Unleash Your Potential - Namagunga Girls Coding Club
India hardy presentation
1. Social Media: the Good, the Bad and the UglyThe importance of Information Governance in the digitally networked age India Hardy for Deloitte Ark Conference: Information and Data Governance (Sydney) 14 December 2010
2. How can companies today:1. Exploit the value of collaboration tools such as social media?2. Manage the right balance between ‘need to know’ and ‘obligation to share’?3. Minimise the risk of inappropriate sharing of company information through effective governance?
8. ConsultingStrategy Operations Implementation Outsourcing McKinsey BCG Bain Roland Berger Booz Oliver Wyman A.T. Kearney Deloitte Accenture CapGemini IBM Bearing Point Uniquely Combining Strategy and Operations Selection of global Enterprise 2.0 and Business 2.0 clients * Global Consulting Marketplace 2009, Kennedy Consulting Research, Statistics based on different fiscal years 4
9. Deloitte walks the talk – by deploying Enterprise 2.0 tools which positively impact collaboration, communication and knowledge sharing. Deloitte Internal Social Media Projects D Street Official social networking sites where practitioners connect with others Social Media Community of Practice Global forum for the contribution and exchange of information, knowledge and experience about Social Media D WikisUsers collaborate on a variety of work from client engagements to internal activities Gartner: D Street Case study Socialcast Unofficial social networking site where global practitioners connect and discuss about trending topics Deloitte Microblogging via YammerDeloitte’s microblogging platform (based on Yammer) grows rapidly in terms of signups and usage, currently containing 1,883 members and 5,812 messages. Deloitte Innovation An innovation portal was established to collect ideas and facilitate cross-department collaboration 5
10. Major trends in a word: ‘Clomosoda’ Cloud + Mobile + Social + Data
11. The way we use and interact with the web is in a constant state of change.
12. Today the web rules our world – from the way we move information, to the way we consume content. The web is social. Global online population is 1.9 billion. Today we carry the internet in our pockets.
13. The ongoing integration of Enterprise 2.0 into business software demonstrates the increasing role of Social Media in companies. 1 Increasing social networking use will replace e-mail usage Social networking services will partly substitute e-mail as the primary vehicle for interpersonal business communications, as social networking will prove to be more effective than e-mail for certain business activities such as status updates or internal communication 4 Enterprise platforms get a social layerA growing number of established software vendors include Enterprise 2.0 features into their product lines, driving the implementation of Social Media tools in large corporations 2 Employees’ adoption of smart phones will rise constantly Firms can expect and have to react to getting increasing adoption and use from smart phoneapplications by all but especially younger employees 5 3 Social computing policies become increasingly important Multiple options of informal information sharing through Enterprise 2.0 applications include the risk of information leakage and PR disasters requiring strict policies that define the purpose and usage of Enterprise 2.0 Intranet is becoming the single entry point to Enterprise 2.0 platforms While the current usage of Social Media tools is often limited to small, disconnected teams without a broader enterprise strategy, the ongoing, integrated implementation of Social Media into corporate organizations will make the intranet the enterprise wide single entry point for Enterprise 2.0 applications, favored also by the growing options for customization of the starting site Source: Deloitte Research, Forrester, Gartner 9
14. Further growth and trends will reshape the importance of Enterprise 2.0 in coming years. 6 9 Increased bundling of Enterprise 2.0 tools Companies benefit from growing Enterprise 2.0 feature-bundlings of vendors, as they reduce implementation, integration and licensing costs Rising need for community management To efficiently manage moderation, administration and participation of social communities as well as to foster in the initial engagement with employees, a centralized community management gets increasingly important 7 Increasing relevance of social search functions, analytics and filtering To benefit from the growing volume of information available through Enterprise 2.0 tools, search functions and filtering of information becomes the key to make Enterprise 2.0 an efficient working tool 10 Microblogging will be subsumed as a feature in enterprise social software suites Enterprises will increasingly use activity streams including microbloggingbut prefer integrated software solutions over stand-alone enterprise microblogging services 8 Automated compliance monitoring as an increasingly important feature of Enterprise 2.0 Especially public companies and regulated industries where the usage of Enterprise 2.0 contains the problem of detecting local and foreign compliance violations, benefit from automated compliance monitoring as a feature of Enterprise 2.0 software solutions Source: Deloitte Research, Forrester, Gartner 10
17. Extending the control and flow of information to the users and communities that consume it. Personalisation, customisation and rating and reviewing content are some ways that information is being managed by consumers.
