2. Using Enterprise Social Networks to
Today’sa n d d e v e l o p m e n t
support learning
lesson
Enterprise Social Networks
Current challenges to learning
What is an Enterprise Social Network (ESN)
Benefits in relation to learning and development
How to make an ESN work for learning and development
Conclusion
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4. The nature of work has changed
Hierarchies Networks
Artisans
~ 19th Century
21st Century
20th Century
Source: Jay Cross
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5. Industrial Revolution
Frederick Winslow Taylor
Scientific Management (1911)
Functional management
Standard methods
Enforced adoption
Organisational hierarchies
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6. Collaborative revolution
Increasing Dizzying rate of change
complexity
Work and learn smarter
in new and varied ways
Intangibles are
becoming the primary Learning embedded
source of value within normal
workflow collaboration
systems
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7. So what is Collaborative Learning?
• Knowledge is created through the interaction and
collaboration of individuals
• Everyone is a teacher and a student
• Driven by need and accountability
• Integrated into the flow of work
• Provides avenues for employees to engage
• Can be explicit or implicit
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8. Learning timeline
Traditional
training
Computer Collaborative &
aided training Social learning
Learning Informal &
management blended
systems learning
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9. How learning has changed
Individual learning
Collaborative learning
Formal learning
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10. Hierarchy Network
Passive student Active learner
Courses, workshops Conversation, discovery
Pull learning
Push learning
Competence
Grades Independence
Obedience
Knowledge is transitory
Groups
Unchanging knowledge
Alone
Others set the curriculum Learner defines content
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11. “Teach people how to fish or better yet,
teach them how to learn to fish
themselves.”
Harold Jarche
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12. What is an Enterprise Social Network?
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13. Mind the Gap
Consumer web The Enterprise
• New tools/behaviour • Trapped in email
• Transparency The enterprise • Legacy systems
• Easy to use is getting left • Old ways of working
behind and is • Not efficient
• Innovation
struggling to
• Easy to find, connect, • Command/Control
share, create, consume
adapt to current
changes in • Hard to navigate
• Evolving
behaviour and • Not adapting
• Bold technology • Scared
• Engaged
• Disengaged
• Collaborative
• Knowledge silos
13
14. • Email goes out to 5 Colleagues
• First user sends a direct reply
but does not copy in other 4.
• Another user sends a different
response but copies in
everyone.
• Originator replies but does not
copy everyone in.
• Another user replies to all but
does not realise that someone
else has said the same thing
because they have not opened
up that email yet.
• Originator sends direct email
back to let them know they
already have the answer.
14
15. Where do we learn?
Organisation Water cooler
Mentors
Learn from mistakes
Colleagues
Team
Performance
support
Formal learning
High performers
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16. "if only HP knew what HP knows,
we would be three times
more productive."
Lew Platt
Former chief executive of Hewlett-Packard (HPQ)
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17. Fundamental concepts
• Supports the concept of a rich user profile.
• Allows users to communicate with each other in a way that is
open and public by default.
• Is based primarily on relationships defined by organisational
membership not „friendship‟ (like Facebook).
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18. Enterprise Social Network
Focussed topic groups
Microblogging and discussions
Integration with
social networks People profiles
Mobile access Integration with
corporate systems
#
Files Tag cloud
Searching
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19. The three C‟s
Connect Contribute Cultivate
Build relationships Share your experiences Add
Community Share your insight Debate
Content Teach Innovate
Tools Build skills Comment
Experiences Build knowledge Improve
Necessary for your job Share ideas Application of ideas in
new contexts
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21. David - Sales
Follow
Products
Key Customers
Benefits:
• Customer / Product knowledge base Local Office
• Better informed about product offers
• Real time updates from ERP
• Connected to Local office
• Company Brand / Messaging Company Info
• Competitor Knowledge / Battle cards
• Increase Sales
Competitors
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24. Benefits of an ESN
• Keeping remote employees in touch • Social media monitoring
with the office • SharePoint integration
• Keeping distributed sites connected • Connections outside the enterprise
• Feeds from underlying systems • On-boarding
• Knowledge base • Spot, recognise and reward talent
• Searching • Flexibility and agility
• Breaking down knowledge silos • Innovation support
• Fewer meetings • Support enterprise culture
• Employee engagement • Drive more profitable behaviour
• Getting views from grass roots • Improved productivity
• Top down communication • Win more sales opportunities
• Lateral communication between • Brainstorm ideas
departments • Manage projects together
• Keeping in touch with industry • Solve customer issues
news/trends/legislation
• Connect with experts
• People profiles
• Collaborate without boundaries
• Focussed topic groups and
discussions
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25. Benefits for Collaborative Learning
• Creates knowledge through the interaction and
collaboration of individuals
• Everyone is a teacher and a student
• Copes with the increasing complexity of the enterprise
• Manages change
• Allows people to work and learn in smarter ways
• Driven by need and accountability
• Provides learning that is integrated into the flow of work
• Increases employees engagement
• No geographical or temporal boundaries
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26. Intangibles are
becoming the primary
source of value
Social capital and know-how
have replaced plant and
equipment as economic
value creators.
