Social Media: Creating Collaborative Conversations

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Presentation given to CIO-Connect event on 20 May 2010 in Dublin, Ireland and subsequently at CIO-Connect Annual Conference in London on 5 October 2010

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  • MindTouch improves decision making by providing real time enterprise mashups on any MindTouch page. The MindTouch data mashups tool allows you to unlock data from multiple enterprise sources so that all stakeholders within an organization have access to the latest information. Regardless of data source, you can now quickly mashup data from your ERP, CRM and MRP systems to provide data comparisons and information normally not found in any single application. You don’t need to be logged into the systems to pull the data into MindTouch and you don’t need to understand each system to pull these reports. MindTouch does it all for you and without arduous programming efforts.MindTouch Enterprise Dashboards. Executives require the highest level of visibility and control over mission/business critical processes. These processes cross business applications which span departments and users. In today's economic climate the need to view and act on critical information housed in disparate systems is mandatory. MindTouch executive dashboards are easy to set up, easy to change and adapt as your organization changes. MindTouch also creates a collaborative environment where an organization can quickly identify issues, create action plans and delegate responsibilities. Allotted Budget vs. Actual Expenditures Mashups. The need for relational data from disparate systems that have an impact on the enterprise is paramount. A simple but powerful example is the budget vs. actual enterprise mashup that quickly pulls real time information from your Accounts Payable system and compares it to your Budgets in the ERP system. You instantly have the necessary data in one place on any MindTouch page in order to make timely decisions.
  • Password protected file storeFolders created by you are private to youShare folders and drop items in Public foldersAvoids large attachments in email, just send the SkyDrive link
  • Docs.com is a collaboration between Microsoft FUSE labs and Facebook to enable people to collaborate on projects in office documents on the facebook platform. With the services and technology Microsoft is releasing they are becoming gateways into the web onto growing services that people use from day to day, and allowing them access to the tools to promote collaboration via office 2010 as a social tool.
  • Docs.com allows you to share documents with your friends on Facebook to collaborate on projects of social pieces.
  • Social Media: Creating Collaborative Conversations

    1. 1. Social Media<br />Creating Collaborative Conversations<br />John Lawlor<br />Trinity College Dublin<br />Information Systems Services<br />http://people.tcd.ie/lawlorjo<br />http://johnlawlor.tel/<br />@johnjlawlor<br />
    2. 2. Topics For Today’s Discussion<br /><ul><li>Social Media in Trinity College
    3. 3. Social Media policy
    4. 4. Draft cloud computing policy
    5. 5. Digital communications strategy
    6. 6. Implementation
    7. 7. Enablers, barriers, challenges, lessons, opportunities
    8. 8. References and recommended reading
    9. 9. Follow up discussion</li></li></ul><li>About TCD IS Services<br /><ul><li>Central services provider of computing facilities and support to students and staff on the main campus and in 18 off-campus locations
    10. 10. Management Information Systems
    11. 11. Computer Systems
    12. 12. Networks and Infrastructure
    13. 13. Service Support
    14. 14. Training and Publications
    15. 15. Audio Visual and Media
    16. 16. Public Access Computer Rooms
    17. 17. About 70 staff
    18. 18. Support about 25,000 users
    19. 19. Over 10,000 fixed network connections
    20. 20. Extensive wireless network with over 650 wireless access points
    21. 21. About 200 servers in main on-campus data centre
    22. 22. Over 70% virtualised</li></li></ul><li>
    23. 23. Social Media in IS Services<br /><ul><li>SharePoint
    24. 24. Collaboration with some customers
    25. 25. Collaboration on internal projects
    26. 26. Internal and external group collaboration (firewall)
    27. 27. Major College-wide SharePoint project to start during summer
    28. 28. Podcasts
    29. 29. Support, supplement or replace face-to-face training
    30. 30. Share knowledge and output from workshops
    31. 31. Record presentations, lectures, guest lectures, seminars, etc
    32. 32. Enterprise project management
    33. 33. Wikis and discussions
    34. 34. Replace large documents (e.g. Architecture Vision, IS Policies, Service Catalogue)
    35. 35. Discuss and share ideas and opinions
    36. 36. Blogs
    37. 37. Share news, knowledge and opinions
    38. 38. Online newsletters and surveys
    39. 39. Publish news about the department’s work
    40. 40. Feedback from users, customers, external parties
    41. 41. Twitter
    42. 42. Help desk alerts</li></li></ul><li>
    43. 43.
