What Is Enterprise 2.0 Public
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This document provides an overview of Enterprise 2.0 and social computing in organizational settings. It defines social computing and discusses why organizations are embracing these tools. Examples are given of how companies like Starbucks, Best Buy, Booz Allen, and Electronic Arts have implemented Enterprise 2.0 solutions to encourage collaboration, knowledge sharing, and community building among employees. The challenges knowledge workers face and benefits of social collaboration are also summarized.
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What Is Enterprise 2.0 Public
- 1. Enterprise 2.0 – What is it? And Implementations and Implications in an Organizational SettingTanya Ney
- 3. Agenda – First Half of the Morning
- 4. What is Social Computing?Social computing is the use of social software, ie technology tools, to support social interactions and communications.
- 6. Why Are We Talking About Social Computing?2/3Outsideof CollegeAverage of 130 friends per user
- 7. More than 6 billion minutes are spent on Facebook each day
- 8. More than 40 million users update their statuses at least once each day
- 9. 10 million users become fans of Pages each day Why So Popular?Anti-WorkInstant gratification!It’s Fun!OverloadCareer opportunitiesI know what’s going on!BeingConnectedRapidInformationexchange
- 10. The Technology Behind Social Computing (Web 2.0)Free and easy platformsMechanisms to let Structure EmergeFree FormWikisAggregatorsBlogsFolksonomyParticipationPagerankSocial SoftwareXFNCollaborationRecommendationFOAFSharingVideocastingIMDesignPodcastingAudioJoy of UseVCUserCenteredConvergenceWidgetsSixDegreesPerpetual BetaUsabilitySimplicityVideoRESTRemixabilityRuby on RailsXMLUMTSRSSWeb StandardsAtomThe Long TailSVGTrust"Web 2.0 is the business revolution in the computer industry caused by the move to the internet as platform, and an attempt to understand the rules for success on that new platform." 1- Tim O’Reilly, O’Reilly Media President & CEOStandardizationMicroformatsAccessibilityEconomyPay Per ClickSEOXHTMLOpenIDBrowserAffiliationSOAPSemanticData DrivenCSSSyndicationMobilityOpenAPIsWeb 2.0/Social Computing CharacterizationsModularityAJAX1Source: December 2006, “Web 2.0 Compact Definition: Trying Again”
- 11. Why are Organizations embracing Social Computing?“Because many business teams are increasingly global, business and IT leaders must pay close attention to technology support that enables virtual closeness.”1- David Furlonger, Gartner Managing Vice PresidentBase: 106 CIOs at firms using at least one of six Web 2.0 technologies(multiple responses accepted)1 Source: Gartner, Inc., “Teamwork and Decentralized Decisions Critical in a Flat-World Marketplace” by David Furlonger, April 2007,2 Source: December 2006, United States CIO Confidence Poll Online Survey
- 12. What Analysts Are Saying“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.” 1“Enterprise social software provides an open and freeform environment that (1) stimulates large-scale participation through informal interactions, and (2) aggregates these interactions into an emergent structure that reflects the collective attitudes, dispositions and knowledge of the participants.” 2“Executives say they are investing in Web 2.0 to communicate with customers and business partners and to encourage collaboration inside the company.” 31 Source: Forrester Research, Inc. “How Networks Erode Institutional Power, And What to Do About It” , February 20062 Source: Gartner Presentation, “Wikis and Social Software: How to Create and Harvest Value from Informal People Networks” by Nikos Drakos, March 19-1, 20073 Source: McKinsey & Company, “How Businesses are Using Web 2.0”, 2007
- 14. Starbuck’s Social MediaStrategyStarbucks has over 705,000 followers on twitter and over 5,428,000 fans on FacebookStarbuck’s on Starbuck’ on Starbuck’s on My Starbuck’s Idea
- 15. Best Buy Video“Talking with customers not talking at customers”“You can’t control the message, you are part of the conversation”“Consumers are giving us all kinds of information, if we choose to listen to it”“Transparency is one of the most powerful societal trends..... Showing people what is good and not good about you builds trust”The Tenets of Social ComputingInnovation will shift from top-down to bottom-upValue will shift from ownership to experiencePower will shift from institutions to communities
- 16. Why Work is Different?
