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Enterprise2.0 Conference Presentation

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This is the presentation I delivered on 6/25/09 in Boston at the Enterprise2.0 Conference. It was created by my friend Aaron Kim. The speaker notes and stories are mine.

Enterprise2.0 Conference Presentation

  1. 1. Enterprise 2.0 Anti-Patterns, ROI and metrics technology • business • people Jennifer Okimoto Senior Managing Consultant, Human Capital Management – IBM US © 2009 IBM Corporation Not for further distribution Photo by Flickr user and IBMer shawdm, used with author permission
  2. 2. In Twitter: @jenokimoto #e2conf29
  3. 3. Jen Okimoto [email_address] <ul><li>Senior Managing Consultant, Enterprise 2.0 Provocateur and Hand Holder with IBM Global Business Services – Human Capital Management Practice </li></ul><ul><li>Leading our Workforce and Talent Solutions – Connect initiative </li></ul><ul><li>17 years as a Consultant – BPR, CRM, ERP, L&D, K&C, WTS </li></ul><ul><li>Current clients in Electronics, Chemicals & Petroleum and Pharmaceutical industries </li></ul><ul><li>Co-chairs the Web2.0 for Business IBM Community </li></ul><ul><li>Political Science and Chinese Studies degrees from Wellesley College </li></ul><ul><li>MPIA in Comparative Public Policies from University of California, San Diego, International Relations and Pacific Studies </li></ul><ul><li>In the last year I’ve worked in the US, Toronto, Buenos Aires, London, Paris, Bangalore, Singapore, Shanghai and Beijing </li></ul>About Me
  4. 4. Tag cloud generated by Wordle, a masterpiece app by IBMer Jonathan Feinberg About Me Jen Okimoto [email_address]
  5. 5. <ul><li>From Hype to Productivity </li></ul><ul><li>Enterprise Web 2.0 Anti-Patterns </li></ul><ul><li>ROI and Metrics * </li></ul>Agenda
  6. 6. Part I: The Journey to Productivity
  7. 7. Hype Curve conceived by Gartner Visibility Time Technology Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity Web 2.0 Going through Gartner’s Hype Curve
  8. 8. Source: Crossing the Chasm , by Geoffrey A Moore Crossing the Chasm Technology Enthusiasts Visionaries Pragmatists Conservatives Skeptics Early Adopters Early Majority Chasm
  9. 9. Source: IOA CMM Level 5 Journey From “Hit or Miss” to Process Stability & Improvement Initial Manage Defined Quantitatively Managed Optimized Hero-based culture Process-based culture
  10. 10. The roadmap to the future Columbus Monument, Santo Domingo, Dominican Republic Photo by Aaron Kim
  11. 11. Part II: Enterprise Web 2.0 Anti-Patterns
  12. 12. <ul><li>In software engineering, an anti-pattern is a design pattern that appears obvious but is ineffective or far from optimal in practice. </li></ul><ul><li>It’s a pattern that tells you how to go from a problem to a bad solution . </li></ul><ul><li>It’s something that looks like a good idea , but which backfires badly when applied. </li></ul>Sources: Wikipedia (as of 12/Sep/2008) http://c2.com/cgi/wiki?AntiPattern
  13. 13. Antipattern: <pattern name>
  14. 14. Why the bad solution looks attractive It becomes a pattern because somehow it looks like the right thing to do Why it turns out to be bad Common pitfalls What positive patterns are applicable instead Best (Good?) Practices
  15. 15. Antipattern: Fear 2.0 Photo by Flickr user Violator3, licensed under Creative Commons, Attribution 2.0 Generic
  16. 16. <ul><li>Fear is not a bad thing, but action paralysis is </li></ul><ul><li>Failure comes with a name tag </li></ul><ul><li>Innovating is risky , not innovating may be riskier </li></ul><ul><li>Full control is no longer in your hands </li></ul><ul><li>Fail often , fail quickly , fail gracefully and learn from it * </li></ul>* Partially based on a presentation by Mike Moran Antipattern: Fear 2.0
  17. 17. The cousin to Fear2.0 Antipattern: Control 2.0 Photo by IBM Beehive user Ole Rasmussen, licensed under Creative Commons, Attribution 2.0 Generic
