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Mach Technology Enterprise 2.0 offering - 2010 10 21

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A scalable social media platform for the enterprise

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Mach Technology Enterprise 2.0 offering - 2010 10 21

  1. 1. Enterprise 2.0 Offeringa scalable social media platform for the enterprise<br />Presented by Carl Rogers<br />
  2. 2. Business Driver #1<br />Over-reliance on email communications<br />2<br />
  3. 3. Business Driver #2<br />Email Overload<br />3<br />
  4. 4. Business Driver #3<br />Retention of Business Knowledge<br />4<br />
  5. 5. Business Objectives<br />Build information& knowledge assets<br />
  6. 6. Leverage Social Media<br />6<br />Modest Investment<br />Business Objectives<br />Social Media<br />Platform<br />
  7. 7. Existing intranet<br />7<br />Employee self-service<br /><ul><li> Leave applications
  8. 8. Pay balance</li></ul>Company notices<br />Job vacancies<br />Corporate guidelines<br />Company news<br />Links to other sites<br />Company phonebook<br />
  9. 9. Intranet Maturity<br />8<br />Razorfish (razorfish.com) – Intranet Maturity Framework<br />
  10. 10. Social media enabled intranet<br />9<br />RSS<br />Enterprise Search<br />
  11. 11. Enterprise 2.0 Solution<br />Tools<br />Wikis <br />Blogs<br />Social Network<br />RSS<br />Search<br />Driver<br />Over-reliance on email communications<br />Email Overload<br />Retention of Business Knowledge<br />10<br />
  12. 12. Implementation approach<br />11<br />Advanced Human Technologies – Enterprise 2.0 Implementation Framework<br />
  13. 13. Implementation plan<br />12<br />Project Sponsor (from Executive Management Team)<br />Project Manager (Change Manager / Communications Manager)<br />Consultant (Enterprise 2.0 / Web 2.0)<br />Technical Consultant (platform configuration)<br />
  14. 14. Stakeholder concerns<br />13<br />Strategic<br /><ul><li>Not a frequent user
  15. 15. Value?</li></ul>Management<br /><ul><li>Break from traditional process definition
  16. 16. Uncontrolled ‘voice of dissent’
  17. 17. Time wasting diversion</li></ul>Operational<br /><ul><li>Interesting but not relevant
  18. 18. Struggle to understand how to use the tools</li></ul>Technical<br /><ul><li>Security risk
  19. 19. Another tool to support ...</li></li></ul><li>Appropriate use<br />14<br />Social Media Policy<br />Strategic<br />Management<br />Operational<br />Technical<br />clear about what is considered to be acceptable use <br />
  20. 20. Knowledge building process<br />15<br />Discussion thread starts<br />Discussion thread starts<br />
  21. 21. Knowledge building process<br />16<br />Research leads to insight<br />Consensus is documented<br />
  22. 22. Knowledge building process<br />17<br />Consensus leads tostandardisation<br />Insight leads to improvement<br />
  23. 23. Responding to dissent<br />18<br />“I really think that the organisation should ...”<br />“I hate the way that ...”<br />
  24. 24. Summary<br />Business drivers<br />Staff productivity<br />Information overload<br />Over-reliance on Email<br />Open Source leverage<br />Collaboration<br />Communication<br />Knowledge assets<br />19<br />Enterprise 2.0 platform<br />
  25. 25. Brought to you by:<br />Carl Rogers <br />Yang Liu (RaY) <br />ZhidaLi <br />Zhu Jie<br />20<br />
  26. 26. Thankyou!<br />

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