- 17. Enterprise 2.0Emergent Social Software Platforms:Social SoftwareDigital PlatformsMechanisms to let Structure emergeFree Form“Enterprise 2.0 is the use of emergent social software platforms by organizations in the pursuit of their goals." 1Andrew McAfee,
- 18. Principle Research Scientist at MIT1Source: McAfee, Andrew. Enterprise 2.0 New Collaborative Tools for your Organizations Toughest Challenges. Harvard University Press, 2009.
- 19. Examples of Cots Software to Support Social Computing in the WorkplaceMicrosoft's SharePoint 2010 Google's Wave and BuzzTipco’stibbrIBM's Vulcan SAP's 12sprints saleforce.com's Chatter
- 20. Social Computing is the next wave of collaboration1st Wave3rdWave: Social Computing2nd Wave“Social Computing is not a fad. Nor is it something that will pass you or your company by. Gradually, Social Computing will impact almost every role, at every kind of company, in all parts of the world. Firms should approach Social Computing as an ongoing learning process, using some of the best practices of firms that have successfully taken the first steps.”1- Forrester Research1 Source: Forrester Research, Inc. “Social Computing - How Networks Erode Institutional Power, And What to Do About It”, February 2006
- 21. Why Enterprise 2.0 is Different?Weak tiesStructural holes
- 22. “The conclusion I’ve arrived at recently is easy to state: Enterprise 2.0 is most valuable at the outer rings of the target.” Andrew McAfee
- 23. Why Collaborate? The Importance of the Knowledge Worker
- 24. Challenges Facing the Knowledge Worker Information ExplosionIncreasing ComplexityAging workforce (generational shift)Global Financial crisisNeed to belong and be part of somethingCorporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards.- Jay CrossThere is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes.- George Siemens
- 25. Collaboration using Enterprise 2.0Innovation: Leveraging collaboration and social activity to spur discovery, idea generation, and breakthroughs for the organization or customersTime-to-Market: Accelerating the time to bring products/services to market by collapsing artificial silos/boundaries and time zonesCultural Reinvention: Using the philosophies of 2.0 to reshape the organizational DNA, embracing transparency, collaboration, trust, and authenticityVisibility: To provide a real-time view into operations and business process by connecting people and ideas.Cost Reduction: Substituting more agile, lightweight tools for connecting and sharing that are easier to manage and significantly reduce operational cost.Knowledge-sharing: Harvesting institutional knowledge of the enterprise for the purposes of retaining it, exposing it and providing easy access to it.Expertise location: Indexing and surfacing hidden and known talent in the Enterprise.Productivity improvement: Providing socio-collaborative tools to the workforce for measurable gains in productivity.Talent Retention: Providing tools that add to workplace satisfaction and positive employee work experience, especially germane to retaining GenX and GenY talent. 11 Source: Susan Scrupski. “Enterpirse 2.0: The Next Narrative. ITInsider Blog http://itsinsider.com/March 2010
- 26. Six Core Principles of Enterprise 2.0 Based CollaborationParticipationCollective (Broader definition of Community)TransparencyIndependencePersistenceEmergence
- 27. Who has Implemented Enterprise 2.0?
- 28. Booz Allen ExampleBooz AllenStrategy and Technology Consulting FirmPrivate company based in the US22,000 employees, 80 Offices through the USPrimary client is the US GovernmentWon Open Enterprise 2009 Innovation Award for its Enterprise 2.0 ImplementationBusiness DriversAggressive growth planned from 18,000 to 23,000 employeesLack of affinity for the firm, lots of employees felt closer to their clients than the firmStrength in their people; wanted to foster closer collaboration, connectivity, and communication across geographical and cultural barriers
- 29. Booz Allen ExampleImplementationCalled hello.bah.comPortal enables Booz Allen staff to blog, create wikis, and communicate with those of similar interests. Homepage consists of communities, people, forums, blogs, wikis, and bookmarks.Any two people can create a community around business or social issues, now more than 480 communitiesNot mandatory but since its inception more than 80% of the firm have logged in, 53% have created original content and there are more than 4,000 searches a day
- 30. Booz Allen ExampleOperational ImpactsHello became the glue that brought people, content and data togetherChanged the concept of who owned Intellectual Capital - became more global – realization that the more people who have access to content and the more who contribute to it, the stronger the content will be Greater sense of individual responsibility as people are better empowered to manage their identity in the firm and their career developmentFewer large formal groups in the firm since Hello’s launch and many more informal communities around areas of interest.Integration of Hello into project staffing and new hire orientation processes reduced staff support for these processes, sped up the identification of staff for client work, and increased utilization of staff and utilization of Hello