    44. 44. SharePoint 2003 upgraded to 2007 last year<br />2010 infrastructure developed this year in conjunction with EPM project<br />Full upgrade to take place this year<br />Rollout as an enterprise service to start 2010<br />Several target areas identified as early adopters<br />
    45. 45. Google For Students<br />
    46. 46. Services with Little Demand for Support<br />
    47. 47.
    48. 48. iTunesU <br />is a unique location on Apple’s iTunes Store that allows Higher Education Institutions make available audio and video content to view or download.<br />A user can subscribe to iTunesU via iTunes which will download new content on the subject that the user has selected.<br />iTunesU allows a user to listen or view content on their computer or on the move by downloading the content to a mobile device such as an iPod.<br />
    49. 49.
    50. 50. <ul><li>Tallaght Hospital
    51. 51. St. James’ Hospital (3)
    52. 52. School of Nursing, D’Olier Street (2)
    53. 53. Arts Building (4)
    54. 54. Hamilton Building (2)
    55. 55. Lloyd Building
    56. 56. Equipment available on loan</li></li></ul><li>“Bring students all of the campus services they<br />need, on mobile devices they love using”<br /><ul><li>Library
    57. 57. People Finder
    58. 58. Pocket guide (iTunesU)
    59. 59. News/events
    60. 60. Locations/maps
    61. 61. Course information
    62. 62. Friend locator
    63. 63. Timetable
    64. 64. Visitors
    65. 65. Voting
    66. 66. Conferences
    67. 67. Open days
    68. 68. Alumni
    69. 69. Staff</li></li></ul><li>Hosted Blogging Service<br />Cloud computing policy and guidelines<br />Social networking and social media policy<br />Best practice guidelines<br />Procedures<br />Checklist<br />
    70. 70. Colleges Collaborate with.. ........... <br />
    71. 71. Mashups<br />MindTouch provides real time enterprise mashups on any MindTouch page. The MindTouch data mashups tool allows users to unlock data from multiple enterprise sources so that all stakeholders within an organization have access to the latest information. <br />Regardless of data source, users can quickly mashup data from ERP, CRM and MRP systems to provide data comparisons and information normally not found in any single application. <br />Users don’t need to be logged into the systems to pull the data into MindTouch and they don’t need to understand each system to pull these reports. MindTouch does it all for them and without arduous programming efforts<br />Desktop Suite<br />The MindTouch Productivity Tools bridge the desktop and MindTouch for all Windows applications. Users can continue to work with the applications they're familiar with, instead of forcing them to learn a new tool. By adapting to existing organic workflow, you can save time and money by not having to train users on a new system.<br />
    72. 72. SkyDrive<br />Anywhere<br />Online Services<br />Password -protected, 25-GB virtual hard drive<br />Link to SkyDrive documents from Facebook<br />Share photos & files with who you choose<br />Skydrive – your 25GB online filing cabinet<br />
    73. 73. docs.com<br />Collaborative project with Microsoft and Facebook<br />Collaboration and editing of Office Docs with Facebook contacts<br />Office docs accessible to all<br />Powerful social collaboration<br />
    74. 74. docs.com<br />
    75. 75. Office Web Apps<br />Rich authoring of Microsoft Office documents in browser<br /><ul><li>Internet Explorer, Safari, Firefox</li></ul>Collaborative editing of documents<br />Mobile device access<br />OneNote coming soon<br />
    76. 76. Digital Communications Strategy<br /><ul><li>Objectives
    77. 77. Deliver an innovative communications plan using digital technologies
    78. 78. Communicate effectively with a wide variety of audiences, e.g. prospective and current students and alumni
    79. 79. Promote College on the world stage
    80. 80. Coordinate effort across information service providers in College so as to ensure there is no duplication of effort in the area of digital communications
    81. 81. Ensure projects in the delivery of digital content are aligned with the information provision and communication sections of the College’s Strategic Plan
    82. 82. Ensure that TCD embraces the latest communication technologies</li></li></ul><li><ul><li>Key tasks
    83. 83. Establish user focus groups
    84. 84. Evaluate existing methods of digital communications
    85. 85. Ensure the latest technologies are used in teaching and learning
