10 Strategies For Getting the Most Out of your Social Intranet

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Dion Hinchcliffe's keynote from Social Intranet Summit Vancouver 2010. There's a wealth of information for intranet stakeholders here, and it appeared that Dion could have spoken for an hour on any slide. Fascinating stuff!

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10 Strategies For Getting the Most Out of your Social Intranet

  1. 1. 10 Strategies for Driving Business Value with Social Intranet Software by Dion Hinchcliffe
  2. 2. 2 Introduction Dion Hinchcliffe • ZDNet’s Enterprise Web 2.0 • http://blogs.zdnet.com/Hinchcliffe • Social Computing Journal – Editor-in-Chief • http://socialcomputingjournal.com • ebizQ’s Next-Generation Enterprises • http://www.ebizq.net/blogs/enterprise • http://dachisgroup.com • mailto:dion.hinchcliffe@dachisgroup.com • Web 2.0 University • http://web20university.com • : @dhinchcliffe
  3. 3. Overview • Examination of social computing strategies • With a focus on Enterprise 2.0 and social intranets • Pragmatic exploration of how they can best promote effective business results • We’ll look for evidence of which techniques work best. • We’ll talk about how to realize them.
  4. 4. ® 2010 Dachis Group. Confidential and Proprietary AT&T | August 2010 The 2.0 Adoption Council • Over 200 large firms • Practitioners of Social Business and Enterprise 2.0 • Only companies with over 5,000 employees • Our research and insight into these hundreds of firms drive best practices and lessons learned
  5. 5. Social Intranet Summit | Dachis Group | October 2010 The drivers for next-generation business • Pervasive global connectivity • New friction-less interaction platforms • Focus on network effects • Information superabundance • Inherent transparency, openness, and broadcast • The rise of social capital
  6. 6. Social As A GlobalTrend
  7. 7. The Map of Social Business Opportunity Creating new rapid growth online products powered by: • Peer Production • Jakob’s Law • The Long Tail • Blue Ocean • Network Effects Reinventing the customer relationship to drive revenue: • Customer Communities • Customer Self-Service • Marketing 2.0 Driving costs down through less expensive, better 2.0 solutions: •Lightweight IT/SOA •Enterprise mashups •Expertise Location •Knowledge Retention Improving productivity and access to value: •Enterprise 2.0 •Open APIs •Crowdsourcing •Prediction Markets Business Remodeling and Restructuring •BPM 2.0 •Employee Communities •Cloudsourcing •Pull Systems Change Management •Transformation Communities •2.0 Education •Capability Acquisition Fostering Innovation •Internal Innovation Markets •Open innovation •Database of Intentions Leveraging Innovation •Product Incubators •Open Supply Chains •Product Development 2.0 •Some Rights Reserved Innovation Transformation Cost Reduction Growth Current Business State
  8. 8. The Story of KatrinaList & XM Radio • Hurricane Katrina – Survivors emerged and announced where they were on their blogs – People watching the Web’s syndication “ecosystem” noticed the reports – A small group collected the reports out of the blogosphere and centralized the listing – Over 50,000 survivor reports in the first 3 days after the disaster – Emergent phenomenon – A critical example for how to rethink solutions to traditional problems in a 2.0 world in which we can actually tap collective intelligence • XM Radio • Community for Customer Service The Social Business Lesson: It’s far better to enable hundreds of opportunities in your community rather than do everything yourself
  9. 9. The Elements of Social Business Social Businessenterprise ecosystem customers + world business partners workers Dynamic Signal Metafilter Hivemind Ecosystem The significant social computing trends of the last half decade Web 2.0 Crowdsourcing Social CRM Enterprise 2.0 Social Media Online Communities integrated vision intranet extranet Internet High value, high scale, cost effective, and emergent business outcomes The strategic application of social computing to enterprise challenges: Social Business Design Source: Dion Hinchcliffe, Dachis Group, 2010 http://dachisgroup.com
