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Why social?


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Why social?

  1. Why Social? Stuart McIntyre
  2. Welcome!
  3. Who are we? • Collaboration Matters are Social Collaboration specialists • Assist our customers to navigate their way to becoming more collaborative organisations • Operate at business and technical levels • Based in the UK, but operate worldwide - customers in UK, USA, Australia, Philippines etc. • Managed, run and fully believe in Social. Personally and organisationally • Independent in approach. Partner with IBM, Google, Atlassian, SocialText and Jive.
  4. Who am I? Stuart McIntyre CTO, Collaboration Matters Connections Specialist Blogger/Podcaster/Design Partner/Speaker Feel free to contact me:
  5. Agenda An overview of Social Collaboration technology, including: • What is it? • What problems does the technology aim to solve? • What value/benefits does it bring to an organisation or an individual? • What makes a collaborative organisation? • Where do we start? • Where do commercial and open source products fit? • Q&A
  6. Communication technologies change society
  7. Innovative sites and services like these have democratised access to information and ability to create content
  8. We need to look beyond the brands and names...
  9. ... to see the tools ...
  10. ... and the needs they address
  11. As individuals, many of us are already using these tools to enrich and simplify our (social) lives.
  12. So, the question is... How can an organisation improve collaboration with these types of social tools?
  13. So, the question is... How can an organisation improve collaboration with these types of social tools? The answer?
  14. So, the question is... How can an organisation improve collaboration with these types of social tools? The answer? Social Collaboration
  15. So, what is “Social Collaboration”?
  16. Social Collaboration = Collaboration + Social Computing
  17. What is Collaboration? • Collaboration is: • a recursive process where two or more people or organisations work together toward an intersection of common goals — for example, an intellectual endeavour that is creative in nature—by sharing knowledge, learning and building consensus. • Collaboration does not require leadership and can sometimes bring better results through decentralisation and egalitarianism. In particular, teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources. Source:
  18. What is Collaboration?
  19. What is Social Computing? ● Social Computing is: ▬ Social computing is a general term for an area of computer science that is concerned with the intersection of social behaviour and computational systems. It has become an important concept for use in business. ▬ ... Social computing has to do with supporting any sort of social behaviour in or through computational systems. It is based on creating or recreating social conventions and social contexts through the use of software and technology.Thus, blogs, email, instant messaging, social network services, wikis, social bookmarking and other instances of what is often called social software illustrate ideas from social computing, but also other kinds of software applications where people interact socially. ▬ A February 13, 2006 paper by market research company Forrester Research suggested that: ▬ Easy connections brought about by cheap devices, modular content, and shared computing resources are having a profound impact on our global economy and social structure. Individuals increasingly take cues from one another rather than from institutional sources like corporations, media outlets, religions, and political bodies. To thrive in an era of Social Computing, companies must abandon top-down management and communication tactics, weave communities into their products and services, use employees and partners as marketers, and become part of a living fabric of brand loyalists. Source:
  20. Social Collaboration Culture
  21. Social Collaboration Tools
  22. A change in personal awareness
  23. What problems does it solve?
  24. “If HP knew what HP knows, we would be three times as profitable.” Lew Platt Former CEO of Hewlett-Packard
  25. The “rules” of business are changing... • From being “Structure’ based • Results are delivered because of the structure of the activity • To “Knowledge” based • Results are delivered because of the knowledge of the individuals involved
  26. Knowledge Management • Knowledge is often stored in private notebooks and in peoples heads (tacit knowledge) • Knowledge is typically exchanged ad hoc and informally person-to- person
  27. Knowledge Management 1.0 • Really not about people • Knowledge treated as a separate "thing" • Knowledge management seen as a separate act • No return on contributions • Does not blend with human nature
  28. Social Collaboration brings... • Simple and social tools enable a convenient and user-driven way to capture tacit knowledge and build collective intelligence • Blogs and wikis are the 21st Century‟s notebooks and social networks are the water coolers It’s about “facilitated serendipity”
  29. What value does it bring?
  30. Enables new outcomes across the organisation Growth Deepen relationships with customers Marketing Innovation Generate new ideas faster Product Development Effectiveness Enable a more effective workforce Operations, Human Resources
  31. Deepen Relationships with Customer Stakeholders: Marketing, Sales, and Customer Service The Challenges • Do you need to create a social site where customers interact with customers in positive ways? • Would you like to have more effective marketing campaigns and sales prospecting to grow your customer base? • Do you need to resolve customer challenges faster in your call centers?