    86. 86. Introduce technologies that support collaboration among researchers
    87. 87. Develop an online communications programme to maximise advances social networking and other Web 2 applications
    88. 88. Improve the efficiency and effectiveness of dissemination of digital information
    89. 89. Promote the concept of mobility across College</li></ul>Digital Communications Strategy<br />
    90. 90. Digital Communications Strategy<br /><ul><li>Initial projects
    91. 91. Virtual Learning Environment
    92. 92. Re-launch iTunesU
    93. 93. Evaluate and adopt social networking tools to support teaching, learning, research, and administrative areas
    94. 94. Expand teaching and learning technologies internally
    95. 95. Implement CampusM system
    96. 96. Evaluate and implement content management system</li></li></ul><li>Lessons, Challenges, Opportunities<br /><ul><li>Challenges
    97. 97. Multitude of applications and platforms
    98. 98. Large and growing demand
    99. 99. Keeping up with developments, demands, users
    100. 100. Events and users overtaking us
    101. 101. Nature of a college
    102. 102. “Shadow IT”</li></li></ul><li>The Shadow IT Department<br />Spend more time listening to their employees<br />Accept that they are likely to be a step a head in their understanding of social software<br />Realise that employees may already be using the tools that they are only just beginning to think about<br />In many companies ... the adoption of social software is being driven by the shadow IT Department. IT management needs to do three things:<br />“... the consumer technology universe has evolved to a point where it is, in essence, a fully functioning, alternative IT Department.”<br />Cook, 2008<br />
    103. 103.
    104. 104. Lessons, Challenges, Opportunities<br /><ul><li>Social media strategy and approach must be part of – and not separate from – other media and communications approaches
    105. 105. Social Media should enable you to become more innovative in your business
    106. 106. It is not what you use but how you use it that counts
    107. 107. Behaviour and culture need to change to overcome reluctance to adopt Social Media
    108. 108. Enable and empower your employees and let them do it for themselves, within broad policy and procedural guidelines</li></li></ul><li>Lessons, Challenges, Opportunities<br /><ul><li>There are many platforms and technologies available, so think of your requirements before you make big decisions
    109. 109. Be as clear as you can be about what you are trying to achieve, but don’t be afraid to experiment
    110. 110. A good way to start is with a test system or pilot application (but see McAfee for differing view)
    111. 111. Don’t let the technology determine your path, but instead be driven by your needs and the suitability of various systems and platforms to those needs</li></li></ul><li>Lessons, Challenges, Opportunities<br /><ul><li>In my experience, IT too often brings to Social Media a mindset informed (or constrained) by:
    112. 112. ERP, transaction processing
    113. 113. Security, compliance
    114. 114. Firewalls, proxies
    115. 115. Long lifecycles, SDLC approach
    116. 116. My Social Media heresy:
    117. 117. Don’t design
    118. 118. Don’t train
    119. 119. Don’t get involved
    120. 120. Don’t get in the way
    121. 121. EuanSemple’s strategy for IT
    122. 122. Do nothing
    123. 123. Get out of the way
    124. 124. Keep the energy levels up</li></ul> (Cook, 2008)<br />In a 2007 survey of 390 people working in large US companies, Katzenbach Partners (now Booz & Co.) found that a third admitted ignoring their companies’ rules when they found a better way to get things done (Cook, 2008)<br />
    125. 125. Stages of Maturity – Where Are You?<br /><ul><li>Unawares
    126. 126. Little or no understanding of the role of Social Media
    127. 127. Obstructers
    128. 128. Understand Social Media but feel threatened by them and stop employees from using them
    129. 129. Neutrals
    130. 130. Understand Social Media but don’t want to or can’t deal with the impact on their organisation and systems
    131. 131. Supporters
    132. 132. Understand Social Media and actively trying to use them, often against resistance from IT
    133. 133. Champions
    134. 134. Understand Social Media and are implementing them and experimenting with different tools</li></ul>Cook, 2008<br />
    135. 135.