  10. 10. What are the key elements of a social intranet platform? • A holistic social view community that meets business needs • Software that puts people and their relationships at the core of their function • User profiles that list all of the connections you have with others • Activity streams that display an ongoing set of events and messages taking place in your social environment • Other social applications that makes most activity public by default
  11. 11. Microblogs Business Trading Partners World Wide Web Customers + Public Trust, Engagement, Reputation The Social Web Public Social Networks Interaction and Social Business E2.0 Workflow Unified Comm 2.0 E2.0 Compliance Community Mgmt Social Web Tech & Standards Us B2C B2B Customer Communities Worker Online Community Driving the Agenda: Today’s Social Networking Landscape 1-2 billion people
  12. 12. The Evolution of the Enterprise Intranet Welcome page with essential company information 1.0 Bulletin board with basic company communications 1.1 Corporate newsletter with news items & simple doc management 1.2 Help desk with simple transactional features (employee directory) 1.3 Corporate apps - More complex transactions like eHR and self-service 1.4 1.5 Enterprise portal - Integrated identity, content, and applications Basic social features such as limited blogs, wikis, and discussion forums2.0 Social networking - User profiles, activity streams, and microblogging 2.1 Social operating system - Social apps drive internal and external work 2.2 1990s 2000s 2010s From http://blogs.zdnet.com/Hinchcliffe Most organizations are here today •Basic intranet presence •Informational directories •Content push Theme •Content management •Self-service •Productivity apps Theme •Peer information sharing •Collective intelligence •Social business solutions Theme
  13. 13. Internal vs External Social Networking Becoming highly porous
  14. 14. Significant Recent Examples • TransUnion - 50x ROI in high value scenarios • IBM - 29% reduction in e-mail volume • Siemens - Eliminating e-mail entirely • GE - Entire company has transformed to enterprise social media + UC
  15. 15. The social computing challenges • Cultural “chasms” • Disruption • Cost • Risk • Difficulty • Repeatability
  16. 16. The biggest challenge is in changing our thinking However, it’s invariably a people problem:
  17. 17. Where Can Social Intranets Best Be Applied? Product Development Marketing Sales Operations | IT | Back Office Line of Business Customer Service crowdsourcing online community cloud computing mashups open APIs SaaS Enterprise 2.0 & Open Business Models social analytics, enterprise search (social media in the enterprise) Product Development 2.0
  18. 18. No small system can withstand sustained contact with a much larger system without being fundamentally changed.
  19. 19. The motive forces of 21st century business • Network effects • Peer production • Self-service • Open business models • New community power structures that we know of so far ^
  20. 20. Social Intranet Summit | Dachis Group | October 2010 Why are good Social Business platforms different? • Maturation of techniques that leverage how people work together best • Realization of the power of emergent solutions over pre-defined solutions • Nearly zero-barriers to use • Highest degree of visible shared value • As well as...
  21. 21. Social Intranet Summit | Dachis Group | October 2010
  22. 22. Social Intranet Summit | Dachis Group | October 2010 The 2010 Social Business Landscape
  23. 23. Social Intranet Summit | Dachis Group | October 2010 Strategies for Driving Business Value with Social Intranets 10
  24. 24. Social Intranet Summit | Dachis Group | October 2010 1Define Your Problem First, Select Your Technology Second
  25. 25. Social Intranet Summit | Dachis Group | October 2010 2Understand Why Social Software Works and Focus on Those Aspects
  26. 26. Social Intranet Summit | Dachis Group | October 2010 3 Effective enterprise search is a central pillar of a successful social intranet and is the key to ROI
  27. 27. Social Intranet Summit | Dachis Group | October 2010 4 Invest in a robust community management capability, itʼs the keystone of a social intranet
  28. 28. Social Intranet Summit | Dachis Group | October 2010 5Everyone needs a little collaborative literacy, make sure they get it.