18. Opening new channels of communication to drive interaction and dialogue. Older models of one-way broadcast communication are being enriched with technologies which encourage dialogues and ongoing communication between parties.
19. Embracing collaboration and “wisdom of the crowds” for collective value. When presented to a larger audience, complex problems can be approached from a multitude of ways, and group decisions offer improved satisfaction for end users.Amazon encourages users to provide feedback on products being sold, feedback which helps other users make purchasing decisions BigPond uses Twitter to respond to customer concerns and trouble-shoot technical difficulties Source: Deloitte research 12
20. Understanding how social media tools and technologies can be used for different purposes helps structure collaboration. Social media includes an ever-growing range of technologies and tools – and choosing the right platform is crucial to ensuring success. Source: Deloitte research 13
29. Top-down, one-directionalE.g.: newspaper publishing, providing one structure and content of news for all readers Organisation Organisation Versus Push Pull Provide Push Mass audience Targeted participative audience Power lies with: users, communities, and experiences Power lies with: institutions, platforms, and technology Source: Deloitte research 14 Shifting from traditional media models to social media models creates a new engagement model.
30.
31. Offering additional and varied methods of engaging with individuals and communities, driving active participation and engagement in the activities of government, and receiving feedback on effectiveness of these activities.
32. Opening up public sector information (PSI) for wider usage, identifying data reuse, repurposing and republishing opportunities which can drive new knowledge and insights, and increasing accuracy, efficiency and effectiveness of activities which draw upon PSI.
33. Creating new and improved opportunities for establishing connections between previously separate entities, leading to opportunities for improved processes, simplification of paths of communication, and increased information sharing and discussion.Source: Deloitte research 15
34. Other government Gov 2.0 engagements. Other governments and organisations around the world are engaging in social media for Gov 2.0 purposes, breaking down barriers to communication and encouraging citizens to share their thoughts and opinions. 16
35. Australian Gov 2.0 documents. The Australian Federal Government has led the world with their ground-breaking research into Gov 2.0, “Engage: Getting on with Government 2.0”. This and other documents are listed below for further reading. 17
51. Division of effort between assessment agencies needs refinement and contestability better managedInformation Sharing Focus Examine failures in uncovering the 9/11 plot owing to poor information sharing across agency boundaries Study the nature of information sharing with an emphasis on decentralized, trusted networks In several reports, assess progress toward improving information sharing in intelligence, HLS, and CIP Analyze the sharing and analysis of intelligence leading up to the second Iraq War Provide advice on the current division of labour among intelligence agencies and communication between them MajorFindings On Information Sharing Quotable “The biggest impediment to all-source analysis is human or systemic resistance…” “Every day our LE and intelligence agencies…and private companies receive information that might be relevant to uncovering a terrorist plot…” “The DNI could take an important, symbolic step of jettisoning the term ‘information sharing’ in favor of information integration or access” “In developing a new architecture, the IC should review architectural principles and seek to maximise the opportunities for collaborative intelligence across the community” “In the absence of comprehensive information sharing plans, many aspects of homeland security information sharing remain ineffective and fragmented” The need for better information sharing across Intel agencies has led to the adoption of a number of information sharing strategies. Source: ODNI/CIO, Joint IC/DoD Data Services: Addressing the Challenge of Transforming Enterprise Information Sharing, 27 May 2008; and Flood Review (July 2004)
61. Information cannot be securely discovered and consumed outside of the controlling institution, and often cannot be discovered within
62.
63.
64. Updated semi-annually providing a common foundation from which IC managers can make collection and analytical resource decisions
65. Provides a common environment for nominating gaps, researching whether those gaps are already covered by existing requirements, and if not, enabling the creation of new requirements for submission.
66. Piloted in Aug 08 and made available via a standardised web service
67. Daily, web-based compendium developed by ODNI on the JWICS to summarise relevant, high-quality finished analytical products from across the IC and organised either by issue or region
68.
69. Configured as special enclave in JWICS, and accredited to handle HUMINT CS and sensitive COMINT, open to over 9,000 analysts
70. IC version of Wikipedia available on TS/SI/TK/NOFORN via JWICS, SIPRNet and at unclassified level
71.
72. ARC has updated data for over 18,000 analysts and is being further developed into an IC Capabilities Catalogue (C3)
75. Multi-INT experiment currently underway to address metadata sharing, a common semantic ontology, and linking to indexed content in LNI and A-SpaceSource: ODNI/CIO, Analytical Transformation, Unleashing the Potential of a Community of Analysts, September 2008
76.
