The document discusses strategies for successful social collaboration initiatives. It recommends starting by solving real problems, gaining management buy-in, and focusing on clear user value. Next, it suggests understanding user behaviors and motivations by recognizing that most content comes from an active 10% of users. Other tips include involving senior leaders, letting users determine how tools are used, and balancing freedom with control. Case studies demonstrate using social tools to support research, communications, and skills cataloging.

1. I’m too busy to collaborate…
addressing user engagement challenges
Joseph D’Armi
Solution Consultant
Contact:
Telephone: +44 (0) 1344 386000
Fax: +44 (0) 1344 386001
hello@chooseportal.com
Avis House - Park Road - Bracknell - Berkshire - RG12 2EW
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2. “If HP knew what HP knows, we
would be three times as
profitable.”
Lew Platt - Former CEO of Hewlett-Packard
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3. © 2009 Hugh MacLeod's Gapingvoid
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4. Most social initiatives fail
 Install and see who uses it
 No clear objective
 No management buy-in
 No clear user value
 Led by IT not business people
 Inappropriate governance
 Culture, structures
McKinsey Global Survey:“Building the Web 2.0 Enterprise”
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5. Where to start
 Solve real problems
 Communications critical
 Motivated people
 Trust building
 People-centric processes
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6. Understanding users
1% 9% 90% All  Mandating use does not impact
quality or quantity
 Consistent pattern of content
creators, critics, and consumers
 Content is driven by the active 10%
European Commission JRC: “Web 2.0 in Government: Why and How? ”
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7. Active 10% personality types
Malcolm Gladwell, “The Tipping Point”
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8. Active 10% personality types
Exploration & Production
O’Brien
Senior Vice President
Jones Stock The community
leverages Cole’s
Explorations Drilling Production knowledge to do
Williams Taylor Stock their jobs
Shapiro Paine
G&G Petrophysical Production Reservoir
Cohen Cross Sen O’Brien Shapiro
Smith Andrews Moore Paine Cohen Cole Jones
Hughes Miller Kelly
Andrews
Ramirez Smith
Miller
Hughes Williams
Bell
Cross
Hussain
Cole
Taylor
Hussain
Moore Ramirez Bell Sen
Kelly
Social Network Analysis
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9. Important relationships
Strong Ties Weak Ties
 Close relationships  Casual relationships
 Shared world view  Varied world view
 Team dynamics  Professional
 Shared dynamics (interest)
knowledgebase &  Specialised
assets knowledgebase &
 Similar perspectives assets
& experience  New approaches &
 Email lists, phone, perspectives
shared and managed  Enables “6 degrees”
documents, team-  Communities, blogs,
rooms wikis, tweets, IM
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10. People participate when…
 the subject is important to them
 they trust they have the right audience
 organisational roadblocks are removed
 they play a key role in quality & governance
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11. Social collaboration success factors
1. Senior management involvement
2. Users drive how it is used
3. Users make it a part of their daily routine
4. Personal (not material) incentives
5. Include peer leaders in key roles
6. Balance of freedom and control
The McKinsey Quarterly: “Six ways to make Web 2.0 work ”
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12. Getting the balance right
Top Down Bottom Up
 Provide vision and a  Present and promote yourself
collaborative environment  Connect to people and expand
 Be accessible and less formal your network
 Broad input and spontaneous  Create, share and participate
interactions actively
 Trust your co-workers and let  Be a role model
ideas flow  Coach and guide your colleagues
 Remove barriers and leverage
initiatives
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13. Accelerated adoption
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14. Appraise – Social business goals
 Drive Innovation
 Support communications
 Manage projects effectively
 Catalogue staff skills, interests for
opportunities
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15. Assess – goals & choose the team
 Initiative goals
– Engage inter-departmental team members
– Solve difficult problems
– Provide peer review
– Share insights, practices
– Generate & rate ideas
 Select team for:
– Cross-functional work, different locations and
different businesses/divisions
– Shown peer leadership
– Connectors, mavens, salespeople
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16. Adopt – tools, for day to day, personal use
 How to engage in cross-functional work, in
different locations businesses & divisions
How would YOU fit this
 Adapt tools to support your projects
for day to day interactions, brainstorming,
into your daily job?
information sharing, and problem solving
 Understand how to personally benefit while
supporting team innovation goals
 Establish best practice and success measures
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17. Adapt – behaviours & recognise opportunities
 Understand barriers to use (network speed,
practices)
 Document unexpected benefits (novel
approaches, etc.)
 Gather ideas on how to improve collaboration
 Determine relationship to other initiatives and
combine/link complementary communities
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18. Case study
 Support research activities
– Collaborate on research activities across people and teams
– Extend core teams to include regional and multidiscipline experts
– Access expertise when solving shared or perplexing problems
 Support communications
– Communication vehicle for management, innovation team, and
other areas of interest
– Generalised project resource to collaboratively manage project
constraints & resources
 Catalogue staff skills & interests for projects, promotions
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19. Case studies:
 University manage bids (for funding)
– Improve success rate by bringing together the most qualified team
with best practice from previous bids.
– Jointly select, compose, manage and review bids.
 Global Sales Coordination
– Reduce customers ability to “shop around” causing regional sale
teams to compete against each other
 Product Promotion Best Practice
– Provide European knowledge base from all promotional campaigns,
detailing displays, results, improvements, competition etc.
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20. Process – Resource – Measures
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21. In summary
 Think big – Start now!
 Broaden your definition of a “team”
 Solve real “communication” problems
 Respect users “world view”
 Help users drive use, participation
 Get the balance right
 Drive toward critical mass
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22. www.chooseportal.com
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