  32. Deepen Relationships with Customers • Create customer communities on your site to allow customers to interact, rate and recommend, building brand advocates • Encourage key spokespeople to take part is conversations with customers in blogs and forums building brand loyalty • Provide live chat on your website for instant communication between customers and customer service speeding problem resolution and lowering costs. • Leverage your existing IT investments by integrating these services in existing portal and commerce sites, saving time and money in deployment
  33. Generate Innovative Ideas Faster Stakeholders: Product Management, R&D The Challenges • Do you need to deliver new products to market faster? • Are too many great ideas and insights getting lost? • Do you have externally focussed 'listening' strategies? • How do you support relationships with top customers?
  34. Generate Innovative Ideas Faster • Cultivate external communities bringing together partners, customers, and R&D to bring more product ideas into the product development process • Support virtual customer councils with forums and regular e-meetings with top accounts for sharing product strategy and getting frequent feedback • Leverage tagging of shared files, bookmarks, blogs, communities to gather more product ideas across organisation boundaries
  35. Enable an Effective Workforce Stakeholders: Executives, Operations, Human Resources, IT The Challenges • Are you doing more with fewer resources? • Do you have more remote and distributed employees? • Is communication and visibility limited across the team? • Would you like to lower your travel costs? • Are team documents and communications difficult to access?
  36. Enable an Effective Workforce • Assemble special project teams quickly from top talent from across the organisation using profile tagging • Create and share content with the confidence of end-to-end content management • Keep track of what's happening with your tasks and projects with activities and status updates • Tap the expertise of your network and collaborate instantly from within existing applications
  37. What makes a collaborative organisation?
  38. What makes a Collaborative Organisation? A collaborative organisation is one that has the following characteristics: • The values and objectives of employees and management are aligned, • A climate of mutual trust and respect exists, • The knowledge of all the staff, customers and suppliers is shared and pooled to optimise the organisation's operations and opportunities, • Decision making is more decentralised than it is in most current organisations and more stakeholders in the organisation play a role in defining the direction in which the organisation moves, and • Hierarchical structures are kept to a minimum. The company is managed democratically by consensus rather than by command and control. From
  39. Where do commercial and open source products fit?
  40. “Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers.” Andrew McAfee Associate Professor, Harward Business School
  41. Many different perspectives
  42. The mandatory Magic Quadrant!
  43. The major players Name Strengthes Weaknesses IBM Quickr/ Broad set of features and functions People-centric Complex to deploy Platform support Only on-premise model from IBM Connections Large number of enterprise and SMB customers Microsoft Almost ubiquitous ‘Free’ initial deployment model Document-centric versus people-centric Sharepoint Some very significant wins over past two years Jive SBS Mature, broad product Integration of social media monitoring Solely focused on social collaboration Integration not as strong as larger players Innovation - Signals is going well beyond ‘Twitter-like’ SocialText Signals Strong wikis and communities On premise install and appliance models Small scale organisation (<100 employees) Straddle internal organisations and external Telligent communities Good integration Analytics Functional gaps in feature list Small scale organisation Very strong wikis Small scale organisation Atlassian Focused approach Free licences for 10 users Plug-ins Networking & Blogs weak Very technical approach
  44. Where do we start?
  45. Make the Business Case
  46. Don't get stuck in Analysis Paralysis
  47. Focus on tangible objectives, not tools
  48. See how social looks in action by testing different scenarios and entry points
  49. Identify the socially active in your enterprise
  50. Who are already using social tools to succeed?
  51. Find an executive sponsor It's not a technology issue – it's a social, cultural issue
  52. Questions?
  53. Thank you!