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Exploring Early Enterprise 2.0 Methodologies | Enterprise 2.0 Conference West 2009
Here's my deck from the morning session at Enterprise 2.0 Conference West in San Francisco yesterday.
Exploring Early Enterprise 2.0 Methodologies | Enterprise 2.0 Conference West 2009
- 1. Exploring Early Enterprise 2.0Methodologies Climbing the Maturity Curve of Process and Methods for Enterprise Social Computing Dion Hinchcliffe
- 2. Introduction Dion Hinchcliffe • ZDNet’sEnterprise 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 computingis 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 • Howcan 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 webest transform our work processes for the 21st century?
- 6. Challenges to Transitioning toSocial 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 changeis building on the edge of organizations and must be recognized and dealt with
- 8. Top Down Internal Knowledge ‘-Pedias’ SocialCRM 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
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- 10. Key area wheretraditional 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 VeryLeast, 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 2.0effect” 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.
- 14. Perceived Benefits OfEnterprise 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 2.0Checklist • SLATES –Search –Linking –Authorship –Tagging –Extensions –Signals
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- 19. Enterprise 2.0: RicherOutcomes
- 20. Push vs. PullBased Systems
- 21. Because the enterpriseis 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 • Gainand 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: JackOf 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 anE2.0 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 LocalCulture • Different types of cultures in most organizations: – Team – Community – Network • Each cultural environment can enable or stifle collaboration and communication
- 30. Enabling Change atthe Three Cultural Levels • Team • Community • Network
- 31. Mature View of Enterprise2.0 Functions ECM Enterprise 2.0 Tools Mashups Situational Apps
- 32. The Context: Enterprise2.0 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 ROIof 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 AKAWaterfall Process with a Defined Beginning, Middle, and End
- 35. More Enlightened AgileProcess Highly iterative, more feedback loops, learning from experience before completing the effort
- 36. One Way ofImplementing 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 BetaEra • 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
- 38. The 2.0 Transformation Processin the Large
- 39. Looking at ECMmethods
- 40. Also, There IsEmergent Architecture
- 41. What it alllooks 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 NewTechnology and Enterprise 2.0 Dynamics
- 43. Evaluation Questions • Doesthe 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
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- 46. Ross Dawson’s Enterprise2.0 Implementation Framework
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- 53. Conclusions • We arestill 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
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- 55. Pragmatic Enterprise 2.0 tm EffectiveLow 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