The document discusses the rise of the "social organization" where people are at the center and traditional hierarchies lose relevance. It argues that in social organizations, network effects compound as connected people will help each other, increasing social connections and productivity for the network as a whole. However, businesses often want both personal productivity from employees and the benefits of a social organization. The document also provides examples of large companies that have implemented social networking tools internally, such as Wachovia which created the largest enterprise social network to date with over 110,000 original users.

1. THE SOCIAL ORGANIZATION
DATE AUTHOR
APRIL 28, 2009 SOCO PARTNERS/SUSAN SCRUPSKI

2. Who Am I?
• Blogger
• Researcher
• Consultant
• 2.0 Evangelist
• Conference Organizer

3. What is the
Social Organization?

4. The Social Organization puts
People at the Center of Progress

5. The Org Chart loses Relevance

7. Ideas Power
TIME democracy
loyalty
Value
Geography Opportunity

8. From order to (So-Co) chaos

9. The SocialOrganization runs on
Social Productivity

10. Network Effects Compound
in the Social Organization
Connected people will naturally gravitate toward an ethic where they will trade
personal productivity for connectedness: they will interrupt their own work to help
a contact make progress. Ultimately, in a bottom-up fashion, this leads to the network
as a whole making more progress than if each individual tries to optimize personal
productivity…
Perhaps more importantly, the willingness to assist others leads to closer social
connections, and increases the likelihood of reciprocal behavior, where an
obsession with personal productivity does not.
On a work basis, businesses today want it (or think they want it) both ways. They
want their employees to be personally productive, making the classic logical error that
if everyone is highly productive personally, then the company will be.
Nope.
— Stowe Boyd

11. Untapped Potential
Paul Iske, head of KM for ABN Amro bank, sent a questionnaire to all staff
that included the following two questions:
* What proportion of your talent, ideas and experience are used in your job?
* What percentage of your intellectual capital do you use?
The survey results came back with the response that 70 percent of staff felt
that only 15 to 20 percent of their intellectual capital was being used. With
100,000 staff around the globe, this amounts to a significant amount of
untapped potential for any organization.
- Chris Collison, Knowledgable Ltd, Richard Dennison, BT, and Ruud Böhmer, Unilever.
“Using social technologies to aid communities.”

12. Example: American Express
With approximately 67,000 employees, an
American Express employee has a
possible 2.2 billion “network connections.”
Enter: Social Network Analysis
- Cluster density, network velocity
- Signal to Noise ratio, 2nd order networks
- Context/Ranking/Filtering for content and 1st order networks
- Weighted value of social relationships/influence/roles
- Organizations become more self-aware; see visible patterns
- Telligent Software

13. TRANSPARENCY
COLLABORATION/SHARING
TRUST
AUTHENTICITY
The Pillars of Socialworking

14. Some definitions

15. Crowd-sourc
Labels for 2.0
Crowd-sourcing
Online advertising
MASS COLLABORATION
DIGITAL Ideagoras
MARKETING
Wikis
SEM Public Relations
Page views
Mashups
SEO
Cluetrain Conversations KM2.0
Blogs
ENTERPRISE 2.0
SOCIAL MEDIA Micro-
sharing
Social Networks
Customer Communities
DIY content creation/consumption
Brand Monitoring

16. Brief E2.0 Survey Results

17. Case Studies: Future Shock
Federal Express/Ketchum
Jive Software
Hewlett-Packard
AAPT/Cisco
Jiibe.com
Wachovia

18. Ketchum/Fedex

19. Jive Software

20. Hewlett-Packard
824 Comments
Sample:

21. AABT/Cisco

22. Jiibe.com

23. Wachovia
• Largest Enterprise Social Network to date. Originally
rolled out to 110,000 employees (now 160K+)
• Took 18 months from start to finish
• Then, financial crisis and sale to Wells Fargo

24. Wachovia
• Largest Enterprise Social Network to date. Originally
rolled out to 110,000 employees (now 160K+)
• Took 18 months from start to finish
• Then, financial crisis and sale to Wells Fargo

25. Wachovia Case Study

26. Wachovia Case Study (con’t.)

27. Wachovia Case Study (con’t.)

28. Wachovia Case Study (con’t.)

29. Wachovia Case Study (con’t.)

30. Wachovia Case Study (con’t.)

31. Finally...

32. The Twitter Phenomenon

33. Who’s Driving?
CMO/MKTG?
CIO/IT?
HR?

34. HR is poised to be a Catalyst for
Enterprise Transformation