The document discusses risks and opportunities of internal social networks. It identifies several risks including: [1] data privacy and ensuring personal data is collected and processed legally; [2] data security and protecting information from accidental or unlawful access; and [3] intellectual property issues around copyright infringement and ownership of employee work. It also notes potential opportunities for internal social networks including improved knowledge management, communication and collaboration between employees, and increased productivity. The document recommends developing an internal code of conduct to help manage these risks and realize the added values of internal social networks.

1. DIGITAL COMPETENCE DAY AT THE EU COMMISSION
MARCH 26, 2013
Internal social networks
Risks&opportunities
Jacques Folon
Partner Edge Consulting
Me. de conf. Université de LIège
Chargé de cours ICHEC
Prof. invitéUniversité de Metz

2. Cette présentation est sur
www.slideshare.net/folon
elle est à votre disposition

3. MY DIGITAL IDENTITY
http://jacquesfolon.tel

4. First part :Risks
1. Data privacy
2. Data security
3. Intellectualproperty
4. What about an
internalcommunity
manager?

5. 1.0 Data privacy

6. 1.1.Data privacy basics
• Basic principles: the Data
controller
(i.e. the EU COMMISSION)
– collect and processpersonal data
onlywhenthisislegallypermitted
– respect certain
obligationsregarding the
processing of personal data (details
on nextslide) ;
– respond to
complaintsregardingbreaches of
data protection rules;
– collaboratewith national data
Source: http://ec.europa.eu/justice/data-protection/index_en.htm

7. 1.2. Data privacyrules for data
controllers
• Personal Data must be
– processed legally and fairly;
– collected for explicit and legitimate
purposes and used accordingly;
– adequate, relevant and not excessive in
relation to the purposes for which it is
collected and/or further processed;
– accurate, and updated where necessary;
– kept any longer than strictly necessary;
– rectified, removed or blocked by the
data subject if incorrect;
– Protected against accidental or unlawful
destruction, loss, alteration and
disclosure, particularly when processing
involves data transmission over
networks.
Source: http://ec.europa.eu/justice/data-protection/index_en.htm

8. 1.3. Data privacy&
internal social media questions
• Whichprecisepurpose ?
• Whatkind of personal data willbestored?
• Are data stored in Europe ?
• Are they in the « Cloud »?
• Data privacy commission adviceneeded?
• Whatwillbe the securitypolicy?
• What about the content of ex-employees?
• Is a code of conductenough?
SO IT ’S AN IMPORTANT ISSUE !!!

9. 2.0. Data security
SOURCE DE L’IMAGE: http://www.techzim.co.zw/2010/05/why-organisations-should-worry-about-security-2/

10. Source : https://www.britestream.com/difference.html.

11. How many information?
67

12. Employees share (too) many information and
also with third parties

15. Where do one steal Which devices are
data? stolen?
•Banks •USB
•Hospitals •Laptops
•Ministries •Hard disks
•Police •Papers
•Newspapers •Binders
•Telecoms •Cars
•...

16. TELEWORKING

17. What are Control limitations?

18. 3.0. INTELLECTUAL PROPERTY
Source de l’image: http://www.maniacworld.com/copy-and-paste-babies.html

19. Copyright infringment
Source: http://en.wikipedia.org/wiki/File:Plagiarism_vs_Copyright_Infringement.png

20. Employer’sresponsibility !
• What about
externalprotectedworks?
• What about creation by employees?
• What about import of
protectedworks by employees?
• What about sub-
contractorsprotectedworks?
• What about advertisingcampaign?
• What about pressclipping?
• What about externaltrademarks
• What about employee’s images?
• …
• What do youthink of a code of
conduct? http://amirrezashamloo.blogspot.be/2010/10/copyright-symbol-and-related-symbols.html

21. 4.0. INTERNAL COMMUNITY MANAGER
PICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager-role.html

22. Who’s in charge if …?
http://www.capreseaux.fr/community-management/

23. Second part: Added value
http://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy

25. Reading and answering e-mail. Approximately 28%, or about 11.2 hours,
of the average interaction worker’sworkweekisspentreading and
answering e-mails. The studyindicatesthatbecause of private social
media’sability to makesearchable content out of all posted messages, the
amount of time spentwith e-mail canbereduced by as much as 35%, or
about 4 hours.

26. Searching and gathering information. 19%, about 7.6 hours, of the
average interaction worker’sworkhours are spentsearching for internal
information only certain employeespossess. Again, because of enterprise
social media’sability to store all messages as searchable content, this
figure canbereduced by nearly 35% to about 4.9 hours per week,
whichamounts to a savings of 2.7 hours per week per interaction worker.

27. Communicating and collaboratinginternally. Using phones, e-mail, and
in-person interaction to communicate consumes about 5.6 hours of the
average interaction worker’sworkweek. Becauseyoucandirectly message
anyone in the organizationwithoutcluttering up an e-mail inboxwith a
collaboration tool, yourorganizationcanrealize up to a 35% time
savings, or about 2.0 hours per interaction worker.

28. Role-specifictasks. Tasksspecific to a particular job consume the
mostamount of time for anyrole, averaging out to about 15.6 hours per
week. Internal social media increases the productivity of thesetasks by
about 15%, or approximately 2.3 hours per week. One
waytheyenhancejob-specificproductivity lies in theirability to centralize al
job functionsat one hub, soyouremployeesbeginusing all other
applications there.

29. http://fr.slideshare.net/brainopera/seduction-of-the-swarm

30. http://fr.slideshare.net/brainopera/seduction-of-the-swarm

31. Source de l’image: http://agiledudes.com/wp-content/uploads/brain-transfer.jpg

32. http://fr.slideshare.net/brainopera/seduction-of-the-swarm

33. http://fr.slideshare.net/brainopera/seduction-of-the-swarm

34. http://fr.slideshare.net/brainopera/seduction-of-the-swarm

35. Reed's Law
The value of
networks scales
exponentially with
the size of the
network.
http://fr.slideshare.net/eekim/achieving-collective-intelligence

36. Brooks's Law
Adding people
to a complex
project makes it
take longer.
http://fr.slideshare.net/eekim/achieving-collective-intelligence

37. Network Network
Potential Friction
http://fr.slideshare.net/eekim/achieving-collective-intelligence

38. We Want Reed to Win!
http://fr.slideshare.net/eekim/achieving-collective-intelligence

39. http://fr.slideshare.net/brainopera/seduction-of-the-swarm

40. Otheradded value
• KM
• Collective intelligence
• Co-working
• Network management
• BUT
• The vendorsalreadytoldyou, is ‘nt it?

41. Conclusion
• Do not forgetprivacy issues
• CC/CO 81
• Control or not control
• IPR regulation s/b reminded
• Internal code of conduct
• BUT
• There are some important added value

42. Internal code of conduct main
rules
• Define the internal and external social media
• Intellectualpropertyrules
• Data privacyexplanations
• Confidential information
• Anonimityisforbidden
• Penalties
• And
• Which communication for the code of conduct?
• How to have itapproved?

45. Any questions ?
Crédit image: http://jillsbooks.wordpress.com/2010/09/15/hellooooo-anybody-out-there/raise-your-hand-2/
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