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Web 2.0: towards collaborative
intelligence in the enterprise
Lee Bryant - lee@headshift.com - Headshift, London
www.headshift.com

headshift
is a social software consulting and
development group who apply
emerging tools and ideas to the real-
world needs of organisations:

 consulting & engagement
 prototyping and experimentation
 development and integration
We are wasting a lot of brain power in large organisations
Our IT systems do not understand how we work




    Most knowledge is created and
•
    exchanged in the informal space
    We work using peripheral vision
•
    and intuition within networks
What matters inside large organisations




        Better awareness
    •
        More effective collaboration
    •
        A culture of participation
    •
        Better individual decision making
    •
A new generation of social tools is emerging…
These tools are now enterprise-ready

Blogging tools         Wiki platforms               Newsfeeds / RSS



     Sui                     Sui                             Sui




           Combined suites             Custom build

                                   •   Systems integration
                                   •   API connectors
                 Sui                          Sui
                                   •   Intranet-based
                                   •   Blended solutions
                                   •   “Situated” software
Key characteristics of social software




• Fast, cheap, iterative delivery
• Networked individualism not centralisation;
   self-interest drives growth
• Use network effects for collective benefit
• Combination of ecosystem of tools, data
   and services, not ‘one tool to rule them all’
Where enterprise social tools are heading




• Lightweight, social interface onto
    corporate systems and info
• Social newsreading and filtering to
    create collective intelligence
    Feeds and flows, not content objects
•
    or knowledge stores
• Business social networking
• More intimate, personalised
    information for clients
Social reading, writing and filtering




Social reading, writing and filtering drives relevance
    Others can share what you blog, link to or read
•
    Collaborative filtering based on social networks, tags,
•
    sources and attention data from readers
    Over time, information begins to find you, not vice versa
•
Case study: social tools in a leading law firm




•   Project began as a 3-month pilot for 3 groups -
    20 months later we have around 30 groups
•   Blended solution using two products + custom
    code + integration with internal systems
•   Seen within the firm as a great success that will
    inform the next generation of knowledge and
    information sharing systems
Group blogging as the centre of gravity
The importance of trusted communities
Newsfeed aggregation
Wiki spaces: Library Services
Wiki spaces: enquiry handling
Social bookmarking & tagging
How we started




We began by exploring:
• group cultures
    tasks, goals & needs
•
    information landscapes
•
    interaction styles
•
    existing workflows
•
    real-world scenarios
•
Addressing common scenarios
Current success measures




• Increasing number of posts over first year
• High readership on receipt of alerts
• Diversity of readers and contributors
• Meeting initially defined business objectives:
  • Self help and shared ownership – less admin
  • More member awareness and action
  • More pro-active communication
• 30% of the organisation are in one or more groups
Some other use cases for social tools


                                       External communication
Information & knowledge sharing
                                       Issue management
Ad hoc conversations and Q&As
                                       Participation via extranet / website
Competitive intelligence
                                       Recruitment
Employee to employee communication
                                       Thought leadership
Sharing knowledge within groups
Storing and finding information
                                       Internal communications
Working with contractors or partners
                                       Internal issue management
Team collaboration                     Intranet development/replacement
                                       Leadership communication
Creating and editing documents
                                       Training and personal development
Documenting and organising work
Project collaboration
                                       Marketing and PR
Innovation and R&D                     Campaign management
                                       Engaging with customers and media
Innovation networks
                                       Monitoring brands and markets
Prediction markets
                                       Promoting a product or service
Rapid prototyping
                                       Social networking
Social newsreading and bookmarking
Thank you! ... Questions ?



 lee@headshift.com
 http://www.headshift.com

 Photos courtesy of Flickr using Creative Commons license

 http://www.flickr.com/photos/dplanet/94442623/
 http://www.flickr.com/photos/arbron/77094898/
 http://www.flickr.com/photos/jurvetson/105123875/
 http://www.flickr.com/photos/kacey/252912749/
 http://www.flickr.com/photos/victoriapeckham/164175205/
 http://www.flickr.com/photos/markrjones/47761183/
 http://www.flickr.com/photos/sgt_spanky/35811144/
 + screenshot from http://labs.digg.com/swarm

