This is a slide deck with selected slides from my Master Class at Social Media Week in Sydney. The deck contains the most important frameworks and links to the full report or videos that provide further background on my talk.
Social Media Week Sydney - Master Class Kai Riemer
1. SOCIAL
NETWORKING
FOR
WORKPLACE
INNOVATION
A/PROF KAI RIEMER
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
2. Observation: Many businesses do not quite know
what to do with social networking, how to manage
it, how to drive adoption and what it can do for them
3. Yammer screen shot
Kai Riemer - ERCIS lunch time seminar - 10/7/2012, Muenster
4. Discussion of tool vs infrastructure view of
Technology watch this short video.
Why do we frequently overlook the platform
character of technologies?
Because our management methods assume
a tool view of technology.
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMER
5. “ESN roll-out
is too hard
and messy”
“Procrasti-nation
and
time wasting”
“Facebook in
my company?
Are you
serious?”
“Not sure what
to use it for
(benefits?)”
“Can’t
measure it,
won’t do it!”
“Typical
solution looking
for a problem!”
“Social has
no place in
business”
UNCERTAINTY & MISCONCEPTIONS
7. DISCUSSIONS &
CONVERSATIONS
PROBLEM-SOLVING
CONTEXT STATUS UPDATES
EVENT NOTIFICATIONS
PROVIDE USEFUL INPUT
TASK COORDINATION
DECISION-MAKING
MEETING COORDINATION
IDEA GENERATION
INFORMAL COMMUNICATION
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMER
ENTERPRISE
• Large Enterprise
• Context building
• Networking
• Crowdsourcing
PROJECT
• Mid-sized teams
• Context building
• Coordination
• Alignment
WORK GROUP
• Small teams
• Main work tool
• Knowledge work
• Micro-coordination
CONTEXTUAL USE CASE PROFILES
> 40%
20-40%
10-20%
5-10%
< 5%
of messages
10. Individual
Group
Organisation
Social
Network
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
• Coaching: ‘Nudge’ people in the right direction
• Mentoring: Reverse Mentoring to ‘onboard’ older employees.
• Promoting: People who take ownership of the initiative
(e.g. “Yambassadors”)
• Use Case Development: Use cases need to be developed in context
• Policy-making: Simple, but crystal clear policies about what is appropriate
and what not (to reduce barriers to engagement)
• Management buy-in: Legitimise ESN through management participation
• Community management: Dedicated community managers look after the
social networking space
• Cultivation: “Leadership in use” by setting positive examples
DR KAI RIEMER MANAGING THE ESN ADOPTION PROCESS