corridor Service & Product Offerings<br />SharePoint Implementation Consulting & Product Sales<br /><ul><li>Contract Management
    66. 66. Records Management
    67. 67. Human Resources
    68. 68. Production Imaging Systems
    69. 69. Mission Critical Solutions Using SharePoint 2007 Implementations
    70. 70. SharePoint Information Optimization
    71. 71. SharePoint Add-On Product Sales</li></ul>ECM/SharePoint Strategic Consulting<br /><ul><li>ECM Knowledge Workshops
    72. 72. Strategic Recommendations & Gap Analysis (SRGA)
    73. 73. Economic Studies
    74. 74. RFP Preparation and Vendor Facilitation
    75. 75. ECM Project Oversight
    76. 76. Microsoft SharePoint 2007 Architecture & Governance</li></ul>Also regular contributors to:<br />InformationWeek, CIO Magazine<br />AIIM Infonomics & More<br />
    77. 77. New England Chapter<br />Social Networking<br />Serious Business<br />Presented: January 15, 2010<br />Russ Edelman -<br />Twitter: russECM<br />