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Web 2.0: towards collaborative intelligence in the enterprise di Lee Bryant

  • 1. Web 2.0: towards collaborative intelligence in the enterprise Lee Bryant - lee@headshift.com - Headshift, London
  • 2. www.headshift.com headshift is a social software consulting and development group who apply emerging tools and ideas to the real- world needs of organisations: consulting & engagement prototyping and experimentation development and integration
  • 3. We are wasting a lot of brain power in large organisations
  • 4. Our IT systems do not understand how we work Most knowledge is created and • exchanged in the informal space We work using peripheral vision • and intuition within networks
  • 5. What matters inside large organisations Better awareness • More effective collaboration • A culture of participation • Better individual decision making •
  • 6. A new generation of social tools is emerging…
  • 7. These tools are now enterprise-ready Blogging tools Wiki platforms Newsfeeds / RSS Sui Sui Sui Combined suites Custom build • Systems integration • API connectors Sui Sui • Intranet-based • Blended solutions • “Situated” software
  • 8. Key characteristics of social software • Fast, cheap, iterative delivery • Networked individualism not centralisation; self-interest drives growth • Use network effects for collective benefit • Combination of ecosystem of tools, data and services, not ‘one tool to rule them all’
  • 9. Where enterprise social tools are heading • Lightweight, social interface onto corporate systems and info • Social newsreading and filtering to create collective intelligence Feeds and flows, not content objects • or knowledge stores • Business social networking • More intimate, personalised information for clients
  • 10. Social reading, writing and filtering Social reading, writing and filtering drives relevance Others can share what you blog, link to or read • Collaborative filtering based on social networks, tags, • sources and attention data from readers Over time, information begins to find you, not vice versa •
  • 11. Case study: social tools in a leading law firm • Project began as a 3-month pilot for 3 groups - 20 months later we have around 30 groups • Blended solution using two products + custom code + integration with internal systems • Seen within the firm as a great success that will inform the next generation of knowledge and information sharing systems
  • 12. Group blogging as the centre of gravity
  • 13. The importance of trusted communities
  • 18. How we started We began by exploring: • group cultures tasks, goals & needs • information landscapes • interaction styles • existing workflows • real-world scenarios •
  • 20. Current success measures • Increasing number of posts over first year • High readership on receipt of alerts • Diversity of readers and contributors • Meeting initially defined business objectives: • Self help and shared ownership – less admin • More member awareness and action • More pro-active communication • 30% of the organisation are in one or more groups
  • 21. Some other use cases for social tools External communication Information & knowledge sharing Issue management Ad hoc conversations and Q&As Participation via extranet / website Competitive intelligence Recruitment Employee to employee communication Thought leadership Sharing knowledge within groups Storing and finding information Internal communications Working with contractors or partners Internal issue management Team collaboration Intranet development/replacement Leadership communication Creating and editing documents Training and personal development Documenting and organising work Project collaboration Marketing and PR Innovation and R&D Campaign management Engaging with customers and media Innovation networks Monitoring brands and markets Prediction markets Promoting a product or service Rapid prototyping Social networking Social newsreading and bookmarking
  • 22. Thank you! ... Questions ? lee@headshift.com http://www.headshift.com Photos courtesy of Flickr using Creative Commons license http://www.flickr.com/photos/dplanet/94442623/ http://www.flickr.com/photos/arbron/77094898/ http://www.flickr.com/photos/jurvetson/105123875/ http://www.flickr.com/photos/kacey/252912749/ http://www.flickr.com/photos/victoriapeckham/164175205/ http://www.flickr.com/photos/markrjones/47761183/ http://www.flickr.com/photos/sgt_spanky/35811144/ + screenshot from http://labs.digg.com/swarm