  29. 29. Social Intranet Summit | Dachis Group | October 2010 6 Social intranets arenʼt like classical enterprise software; Actively encourage emergent and unintended consequences
  30. 30. Social Intranet Summit | Dachis Group | October 2010 7 Pick the right social platforms; social is not a single product. Also, itʼs OK to get it wrong, once
  31. 31. Social Intranet Summit | Dachis Group | October 2010 8 Donʼt make it optional. Donʼt make it a second class citizen. Provide clear usage policies. Social Intranet
  32. 32. Social Intranet Summit | Dachis Group | October 2010 9“You Can Skip the Pilot”; or “Your Pilot Is Your Rollout”
  33. 33. Social Intranet Summit | Dachis Group | October 2010 10 Social intranets are a platform, not an app. Leverage the platform.
  34. 34. Social Intranet Summit | Dachis Group | October 2010 Other Key Lessons
  35. 35. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Understanding how to set up next to the old guard • How are duplicate functions dealt with? • What about vertical apps that are going social? • What is the system of record for knowledge? • How does unstructured data get turned into intelligence? • Where does social identity lie? • Is one social business platform the answer? • Do you use a portal approach or a side-by-side approach? • How do customers and partners get integrated? ECM DMS KM Portal Unified Communication Enterprise 1.0 Enterprise 2.0 IT evolution Wikis Blogs Social Networks E2.0 Suitesmicroblogs community platforms The Context CRM Social CRM User Profiles Forums integration
  36. 36. Social Intranet Summit | Dachis Group | October 2010 Best Practice: The Enterprise 2.0 Checklist • SLATES –Search –Linking –Authorship –Tagging –Extensions –Signals
  37. 37. Social Intranet Summit | Dachis Group | October 2010 SLATES unboxed...
  38. 38. Social Intranet Summit | Dachis Group | October 2010 SLATES, revised:
  39. 39. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Overcoming the fact that the enterprise is not the Web • We want to replicate the positive aspects of consumer social platforms in the enterprise • But our infrastructure is usually not very Web-like, creating significant impedance and diluted results • Requires augmentation and adaptation to reproduce the same or similar results • Linkability, SEO of social knowledge, federated search, etc.
  40. 40. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Lightweight Master Data Management This is how your IT department will look at what comes out of your social environment • Heading off legal, compliance, record keeping, Sarbox, enterprise search, and much more.
  41. 41. Social Intranet Summit | Dachis Group | October 2010 • User Generated Structure –Freeform text applied to information –Can be supported by site • Or provided by a site that enables it –After data is tagged, a list of all tags used is extracted –Emergent structure instead of upfront, and predefined (guessed) –Opposite of taxonomy –Hewlett Packardʼs findings • http://www.hpl.hp.com/research/idl/papers/tags/ Best Practice: Tagging and folksonomy
  42. 42. Social Intranet Summit | Dachis Group | October 2010 A cognitive analysis of tagging…
  43. 43. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Focus on Enabling the Highest Value Interactions • Increased levels of productivity that were inaccessible until now • Enablement of tacit interactions on a previously unknown scale (Source: McKinsey & Company) Enterprise 2.0 has the potential to increase productivity in complex interactions, where previous attempts have largely failed
  44. 44. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Measure Your ROI Early and Often • The good: Project costs tend to be lower than classical IT efforts (Example: Transunion, $50K to reap $2M+) • The bad: ROI is hard to measure because of cause and effect chains • But when I is low, R is easier to reach • Measure what you can and analytics will help • The net ROI numbers coming in today are hovering around 1-10x ROI
  45. 45. Social Intranet Summit | Dachis Group | October 2010 The Trouble with ROI and Social
  46. 46. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Focus your platform on what is inherently good and effective about social