77. All intelligence is discoverable and all intelligence is accessible by mission
83. Enhance collaboration across the ICThe ‘responsibility to provide’ culture is predicated on managing risks associated with the ‘dynamic tension’ between mission effectiveness and unauthorised disclosure of sensitive information. Source: ODNI United States Intelligence Community Information Sharing Strategy, February 22, 2008
84.
85. Is there a clear value proposition among partners, i.e., quid pro quo or negotiated trade-offs? Are MOUs or service-level agreements required?
98. Is the funding reaching the appropriate level within the enterprise to fully implement the sharing program?
99. Who funds/should fund the initiative, i.e., public, private, or a combination of the two? Ability to obtain and provide resources for information sharing initiatives and external pressures (e.g., budget) that influence how resources are allocated and managed.
103. promote a common understanding of the enterprise’s assets to enable information to be effectively repurposed
104.
105. focused on driving accountability across the enterprise from the top down
106. strategic and therefore linked to continuous improvement programs – it is not a once off project to fix data quality “Many enterprises lack a framework to ensure business alignment with their information management (IM) strategies. Yet sound strategy is critical for prioritizing IM investments. Business issues driving the urgency for a revitalized strategy include a renewed effort to use information as a strategic asset” – R. Karel & J.G. Kobielus, Forrester Research 2009
112. By combining data governance and integrated branch data, a leading Australian Bank publically claims a doubling of the number of customers served in under two minutes
113. More effective sharing and reconciliation of data across functions (e.g. Finance, Asset Management) – reducing manual manipulation
114. A lack of effective governance will propagate resource dependencies ultimately degrading operational efficiencies gained through enterprise application delivery
115. Link enterprise data to enterprise KPIs – e.g. “How does my department support doubling EBITDA?”
116. Greater ability to leverage information across multiple business domains to gain enterprise insight
117.
118.
119.
120.
121.
122. Close engagement with IT is necessary to ensure that decisions or strategy are cognisant of information architecture, technology tools and standards, and systemsEnsure the right balance of resources – ensure they span operations, technology and improvement
128. Deliver tangible value early and refine structure, roles and mechanisms appropriately before extending more broadly across the organisationConduct a phased rollout of Governance Capability
Welcome the Ark Information and Data Governance Connected Forum.I am here on behalf of Deloitte to talk about both WRITING and IMPLEMENTING information governance policy and am why it is of ever increasing importance.I am part of the Strategy & Operations practice here in Sydney as come to you today as a bit of an ‘Eddie Macguire’ or ‘Who wants to be a Millionaire theme’ not because I am out leaking Deloitte’s IP across the globe and making millions but because today I am representing my Enterprise Information Management colleagues who like a number of you today are experts in the field of Information and Data Governance and therefore when it comes to Question time, there a bit of ‘ask the audience’ or ’50:50’ and if I still can’t lock it in... Of course the good old ‘phone a friend’ when I can get in touch with either;Andrew FordBelinda FouldsWho are some of my director colleagues from Canberra and MelbourneBut on their behalf I am going to;Set the scene of today’s information environment looking at both where we are and where we are goingStep through the benefits of having a well implemented information governance Run through the ever topical Wikileaks case study that highlight the risk associated with not adopting structured and comprehensive information and data governance4. And then tie all together with how we at Deloitte help organisations prevent their own ‘Wikileak’ whilst ensuring staff are empowered with enough information to work effectively.
So what is on your to do list and what are the challenges we face.The opportunities we have all seen many times over what social media can achieve and most of us our grappling with how we can share in the benefits and the growthHow do we do this in a controlled but effective way?And finally, How far is too far where exposure to the risks outweigh the benefits?
So first of all a word from our sponsor…Deloitte is a global consulting firm, currently ranked #2 in the world by Kennedy Research.We have world wide presence and con comfortably and proudly wear our ‘sliver’ medal but as our Global growth rate signifies, we have ‘gold’ medal aspirations.What makes Deloitte unique is that our services span right through from;Strategy,Through operations,Into implementation, andOnto Outsouringmaking us an end to end solution.This is an attribute that very few of our competitors can offerr and our broad selection of clients are a testament to this.