- 31. Electronic Arts Example Global leader in US$30B industry
- 32. Founded in 1982, HQ in Redwood Shores, California
- 33. US$4.1 billion in annual revenues
- 34. Development studios in 12 countries
- 35. Distribution in more than 75 countries
- 36. 9,000 employees who are passionate about making the world’s greatest entertainment experiencesElectronic Arts Example Business DriversExpertise locationDrive innovation and sharing of ideasOut-dated and little used knowledge databaseImprove efficiencies by reducing duplication of effortFaster on-boarding of employeesImplementationEA PeopleCreate personal profilesTechnical skills, colleagues, personal interestsCommunities of interest, projects etc – “Artists on-boarding community”Maps of where people are physically locatedLinks to knowledge based tools
- 37. Electronic Arts Example Organizational ImpactsEA People averaging 200 hits a day and 100 people searches a dayMore informed decision makingImproved quality of game productionEmployees more connectedFaster on-boarding of employees
- 38. US Department of National Intelligence -IntellipediaPrototyped in 2005 and Launched April 2006Starting point - a wiki with pages devoted to any and all topics of interest implemented across CIA, Homeland Security and NSA ....Added blogs, applications for sharing and commenting on photos, adding tags to contentA few key principlesWork in the collaborative space with the broadest possible audience, network will control accessWork topically, not organizationally. Replace existing processes with technology where possible
- 39. US Department of National Intelligence –IntellipediaGreatest value of the IC’s ESSP’s is their ability to connect people. Review of Intellipedia found “...Intellipedia is already impacting the work practices of analysts...it is also challenging deeply held norms about controlling the flow of information between individuals and across organizational boundaries.”From an NSA Analyst: Before Intellipedia, contacting other agencies was done cautiously, and only through official channels. There was no casual contact and little opportunity to develop professional acquaintances...using Intellipedia has become part of my work process.... I don’t know everything but I do know who I can go to when I need to find something out.”
- 40. Benefits of ESSP’sOpenness encourages participationEasier discovery of information and expertsGreater knowledge capture and sharingRecruit and keep talented employeesGreater efficiency and less duplicationMcKinsey Quarterly survey September 2009 of 1700 executives across the globe on how organisations are using Web 2.0 technologies. .....69 per cent of the respondents’ companies stated they had achieved measureable business benefits from using Web 2.0 technologies.
- 41. Predictions for the Use of Social Software in OrganizationsBy 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20% of business users. ” 1By 2012, over 50% of enterprises will use activity streams that include microblogging, but stand-alone enterprise microblogging will have less than 5% penetration. 2“social networks are more robust than their critics think, …and social networking technologies are creating considerable benefits for the businesses that embrace them, whatever their size…..this is just the beginning of an exciting new era of global interconnectedness that will spread ideas and innovations around the world faster than ever before.” 31Source: Gartner Research. “Predicts 2010: Social Software in an Enterprise Reality” , December 20092 Source: Gartner Research. “Predicts 2010: Social Software in an Enterprise Reality” , December 20093 Source: The Economist. “A World of Connections: A Special Report on Social Networking. January 2010
- 42. Implications of a Networked Organization“Customers, employees and other stakeholders are all interconnected, and have access to most, if not all the information that everyone else has”..1“Champion-Channel-Coordinate replaces Command-and-Control..”2“Trust, Transparency and Authenticity are the glue that holds it all together..” 3The old adage, knowledge is power, has been transformed in the social age to “sharing knowledge is power” 41 Source: Jon Husband. “Ten General Principles for Leading and Managing in the Networked Workplace.” www.fastforwardblog.com March 2010.2 Source: Jon Husband. “Ten General Principles for Leading and Managing in the Networked Workplace.” www.fastforwardblog.com March 2010.3 Source: Jon Husband. “Ten General Principles for Leading and Managing in the Networked Workplace.” www.fastforwardblog.com March 2010.4Source: Maria Azua. “The Social Factor” http://www.fastforwardblog.com/2009/12/01/the-social-factor-by-maria-azua-enterprise-2-0-primer/
- 43. The Art of Conversation“Conversation is not ...a contest where a winner gets a prize...it is an endless, unrehearsed, intellectual adventure in which in imagination we enter a variety of modes of understanding of the world and ourselves. And, we are not disconcerted by the differences, or dismayed by the inconclusiveness of it all.” Michael Oakeshott1 Source: McAfee, Andrew. Enterprise 2.0 New Collaborative Tools for your Organizations Toughest Challenges. Harvard University Press, 2009.