  18. 18. Photo: Leopard EM Antipattern: New World, Old Habits
  19. 19. Photo by Flickr user dcjohn, licensed under Creative Commons, Attribution 2.0 Generic Antipattern: New World, Old Habits
  20. 20. Photo: StockExchange Antipattern: New World, Old Habits
  21. 21. Your clients Your business partners Other employees in your company Co-Workers Friends People as your competitive advantage You Jim Mary Your manager Jim’s manager Susan John Helen Roberto Akira Chris Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
  22. 22. <ul><li>“ It’s just like phone and email ” </li></ul><ul><li>A fool with a tool is still a fool </li></ul><ul><li>“ Web 2.0 is an attitude , not a technology” (Ian Davis) </li></ul><ul><li>It’s about culture transformation, not a toolset </li></ul><ul><li>“ Ultimately, taking full advantage of Web 2.0 may require Management 2.0 ” (Business Week, June 5, 2006) </li></ul>Antipattern: New World, Old Habits
  23. 23. Antipattern: Build it, and they will come Photo by Flickr user Sister72, licensed under Creative Commons, Attribution 2.0 Generic
  24. 24. <ul><li>“ If Wikipedia works, my wiki will too” </li></ul><ul><li>People have limited bandwidth 2.0 </li></ul><ul><li>The joke , the circus and the soap-opera </li></ul><ul><li>Clay Shirky’s plausible promise , effective tool and acceptable bargain (HCE) </li></ul><ul><li>User Adoption Plan + Balanced Incentives </li></ul>Antipattern: Build it, and they will come
  25. 25. Source: C’est la maturité, stupide! Maslow s’invite à la table du 2.0 http://mediapedia.wordpress.com/2006/07/30/c%E2%80%99est-la-maturite-stupide-maslow-s%E2%80%99invite-a-la-table-du-20/ Motivations and Rewards
  26. 26. Antipattern: The World Is Flat Photo: Wikimedia Commons, Public Domain, NASA
  27. 27. <ul><li>In a flat world solutions should be universally applicable </li></ul><ul><li>Locations and companies have unique cultures </li></ul><ul><li>Online ecosystems mimic natural ones </li></ul><ul><li>The joke, the circus, the soap opera… </li></ul><ul><li>Think about survival strategies: competition, predation, cooperation, symbiosis </li></ul>Antipattern: The World is Flat
  28. 28. Antipattern: Geekness 2.0 Photo by Flickr user pipeapple, licensed under Creative Commons, Attribution 2.0 Generic
  29. 29. <ul><li>“ For it to work, you just need to use Firefox, download and install Greasemonkey, edit a Userscript and install it. Anybody can do it. ” </li></ul><ul><li>Second law of thermodynamics: Energy and Entropy </li></ul><ul><li>Laziness 2.0 </li></ul><ul><li>Nudge and KISS </li></ul>Antipattern: Geekness 2.0
  30. 30. Antipattern: Search, and thou should not find Photo: Wikimedia Commons, Public Domain
  31. 31. Flickr: photos tagged with “Cat”
  32. 32. Flickr: “Interestingness” and “The Wisdom of Crowds” What is Web 2.0? Seven Principles
  33. 33. <ul><li>Your users embraced Web 2.0 and are creating plenty of content </li></ul><ul><li>Most of it is likely to be, err, not very good </li></ul><ul><li>Information overload will quickly overwhelm your users </li></ul><ul><li>UGC needs to be indexed by the main search facility </li></ul><ul><li>Not all UGC is created equal, so make the good float to the top </li></ul>Antipattern: Search, and thou should not find
  34. 34. Part III: ROI and Metrics
  35. 35. Antipattern: Intangible means unmeasurable Photo by Flickr user Memotions, licensed under Creative Commons, Attribution 2.0 Generic
  36. 36. <ul><li>“ Nobody asks what’s the ROI for phone and email ” </li></ul><ul><li>Business value must discount costs </li></ul><ul><li>Value creation vs. value capture </li></ul><ul><li>Easy to understand business case </li></ul><ul><li>Easy to calculate ROI models </li></ul>Antipattern: Intangible means unmeasurable
  37. 37. Antipattern: Measuring supply, not demand Photo by Flickr user Memotions, licensed under Creative Commons, Attribution 2.0 Generic