    136. 136. Suggested Solutions<br />Collaboration is long-term, while co-operation is short-term<br />Use tools that reduce the barriers to collaboration – no (or simple) login, one-click editing, instant gratification, etc<br />Accept that “work in progress” is as good as finished product<br />Publishing information regularly and often moves authorship away from essays and succinct conclusions towards sharing of insights and decisions<br />Offset risk by increasing rewards<br />Recognition for contributions<br />Performance objectives based on knowledge sharing<br />Encourage ongoing participation and contributions to a flow of insights and decisions<br />Cook, 2008<br />
    137. 137. Barriers to Success<br /><ul><li>Security and culture are the biggest barriers to taking full advantage of Social Media (KPMG 2007)
    138. 138. Scepticism, wariness and lack of willingness to adopt (Hoover 2007, Information Week)
    139. 139. Lack of perceived ROI (Ibid)
    140. 140. Lack of skills (Ibid)
    141. 141. Hoarding, lack of willingness to share
    142. 142. Sharing on wikis, blogs, etc is counterintuitive to many people
    143. 143. Standardising on a single vendor can lead to resistance and the creation of a counter-culture by those who prefer other platforms (Young 2007)
    144. 144. Fear</li></ul>Cook, 2008<br />
    145. 145. Factors for Success<br /><ul><li>Speed and flexibility
    146. 146. Develop/deliver quickly
    147. 147. Employees are more forgiving if they get a solution with a few rough edges if they get it quickly and it does the job
    148. 148. Ease of use
    149. 149. Applications should require very little training, being capable of being launched virally
    150. 150. Peer-to-peer recommendation is probably one of the biggest reasons for rapid growth
    151. 151. Demand driven
    152. 152. Systems build in response to user demand, rather than the top-down approach using traditional SDLC approach
    153. 153. Individual value first
    154. 154. Value created for the employee was put first in the design, with organisational value coming second</li></ul>Cook, 2008<br />
    155. 155. Getting Started – A Practical Approach<br />Participation must be easy<br />Build on existing relationships<br />Integrate with existing tools and processes<br />Can be self-managed by the user without training<br />Contain personal value to the individual<br />Empower “champions” to design and create social software experiments<br />Groups should self-organise, forge ahead and educate “respected sponsors” along the way<br />Design and create collaboration experiments that meet five key criteria:<br />© Copyright 2007 Dave Pollard<br />Cook, 2008<br />
    156. 156. Recommended Books<br /><ul><li>Cook, N. (2008) Enterprise 2.0: how social software will change the future of work. </li></ul> Hampshire: Gower Publishing Limited<br /><ul><li>McAfee, A. (2009) Enterprise 2.0: new collaborative tools for your organisation’s toughest challenges.</li></ul> Boston: Harvard Business Press<br /><ul><li>Hansen, M. (2009) Collaboration: how leaders avoid the traps, create unity and reap big results.</li></ul> Boston: Harvard Business Press<br />
    157. 157. Some Useful Websites<br />http://www.e-gineer.com/v2/blog/2007/12/building-enterprise-20-on-culture-10.htm<br />http://www.cio.com/article/28821/User_Management_Users_Who_Know_Too_Much_and_the_CIOs_Who_Fear_Them_<br />http://blogs.salon.com/0002007/categories/businessinnovation/2007/04/25.html<br />http://www.mindtouch.com<br />http://isservices.tcd.ie<br />http://www.tcd.ie/about/policies/<br />http://johnlawlor.ie/blog-policy-2/<br />http://www.ombiel.com/campusm.html<br />http://www.techcrunchit.com/2010/05/08/welcome-cloud-microsoft/<br />http://sharepoint.microsoft.com/2010launch/en-us/Pages/home.aspx<br />http://www.ca.com/files/IndustryResearch/security-cloud-computing-users_235659.pdf<br />http://andrewmcafee.org/<br />http://andrewmcafee.org/2010/04/drop-the-pilot/<br />http://andrewmcafee.org/2010/05/drop-the-pilot-part-2/<br />

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