- 44. Chris Howard, Burton GroupThe anti-social organization is ultimately non-productive.Chris Howard, vice president and research director for the Burton GroupNASA, Booz Allen Hamilton find treasure in social networkingBy John Fontana , Network World , 07/31/2009
- 45. Thank You
Editor's Notes
- Notes pages
- No one has to get anything done on a social networking site, except maybe planning a wedding or a family reunion. Have to get things done within a fixed time.We have to go to work, actually see people, not all virtual. Have to follow rules ieSarbannes Oxley. We have to work with legacy systems, meaning those systems that run our payroll, our accounting functions etc. We are generally still document centric. There is the concept of performance and productivity that is not so relevant in the consummer world.
- Notes pages
- Notes pages
- The Director of National Intelligence (DNI) serves as the head of the Intelligence Community (IC), overseeing and directing the implementation of the National Intelligence Program and acting as the principal advisor to the President, the National Security Council, and the Homeland Security Council for intelligence matters related to the national security. Working together with the Principal Deputy DNI (PDDNI) and with the assistance of Mission Managers and four Deputy Directors, the Office of the DNI's goal is to effectively integrate foreign, military and domestic intelligence in defense of the homeland and of United States interests abroad.
- Notes pages
- “It’s essential, in this interconnected age of instant accessibility to information and knowledge, that as a leader and manager you are aware of the potent force that is contained in networks of connected information and people... Customers, employees and other stakeholders are all interconnected, and have access to most, if not all the information that everyone else has.” 1Champion-Channel-Coordinate replaces Command-and-Control... As change swirls and complexity keeps on growing, champion-channel-coordinate helps good ideas and effective responses come to the surface, be examined thoroughly, and get implemented.2“Trust, Transparency and Authenticity are the glue that holds it all together.... Interconnectedness is a potent force for creating transparency and demanding trust, and many are just now learning how to use it more effectively..” 1http://www.fastforwardblog.com/2009/12/01/the-social-factor-by-maria-azua-enterprise-2-0-primer/
- “Conversation is not ...a contest where a winner gets a prize...it is an endless, unrehearsed, intellectual adventure in which in imagination we enter a variety of modes of understanding ofthe world and ourselves. And, we are not disconcerted by the differences, or dismayed by in the inconclusiveness of it all.”British Political PhilosopherWhy do I have this comment? Well because at the end of the day social computing is all about communication and providing opportunities for communication. But the best tools in the world won’t help you if you are not open to the conversation. In terms of the “biggest wins” for Social Computing they are often about hearing that voice to date was unheard, that novel idea, the solution to a problem that has long been pursued, the information that someone has been searching for… etc Interestingly although Intellipedia is heralded as a success, they are still struggling with hearing the voice and which voice. I read recently that they are trialling some new artificial intelligence to weigh and rank the input of different experts to avoid biases and account for selective memory and stress.Model 1 and Model 2 Organizations discussed by Argyris.Model 1Define goals and try to achieve themMaximize winning and minimize losingMinimize generating or expressing negative feelingsBe rationalModel 1 tells individuals to use action strategies where they craft their positions, their evaluations and their attributions in ways that inhibit inquiries into and tests of them. The result is escalating errors, self-fulfilling prophecies and self sealing processes.Model 2Valid informationFree and informed choiceInternal commitment to the choiceIndividuals in a Model 2 world seek to find the people most competent for the decision to be made or the problem to be solved. They seek to build viable decision-making networks in which the major function of the group is to maximize the contributions of each member so that when a synthesis is developed in incorporates exploration of the widest views.While we are now going to talk about various technologies and how they can be applied, and what are some of the challenges and opportunities. I think the biggest challenge comes from being ready to accept a slightly greater degree of chaos and loss of control. We are driven as facilitators a little by the process to get to an outcome and I think this may be a little challenged in a socially networked organization. Read More http://www.wired.com/dangerroom/2010/04/can-algorithms-find-the-best-intelligence-analysts/#ixzz0m3u6CtKx