The document summarizes the journey of QuantumLeap4Work, a social networking tool conceived in 2007 and launched in 2008. It discusses lessons learned from experiments with the tool, including that success depended more on content than technology, networks were driven by a few influential users, and advertising was not well received. The document also outlines key issues for interaction design, such as how to engage different types of users and measure results. Finally, it discusses using internal social media for communication, change management, and releasing creativity across distances.

1. The Business Value of Social
& Change Networking Tools:
Communication & Change
November 2009

2. OCCo - How did we get Here?
QuantumLeap4Work
Conceived February QuantumLeap4Work
Conceived August 2007 2008
Launched March 2008 Social Network
Launched August 2008 Launched January 2009
……the journey so far………..
Social Capital – “community as a whole benefits from the
co-operation of all its parts”
The Power of Collaboration - use the unique talent and
expertise of individuals you already have
“ the coming of age of an idea……..”

3. QuantumLeap4Work.ning.com
Research within Research
within & between social networks….
We abandoned a static site
• Experiment on the optimal for interactivity and
size of a network multi-media within
• Interaction between searching “the Cloud”
and social networking
• Fit for purpose > what were
we trying to achieve?
• Affliation networks > human
behaviour A new way to look at the
• A „ knowledge centre‟ ? same questions >
“ a facebook” for work
User Experience + Analysis =
Interactive Design
…Interactive research through interconnectivity………

4. QuantumLeap4Work.ning.com
Lessons learned:
• Very little to do with technology >more about content and social
psychology*
• The technology “Comfort Zone” > not everyone starts from the same
place
• Even large networks are driven by a few “hubs” >
start small and let it grow
• Social Distance v Geography > there is more than one thing that
separates us
• Social network users do not like advertising
• The importance of self-motivation
• We are moving away from email
*Broadcasting irrelevant material was inefficient & counter-productive
….a discussion forum for wiki-working………

5. Interaction Design Key Issues
Feeling
What are the Questions?
• How to get started
• How are others using it
• What works & what doesn‟t >
„Do’s & Don’ts’
• How to choose the appropriate
applications>blogs, wiki’s,
????
„people finders’, internal twitter?
• How to convince the „sceptics‟
• Who to include >
The Web
the value of a pilot scheme Knowledge
• How to include >
beginners to advanced users
• How to measure results
Doing
...What is interaction design?………

6. The Process – Getting Started
• Assess your current situation
• Find groups already using collaboration tools
and talk to them
• Set objectives
• Ensure alignment with existing
communication strategies
• Assess the technology available
• Develop the business case
• Develop the implementation plan
• Re-evaluate Success Criteria
• Forward plan
"Decide your purpose for using social media," says Parry. "Think
about the culture, demographics, structure and communication
preferences of your workforce; different styles of organizations are
more suited to using different social media."
...The value of a pilot scheme………

7. Social Media as a Business Tool
Internal Networks > a Mechanism for Communication and
Change Management
• Technology – integration with the existing IT structure>
security & privacy>how to use (and control usage) within the Cloud
• Scenario development - establishing trends>understanding
the organization>profiling demographics>creating a culture map
• Situational analysis – identifying users>combating fear of
the unknown>establishing the ground rules>engagement of
your audience
• Value creation – creating collaboration> releasing creativity>
overcoming distance, time and place
• Change management – breaking down silos>participatory
management styles>enabling flexible working>improving
communication
....Interconnectivity through interaction..….

8. The Original Creative Co-op covers all aspects of WorkPlace and the Future of Work, including but not
limited to, Workplace Strategy/Design, Cultural Mapping, Future Trends, Change Management,
Building Analysis, and Strategic Profiling. OCCo includes other trade names associated with diversified
but connected activities such as research initiatives, speaking at International events, organizing and
facilitating workshops, think tanks, and development of consulting tools.
Original
Creative
Co-op B.V.
OCCo operates under a Creative Commons License - but all material is copyright protected © Original Creative Co-op B.V.
www.quantumleap4work.ning.com