Scaling API-first – The story of a global engineering organization
Social Media
1. Michael Hruska, CEO
Gerald L. Zahorchak, D.Ed, mike@problemsolutions.net
Superintendent @mikehruska
www.allentownsd.org www.problemsolutions.net
Resources, connections, and the journey
2. Takeaways
• Goals of a solution
• Why it can work
• How to start up
• How to grow
• How to scale
• Approaches for design
3. Solution Goals and Background
• 18,000 students
• 1250 teachers
• 400 + administrators
• Tools – Yammer and Facebook
– Admin (Y)
– School (Physical) driven groups (Y + FBp)
– Open groups (FB) [music/age]
– Encourage self organizing
• Approach - oriented to scale learning system to
harness collective intelligence
4. If we knew
everything we
needed to know…
…we wouldn't need
any data
8. The Journey and balance…
Small groups
Signal big conversations
Noise
Order
Me Chaos
Team
Project Capture and
Org freedom
Everything
The power of large groups and simple
9. Why can it work?
• Familiarity with tools
• Already considered an accepted method of
communication
• The new paradigm of ‘social content’ can be
leveraged for learning and development
• Everyone who uses a social site is part of the
“we”
10. Why use SM focused internally?
Awareness Attention
Connection
Focus Collaboration
14. Where do I start?
• Get top cover
• Discuss risks
• Interface early adopters
• …start the journey
15. Create the Connections
• Open meeting + key stakeholders
• Educate through shared experiences
• Discuss:
– What SM means
– What learning means
– Key problems/goals the group aims to tackle
16. What do I do next?
• Pick a tool that doesn’t take an IT revolution
• Pick ‘startup’ group
• Meet and lay the ground rules and goals
• Roll with it…
• Coach
• Add the next group….
• Iterate
17. How do I grow the group?
• Find a recurring daily time to read/post
• Keep leadership engaged
• Define a facilitator/motivator/champion
• Connect the connectors
• Find a daily/weekly/monthly theme
• 3 word, real world reinforcements
20. Enabling and encouraging participation in inter-firm knowledge
flows, while ensuring appropriate guidance and governance, will
help generate a robust network of relationships across internal
and external participants, creating opportunities for the
"productive friction" that shapes learning as people with
different backgrounds and skill sets engage with each other on
real problems.
1- Deloitte – “Measuring the Forces of Deep Change: 2009 Shift Index”
2- John Hagel III and John Seely Brown – “Productive Friction: How Difficult Partnerships can Accelerate Innovation”, Harvard Business Review, 2005
22. A Simple Activity Model
Source: “Enterprise modeling of a project-oriented fractal company for SMEs networking”, Canavesio, Martinez (2007)
23. Project-Oriented Network
Analyzer Planner
Reporter
Monitor Executor
Knowledge Base
Managed End or Means
Team Unit
Source: “Enterprise modeling of a project-oriented fractal company for SMEs networking”, Canavesio, Martinez (2007)
24. shared or group intelligence that emerges
from the collaboration and competition of
many individuals and appears in
consensus decision making
From www.wikipedia.com For more on CI: cci.mit.edu
27. Collaborative Innovation Networks (COINs)
• Interaction of like-minded, self-motivated
individuals who share the same vision
• Innovative ideas …..charismatic leaders, and a
group of highly motivated collaborators
• A broad range of skills and expertise
• Not necessarily the corporate hierarchy
• Work outside of the formal organization
• Initially invisible
• Want to be part of the innovation that “will
change the world.”
28. Collaborative Learning Networks (CLN)
• Community made of people inclined to share
knowledge and practices
• Benefit reciprocally from personal mastery and
the collective knowledge accumulation of a group
of attitudinally similar people.
• Is aggregated to discuss the new idea
• Learn by exchanging information and experiences
about the purpose or the application of the new
idea
• Work in a collaborative way on development of
new ideas
29. Collaborative Interest Networks (CIN)
• Composed of people who have the same
interests but don’t perform common work in a
virtual team;
• Community is very frequent on the web,
• Has a lot of silent members, who keep
information from web sites, portals, forum, and a
few active members who are inclined to share
their knowledge and experiences within the
community.
• The diaphragm that separates and links the
innovation to the real world.
36. Resources
• “The Design of Business” – ISBN 9781422177808
• MIT Center for Collective Intelligence
– cci.mit.edu
• Innovative Collaborative Knowledge Networks
– www.ickn.org
• “Swarm Creativity” - ISBN 0195304128
• “Coolhunting” - ISBN 0814473865
• “Marketing Metaphoria” - ISBN 9781422121153
• “Enterprise modeling of a project-oriented fractal
company for SMEs networking”
– Canavesio, Martinez (2007) Michael Hruska, CEO
mike@problemsolutions.net
@mikehruska
www.problemsolutions.net
Notes de l'éditeur
Designing Learning NetworksThe Allentown School District organizes over 18,000 students, teachers, administrators and supporting staff. To take their many challenges head-on, Allentown School District began employing social media as an internally focused sharing and learning solution for its administrators, faculty and staff. Initial goals are very straightforward: break down the cliques and silos, reduce misinformation and identify cross-functional areas of opportunity for collaboration to generate educational, operational and administrative improvements. The organization is tackling the inherent challenges that come with any new communication technology, including balancing the needs of sharing while considering the sensitivity of information and scale of participation. Sharing across administrator, teacher and student boundaries is essential for holistic problem-solving, yet solving localized problems is sometimes easier solely contained within respective groups. Similarly, large groups of diverse problem solvers can produce innovative solutions, yet openness and trust can often form faster and better in small groups. Additionally, the need to extract and share data between compartmented segments, to optimize the network and its problem solving capabilities, can be challenging.
Design thinkingwhyPractical approaches to starting and growingTargets and frames for growing and scaling
Design thinkingwhyPractical approaches to starting and growingTargets and frames for growing and scalingThe organization is tackling the inherent challenges that come with any new communication technology, including balancing the needs of sharing while considering the sensitivity of information and scale of participation. Sharing across administrator, teacher and student boundaries is essential for holistic problem-solving, yet solving localized problems is sometimes easier solely contained within respective groups. Similarly, large groups of diverse problem solvers can produce innovative solutions, yet openness and trust can often form faster and better in small groups. Additionally, the need to extract and share data between compartmented segments, to optimize the network and its problem solving capabilities, can be challenging.
And most importantly, each of us can teach each other, we need to know who is like or unlike us ……>10k, >5k, >2k, >1k, >500, >200, >100, >50Existing SM solution?How many framed around learning?To find out how to make what we have betterTo know if we should start somethingTo find out what else is possible
Design is everythingcite the book: Marketing Metaphoria. Maybe put a QR code in the lower right corner for people to purchase the book from Amazon.
Connect resources: People to people and people to contentConnect the connectorsPush the journey
Throughput, information flow and infrastructureDeloitte quote
The flow of an organization is not the organization chart….How do I find the flow?How do we find the emerging flows?What are the most important flows?How do we encourage flows to continue?How do we create environments for flows to occur?
How do you negotiate the balance between people organizing how they want to organize and following this model?
EX Apple, Appstore, Iphone UsersA set of concentric communitiesWhere new knowledge is created and flows
The Klout Score is the measurement of one’s overall online influence. The scores range from 1-100 with higher scores representing a wider and stronger sphere of influence. The Klout Score is a factor of over 35 variables broken into three categories; True Reach, Amplification Score and Network Score. True Reach is the size of one’s engaged audience and is based on the followers and friends who actively listen and react to one’s messages.