Not only are Deloitte dedicated to providing high quality authentic client services in Enterprise Information Management Space but we also -Practice what we preach.We not only advise on and deploy Enterprise 2.0 solutions to our clients but use a broad range of them in our service delivery including;D Wiki for employees to collaborate on client engagements and internal activities through the DWiki knowledge sharing portalAndDeloitte Innovation where rather than collating knowledge and experience we collect ideas and foster innovation for both client and internal initiatives
Now I am actually a trained pharmacist so when we sat down and Pete Williams one of the Deloitte knowledge leaders in Enterprise Information management told me we needed to talk about ‘Clomosoda’I thought one of our pharma companies had come out with a new product line that was a Adrink you might have to have if you get a particularly unpleasant diagnosis?* But no – CLOMOSODA is affecting all of us and is the;Migration towards the cloudThrough the use of mobile technologyBringing together social mediaTherefore creating cast quantities of data
I think this is quite and interesting picture, it give a 20 year picture of the net, albeit in a slightly nauseating array of colours.It captures volume changes in net usage patterns and paints a strong picture of what is to come which is reallyVideoVideoVideoAnd this is not just apparent in the data but is echoed when we are out with are clients like Telstra who see this and the direction of tomorrow.
So it is here to stay;-there are over 1.9billion people in the global online population and this is growing exponentially-it is in our pocket and we are 24/7 users – who here can’t admit to checking their emails from bed or worse still in the middle of the night before even saying good morning to their partners-however it is social, it is no longer about work communication or being locked away playing computer games it is about interaction and it probably connects you with more people more efficiently that actually getting out to a cocktail party.
So why is it important ?* Firstly, it is hard to believe but email is yesterday – social media is going to take over* Secondly, adoption of smart phones is on the up and with them come apps that we need understand and inform* Thirdly, the impact is enterprise wide with team working trending towards organisational working* Next, this is not just work it is social so the desire to get involved is higher* And, this brings with it the risk is not managed appropriately
Social Media eco system: or view on the structure of Social mediaToday : focus how do organizations (companies) utilize Social media for its customer relationship* It is also important because of vendor packaging and how features are being bundled to streamline implementation and integration costs* It is essential to cope with the volume of information and ensuring relevance in display and search* It is required for monitoring and demonstrating compliance to the regulators around what we are doing and how we are doing it* It is important as communities develop outside of the org chart that grow and change organically* And, lastly is can happen passively and in small discrete elements such microblogging but the impact is till huge when you play the volume game
So what is Social Media??Social media is the use of electronic and Internet tools for the purpose of sharing and discussing information and experiences with other human beingsIt is user generatedIt is controlled by them not us it is about interaction and dialogue so 2 way rather that oneAndI it embraces the wisdom of the crowd and created collective value
This slide is an attempt at a summaryof what is out there.They can be catergorised in a number of different ways some are open and some are closed, some perform different functions and others appeal to different markets.And I guess this is probably a good time for a bit of ask the audience as we think to ourselves, which of these impact my organisation. which of these are we adequately protected with regards to the proliferation of employee activity- Do we know what they are using it for? Declaration of Open Government Office of Information management started in November 2010 Commissioner of Office’s key responsibilities is to implement default position of publishing rather than protection
This slide digs a bit further it articulates not just where we are going with social media over on the RHSBut also showsHow it is different? From traditional media* Not only are the characteristics different but you see the extra arrow
Pick key words;---
CDC
Declaration of Open Government Office of Information management started in November 2010 Commissioner of Office’s key responsibilities is to implement default position of publishing rather than protection
Behavioural, cultural, technological measures... Get people thinking differently!What could have been done to prevent WikiLeaks?- 1 in 2 million risk that happened- All because there was a change in the risk management framework after 9/11 rather than having it siloed
- Information sharing was the big driver.- In order to meet this challenge there was a move away from need to know toward an obligation to share
Required changes in the Budget---
Vision by former director Mike McConnel who said silos need to be broken-information shared seamlessly
ToolsA-space = who set of communities of practiveIntellipedia = wikipedia within intelligence communityProblem emergeedbecuase of unvetted access to these spaces by one officer in iranCrossed the the DNV to Julian Assange
Move way from need to know to obligation to provide* Talk about the arrows Enterprise sharing vision Agency centric to enterprise centric
Governance is the most important building blockWikileaks is governance not tight enoughCase study summary and key learning1. Whilst understandable to see why we need to move the pendulum has swung too far2. US state official has said pendulum needs to swing back, therefore more command and control is expectedLessons are here for organisation around reputation of a company.If there is malicious intent and has information that can damage you it
We have a framework and it is equally applicable to tradition and social media and these are the components
Once we have framework we need to implement* Focus on actions