  38. 38. <ul><li>Number of bloggers, posts, wiki spaces, wiki authors are measures of supply </li></ul><ul><li>Not all UGC has business value </li></ul><ul><li>Not all UGC has business value proportional to its volume </li></ul><ul><li>Find which demand metrics can be associated to business value </li></ul>Antipattern: Measuring supply, not demand
  39. 39. ROI: The need for an “R” Source: Let's get real or let's not play&quot; by Mahan Khalsa &quot;If there is no 'R', your 'I' is a 'C'. And the cost is always too high .&quot;
  40. 40. What is the top barrier to the further success of your Web 2.0 initiatives? Source: Building the Web 2.0 Enterprise - McKinsey Global Survey Results, July 2008 Based on survey responses by 1,988 executives from around the world “ Do not understand potential financial returns” 28%
  41. 41. How does your organization measure the business value of its Web 2.0 deployments? “ We use traditional measures such as ROI, TCO & IRR” 63% Source: IT Will Measure Web 2.0 Tools Like Any Other App , Forrester Research, July 25, 2007 Base: 190 IT decision-makers at US firms with 500 or more employees invested in orpiloting Web 2.0 technology (multiple responses accepted)
  42. 42. The 9x Effect: Innovators vs Bean Counters Value x effort Adapted from: Understanding the Psychology of New-Product Adoption , by John T. Gourville, Harvard Business Review, June 2006 (modified) 3x 9x 3x <ul><li>EARLY ADOPTERS/INNOVATORS ARE USUALLY </li></ul><ul><li>Convinced the innovation works </li></ul><ul><li>Likely to see a need for the product </li></ul><ul><li>Dissatisfied with the existing substitute </li></ul><ul><li>Set on viewing the innovation as the benchmark </li></ul><ul><li>BEAN COUNTERS ARE USUALLY </li></ul><ul><li>Skeptical about a new product’s performance </li></ul><ul><li>Unable to see the need for it </li></ul><ul><li>Satisfied with the existing product </li></ul><ul><li>Quick to see what they already own as the status quo </li></ul>Innovators outweigh the new product’s benefits by a factor of 3 Bean counters outweigh the incumbent product’s benefits by a factor of 3
  43. 43. Identifying the right metrics Photo by Flickr user oskay, licensed under Creative Commons, Attribution 2.0 Generic <ul><li>What is your business objective? </li></ul><ul><li>Is your metric stable? </li></ul><ul><li>Can a benchmark be established? </li></ul><ul><li>Do you have the levers to influence it? </li></ul>Iterative and Interactive! Adapted from: 1) Rethinking Measurement: More than evaluating performance (Interview with Dean Spitzer, IBM Research) Consultant’s Edge #146 by Peter Andrews, February 21, 2007 2) The Metrics Maze - Am I Lost? , by Srishti Gupta MediaPost’s Online Metrics Insider, Sep 5, 2008
  44. 44. <ul><li>Increased revenue </li></ul><ul><li>Increased conversions </li></ul><ul><li>Increased social capital </li></ul><ul><li>Brand capital </li></ul><ul><li>Future value of client loyalty/employee retention </li></ul><ul><li>Proxy metrics: Marketing equivalent </li></ul><ul><li>Side benefits: New ideas, digitization of knowledge </li></ul><ul><li>Cost avoidance: </li></ul><ul><ul><ul><ul><li>Time saved, travel costs, real estate costs, carbon footprint </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Replacement cost: knowledge lost by turnover/retirement </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Opportunity costs: what is the cost of status quo or doing NOTHING </li></ul></ul></ul></ul>Returns need to be broadly defined Photo by Flickr user zieak, licensed under Creative Commons, Attribution 2.0 Generic
  45. 45. <ul><li>...we rather need many of them! </li></ul>We don’t need a Web 2.0 ROI Model... Source: ROI 2.0, Part 3: We don’t need a Social Media ROI model http://aaronkim.wordpress.com/2009/02/19/roi-20-part-3-we-dont-need-a-social-media-roi-model/ <ul><ul><li>There is no perfect Web 2.0 ROI model, there are only perfect Web 2.0 ROI model s . </li></ul></ul>
  46. 46. Thank You [email_address] @jenokimoto #e2conf29

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