  47. 47. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Having a social business strategy and process with all the necessary moving parts 1 Identify 2 Prepare 3 Assess 4 Pilot 5 Roll-Out 6 Manage Business Opportunities, Risks, Silos, Priorities, Budgeting Create strategy, communicate plan, set expectations, develop policies, raise awareness, build skills, development infrastructure, measurement plan Understanding competencies, determine stakeholder’s needs/concerns, understand grassroot initiatives Create social computing environment, build capabilities, capture lessons learned, build critical mass Expand audience and reach, incorporate lessons learned Community management, guide-direct-moderate (don’t control)
  48. 48. Social Intranet Summit | Dachis Group | October 2010 Example Social Business Strategy Risk Management & Change Management Social Computing Patterns and Best Practices Top Down Social Computing Strategy,Architecture, Policy, and Governance Enterprise Vision Local Problem Solving Corporate Initiative Community Management & Support Processes Content Management Tools & Infrastructure Project Management Knowledge Management Business Intelligence Delivery Models Communication Plan Access, Search, & Discoverability Business Needs & Requirements Exploiting Ad Hoc Opportunities Security & Identity Bottom Up The Anatomy of an Social Business Initiative Cultural Change Reactive Response Cost Cutting Viral Adoption
  49. 49. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Selecting good social business platforms
  50. 50. Social Intranet Summit | Dachis Group | October 2010 Enterprise 2.0 Ecosystem SOA deeply linked structure (WOA) Peer Produced Intranet Internal Business Applications and Databases Enterprise 2.0 Applications Blogs and Wikis (Social Media) Prediction Markets (External and Internal) Enterprise Social Network Industry Social Network Other Web 2.0 Tools (del.icio.us, Flickr, Twitter, Friendfeed) Enterprise MashupsEnterprise Federated Search participation Other Backoffice HRM ERP SCM CRM consumption Customer Community Traditional Enterprise Systems
  51. 51. Social Intranet Summit | Dachis Group | October 2010 Microsoft SharePoint: The Default Enterprise 2.0 Platform • About 80% of large organizations already have and are using SharePoint/MOSS • Capable document-management tool • Not perceived as an adequate Enterprise 2.0 platform • Frequent Criticism: Requires heavy customization, has poor social computing capabilities, and is difficult to use, too structured, and heavyweight • Often your first and/or biggest challenge
  52. 52. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Reconciling with portals • 70% of those surveyed intend to use Enterprise 2.0 in portals. • Widgets, Portlets, JSR-168, WSRP • Ajax and Web apps in portlets • More and more E2.0 providers realize the importance of making portal-ready products - Oracle and IBM in particular - Concerns: Social identity Social graphs Social applications (OpenSocial)
  53. 53. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Getting it done • Grassroots adoption is a leading success pattern • CoIT is leading to more autonomous rollouts that are reconciled later • Lesson: Social business can be effective driven by the business alone • Be careful out there though, IT can help or hinder, either way
  54. 54. Social Intranet Summit | Dachis Group | October 2010 Adoption Strategies • Gain and Enlist Peer Support and Overcome Turf Issues In Advance • Align Enterprise 2.0 Strategy to Business Strategy (Find A Problem To Solve) • Develop a Simple, Clear Business Case • Provide Strong Leadership and Sponsors for the Enterprise 2.0 Function(s) • Design Measures Aligned to Business Processes • Allow Users to Form Subcommunities
  55. 55. Social Intranet Summit | Dachis Group | October 2010 • Listen to the Users, Involve Them in the Design • Simplify the Access and Production of Knowledge • Develop a Clear Communication Plan to Promote the Effort • Involve all the Key Stakeholders, Eventually • Integrate all forms of Communication and Documentation) • Develop a Clear Motivation Plan that Aligns with Current Incentive Plans Adoption Strategies Pt. 2
  56. 56. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Social Analytics • Understanding “human relationship capital” • In reality, just getting insight to yours and othersʼ social graphs • A brand new field but is already resulting in some interesting applications • Needed to measure results and manage the community
  57. 57. Social Intranet Summit | Dachis Group | October 2010 Example: Facebookʼs Friend Wheel • http://apps.facebook.com/friendwheel
  58. 58. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Help Users Cultivate Weak Ties Source: Bokardo • “Volume control” on what enterprise conversations to hear • Smart follower recommendations • Expertise location features • Random follower • Introductions (facilitated by community management, etc.)
