This document discusses the potential benefits of internal social networking for organizations. It suggests that internal social networks can help rescue employees from outdated tools by allowing knowledge sharing and flows of information mediated through social connections. An effective internal social network could include basic features like profiles, contact management, status updates, social bookmarking and sharing. The document argues that internal social networks are about supporting people, not just implementing new software tools, in order to address real business needs.

1. Getting Started with
Internal Social Networking
(cc) Lee Bryant, Headshift, December 2008

2. international social software consulting
& development group who apply
emerging tools and ideas to the
real-world needs of organisations:
consulting & engagement
prototyping and experimentation
development and integration

3. On the outisde, Web 2.0 brought a
Cambrian explosion of innovation.
Emerging tools are subject to
such rapid, large scale feedback
that they evolve very quickly

4. Similarly, we are now seeing the
consumerisation of enterprise IT,
which has the potential to rescue
people trapped in a world of
1990’s tools based on
management theory from 1911

5. Weberian bureaucracy Industrial Revolution Taylorism
modern corporations bear the imprint
of various stages of development

6. enterprise IT has adopted very old
organsational models and metaphors

7. Control is expensive; trust is cheaper

8. Control is expensive; trust is cheaper

9. From managing ‘content’ to
supporting knowledge flows

10. KM = Capture, Manage, Store, Deliver

11. But : most important content is people

12. E2.0 = Feeds, flow and fluid navigation

13. Focus on the individual, not the firm

14. People are, on the whole, not evil

15. We can use people power to organise
information and negotiate meaning

16. Sharing mediated by Social Networks

17. Creating signals of relevance, tags, trails

18. (cc) http://www.flickr.com/photos/yuan2003/403643949/
social networks + weak ties = an
organisational immune system

19. where to begin?

20. Basic feature set quite simple:
! Adaptive personal profiles
! Ability to manage contacts
! Status and presence updates
! Social bookmarking / sharing

21. Blogs
Vodcasts
RSS
Podcasts
Wiki Tagging
Personalised
Start Page
Lightweight Social Interface
IT
Firm
Clients
Markets
Try to add value to existing IT systems

22. Reading Writing Collaborating
Sui Sui Sui
Messaging Sharing All-in-one
Sui Sui Sui
Some tools for biz social networking

23. Social reading and writing

24. Social Search & Expertise location

25. Social networking for collaboration

26. My Network: people i know
anyone can leave you a message! in my firm
just like Facebook
Ownership of public profile My Network: people I know client-side
Social networking with key clients

27. Universal messaging (Internal Twitter)

28. Harness attention / network metadata

29. adoption strategies

30. Have a grown up ‘risk’ conversation

31. http://dilbert.com/comics/dilbert/archive/dilbert-20071116.html
Have a grown up ‘risk’ conversation

32. Start with your existing directories

33. Creating flow: email to RSS transitions

34. Creating flow: email to RSS transitions

35. Evolving role of the Info Professional

36. focus on clear business use cases...

37. This is not just a new market for tools -
people need ‘situated’ solutions

38. Vital to address ‘in the flow’ use cases

39. It is not just about software,
although the market for that is big...

40. The customer is the person,
not the IT department

41. Getting more info
Started with www.headshift.com
www.slideshare.net/leebryant
Internal Social lee@headshift.com
Networking image credits
Flickr Photo Download: rows and rows
Flickr Photo Download: IBM System 360
Brian Boulos
Mark Jones
Victoria Peckham
FreeWine
antmoose
Lee Bryant Violator3
Dplanet::
Pizzler
Edkohler
Rod Boothby
Jessica Wittebort
Lee Bryant
UsDesign
attribution 2.0 generic