1. SIKM Leaders Call
21. May 2013
Frank Leistner
Featuring
Gordon Vala-Webb
Taking Knowledge Flow Management
to the next Level with Social Media

2. „Refusing to Communicate by Social Media Will Be as
Harmful to Companies as Ignoring Phone Calls or
Emails Is Today“
Gartner
„Improved communication and collaboration through
social media could raise the productivity of interaction
workers by 20 to 25%“
McKinsey
„Collaboration is critical for success“
Harvard Business Review
Collaboration and Social Media

4. Agenda
• Enterprise Social Networks - Why Now?
• Case Study 1 – SAS - The Hub
• Case Study 2 – Innovation at PwC
(Gordon Vala-Webb)

5. Agenda
• Enterprise Social Networks - Why Now?
• Case Study 1 – SAS - The Hub
• Case Study 2 – Innovation at PwC
(Gordon Vala-Webb)

6. Enterprise Collaboration – Why now?
 Innovation based on Interaction and
Collaboration
 Employee Expectations
 „Want something as easy as Facebook“
 i.e. Yammer (viral bottom-up)
 Concern with Loss of intellectual property
 Discussion of company internals externally (i.e.
Facebook, twitter)

7. Bridging Silos of Knowledge

8. Limits to Codification Strategies
 Time and Priority
 Complexity
 Agility and Speed

9. Knowledge Knowledge
Information Information
Knowledge Knowledge
Knowledge Flow Management
Better flow via Enterprise Social Networks (ESN)

10. «Make-Them» vs. «Enable the flow»
Work on Reducing the Barriers

11. Multiple Motivational Drivers
T1
T2
T3
T5
T4
Many reasons to
participate

12. Knowledge is Power

13. Network is Power

15. Agenda
• Enterprise Social Networks - Why Now?
• Case Study 1 – SAS - The Hub
• Case Study 2 – Innovation at PwC
(Gordon Vala-Webb)

16. SAS
 Leader in Business Analytics software and services
 Uninterrupted growth since 1976
 2012 Revenue : $2,87 billion
 2012 R&D Investment: 25% of revenue

17. Collaboration
SAS:
 13500 Employees
 400 offices in 56 countries
 Customers in 134
countries

18. 600+ Blogs
1Mill Reads
Social Media at SAS – Not New
Micro-
Blogging
Soc.
Bookmarking
F+E
Wiki
Video
Chat/Sharing
Soc.Med
Manager
Soc.Med
Guidelines
Facebook
LinkedIn
Twitter
Ext. Blogs

19. Key Aspects of the New Platform
Flexibility
Future Value
Global Fit
Coexistance
Integration
Feasbility
Cost

20. Getting Started
 Pilot group
 „Early Adopters“
 Marketing, Marketing, Marketing
 Sponsor awareness: „more than a Project“
 Community Leadership
 Mobilize your Social Media Experts
 I.e. Blogger as „Evangelists“

21. The Result– The Hub

22. Access - Anywhere - Anytime
iPhone / Android
iPad
Desktop/Web

23. ESN – Launch Phases
 Platform used – Socialcast by VMWare
 3 Phases
1. Pilot (Socialcast-Server)
2. Test environment (internal)
3. Production Launch
 …but…Phase 2.5: Viral spread
 1000 users after first week
 Comms picked up the ball «Early Adopter» -Phase
 In 3 weeks 2600 registered – Official Launch (Feb. 2011)
 Now more than 9500 Users

24. ESN - Introduction – Support
 Executives
 CEO Jim Goodnight encouraged participation
 Co-Owner John Sall – founded statistic group in Week One
 Blogger
 Social-Media Activists (Poweruser)
 Community-Leaders (CoPs)

25. Working on Barriers
 Understand them
 Analyze them
 Visualize them
 Reduce them
 Towards Simplicty – i.e. Integration

26. Integration - Web

27. Integration - SharePoint

28. Integration - WebCasts

29. Key Success Factors - Starting
 Degree of Social Media experience
 Management buy-in
 (simple) Guidelines
 Marketing
 Training (Portfolio)
 Business and Work-Life-Topics

30. Key Success Factors - Longterm
 Community Management
 „Pulse“ vs. „Launch and forget“
 Listen  Adjust
 Dynamic group/community structures
 Quality through «aging»
 Top Management
 Sponsoring  Participation

31. Gradually vs. Big Bang: The „Pulse“
 Start with some smaller plattforms
 Build Momentum
 Marketing – Announcement
 Have users choose the name  Branding

32. Roles
 Community Manager
(open, enthusiastic)
 Sponsors
 Executives
 Middle Management
 Individual Users
 IT – pragmatic – quick turnaround
 Internal Communications

33. The «social» side of Social Media
 Groups: Sport, Hobby, Technology
 Business-Relevance? – Yes, potentially indirect!
 Communication
 Build Trust
 Translates into trust in business communication
 Reduces entrance barriers

34. Getting Started
 Participation of all participating groups
 Collaboration from the start
 Understand individual motivations
 Requirements - Voices
 Top-Down – “Push” not a good
Motivation
 Not an internal marketing platform
 Better – platform for all employees

35. Finding the right technical „Solution“
 „Simplicity“ as guiding principle
 Go for smallest common denominator
 Don„t necessarily follow the „Experts“
 Longterm focus – interativ, growth
 Budget – more than just Technology (blue) – needs
Initiative Support (red)

36. Measure - Activity
 Activity
 By division – by country
 Tendencies – Growth
 Topics
 Networking (follower networks)

37. Measure - Value
 Quantative measures are only part of the
story
 Employee Surveys
 Informed? Connected? Value?
 #hubvalue tag – success story collection
 Events – i.e. Global «Innovation-Day»
 #idea tag to capture ideas and innovations

38. Summary
 Enterprise Social Networks (ESN)
 Connecting Organizational Silos
 As a platform for conversations and collaboration
 Ad-Hoc Knowledge Sharing and Discovery
 It is more than a project
 Involve all Stakeholders early
 Training and Marketing are essential
 Use your internal „Evangelizers“

39. 39
„Ultimately, the power of social technologies
hinges on the full and enthusiastic
participation of employees“

40. MasterKnowledgeFlow.ch
„The mind is not a vessel to be filled
but a fire to be kindled“
Plutarch, AD 46-120, Greek Essayist
Frank.Leistner@4fifa.de
Wiley, 2012
Twitter: @kmjugger
ConnectOrgSilos.ch
Wiley, 2010

41. Agenda
• Enterprise Social Networks - Why Now?
• Case Study 1 – SAS - The Hub
• Case Study 2 – Innovation at PwC
(Gordon Vala-Webb)