  59. 59. Social Intranet Summit | Dachis Group | October 2010 Reputation Systems • Plug-ins or E2.0 application features that allow user feedback of contributions • Including posts, comments, and even tags • Example: LiquidPubʼs • Allow quality and portable reputations to be established over time in E2.0 ecosystems • Most useful for newish or large social business environments
  60. 60. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Expertise Location • Workers spend 20% of their time looking for the info they need to do their work • Especially true before tacit knowledge can be captured broadly in social business systems • Allows identification of tacit expertise not previously widely known • Uses the public contributions and reputation to develop profiles of individuals in the organization • Vendors include AskMe, Success Factors, Autonomy, Sopheon, and others.
  61. 61. Social Intranet Summit | Dachis Group | October 2010 Best Practice: Community Management • Guiding, supporting, and mentoring social groups • Now considered critical for successful long-term health of social business platform • Helps organizations achieve specific objectives with Enterprise 2.0 including adoption and sustainability • Has proven invaluable at organizations with significant success: - Stories: SAP, CIA Intellipedia
  62. 62. Social Intranet Summit | Dachis Group | October 2010
  63. 63. Social Intranet Summit | Dachis Group | October 2010 Community Management, Contʼd • Critical Success Factor: The quality of the community management team will directly determine the success of an Enterprise 2.0 effort • Locating it has been a challenge for many (IT, HR, customer service, portal team, ECM team, project team, even marketing) • Enlist volunteers from the community as well as dedicated workers
  64. 64. Social Intranet Summit | Dachis Group | October 2010 Breakdown of Social Business Effort • Social Business efforts appear to consume resources in roughly the following proportion: - Tools: 15% - Integration, Customization: 25% - Community Management: 25% - IT Support: 15% - Project/Change Management: 20% • Your Mileage Will Vary, But Not That Much
  65. 65. Social Intranet Summit | Dachis Group | October 2010 Case Study: Investment Banking • Dresder Kleinwert Wasserstein (DrKW) • Used for Prof. Andrew McAfeeʼs article introducing Enterprise 2.0 • Included both blogs and wikis – Uptake was not automatic – “depended greatly on decisions made and actions taken by managers”
  66. 66. Social Intranet Summit | Dachis Group | October 2010 The DrKW Story • Pioneers in the IT department at its London office sent a program called Socialtext to several groups to see how it might be used to facilitate different IT tasks. • The wiki program spread so quickly that DrKW then decided to launch its own corporate wiki. • By October, 2006, the bank's 5,000 employees had created more than 6,000 individual pages and logged about 100,000 hits on the company's official wiki.
  67. 67. Social Intranet Summit | Dachis Group | October 2010 Adoption Challenges at DrKW • Initial efforts at Dresdner confused employees and had to be refined to make the technology easier to use. • More important than tweaking the technology was a simple edict from one of the proponents: – “Don't send e-mails, use the wiki.” • Gradually, employees embraced the use of the wiki, seeing how it increased collaboration and reduced time-consuming e-mail traffic.
  68. 68. Social Intranet Summit | Dachis Group | October 2010 DrKW Continued 1) Ease of Use 2) Little or no upfront structure
  69. 69. Social Intranet Summit | Dachis Group | October 2010 DrKW: The Role Managers Played • Providing a receptive culture – “Iʼm not sure wikis would work in a company that didnʼt already have 360-degree performance reviews” • Offering a common platform – Reduced fragmentation and encouraged connections between different groups • An informal rollout – Reduced constraints and policy • Managerial support – Leading by example
  70. 70. Social Intranet Summit | Dachis Group | October 2010 Key Lessons Learned at DrKW • Lesson #1: Viral adoption works. Once one group became committed wiki users, both companies say, the trend inevitably spread. – In March, 2006, the Dresdner Kleinwort wiki had 20,000 monthly hits. By October, that number had quintupled, often because one unit convinced another to start using wikis. • Lesson #2: Simple, clear messages about the tools and participation by leaders leads to the necessary behavior changes in employees • Lesson #3: Not just better collaboration. A new type of collaboration: – It was “a watershed moment to find a tool that orchestrates a virtual free-flowing jam session of ideas across different groups and units within the company—something that's crucial for an organization that thrives on out-of-the-box thinking.”
  71. 71. Questions Slides: dion.hinchcliffe@dachisgroup.com

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