Enterprise Social Networks
provide the platform for
knowledge to be learned
and shared in an enterprise.
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27. The bottom line
$900 billion-1.3
trillion (annual
value that could be
unlocked via social
technologies in 2/3rds of that
4 sectors) value comes from
communication and
collaboration
20-25% improvement in between and across
knowledge worker enterprises…
productivity possible That‟s almost $600
billion-900 billion
Source: McKinsey, The social economy: Unlocking value and productivity through social technologies
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30. How to make an ESN work for
Learning and development
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31. It is about:
• Motivation
• Culture
• Behaviour
• Influencers
• Community Maturity
Remember:
the most effective solutions are content-centric,
not technology centric.
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32. It is NOT about:
• organizing and managing training for people – but helping teams
and groups to self-organize the approaches that will work for
them
• training people to use the social tools – but rather helping them
to use them in the context of carrying out their work, and in
doing so to work collaboratively and share their knowledge with
one another
• training people to be social – but modelling the new
collaboration and community skills that will be required
• tracking “learning” activity - but helping teams and groups
monitor their own productivity and performance improvements
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33. Conclusion
“If you have an apple and I have an apple
and we exchange these apples then you
and I will still each have one apple. But if
you have an idea and I have an idea and we
exchange these ideas, then each of us will
have two ideas.”
George Bernard Shaw
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34. Dr Andrea Corbett
Social Business Consultant
andrea.corbett@m-hance.com
www.esnsurgery.com
@DrACorbett
www.m-hance.com
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Notes de l'éditeur
Going from 19th Century to 20th and 21st with increasing complexity.How can we free the great potential of intelligence, creativity and energy that is exploding onto the business network but which is still trapped in the bureaucracy of modern organizations?today we find ourselves in a time very similar to the industrial revolution, a time of great confusion. And for those of us who work in the world of organizations, it’s easy to see that in all of this confusion, traditional values and managerial models are heavily involved.
transform people into machines; divided work tasks into segments; depersonalized,control the work place; standardize work sounforeseen events.This type of organization worked well when the theme of the business was repetition. It becomes a model that works far less well when the nature of the business is knowledge-based, striving for constant innovation, within an intangible environment.Now innovation, passion and initiative Not diligence, repetition and obedience.
Witnessing a dizzying rate of change - overwhelmed by the explosion of knowledge.Everything is getting hooked up to everything else - This increases complexity and makes business unpredictableIntangibles are becoming the prime source of value. Social capital and know-how have replaced plant and equipment as economic value creators.Sharing control among all stakeholders. How can we free the great potential of intelligence, creativity and energy that is exploding onto the business network but which is still trapped in the bureaucracy of modern organizations?Find information and turn it into knowledge at the point of need gives a key competitive advantageKnowing the right people to ask is more likely to lead to success than internally held knowledge or skill.
Studies show that over 90% of the knowledge we need to do our work is not in our heads. Knowing the right people to ask is more likely to lead to success than internally held knowledge or skill.Informal and social learning is about accidental and serendipitous, personal, group and organisation. Find information and turn it into knowledge at the point of need gives a key competitive advantage
More networked organisations – nature of work has changed enabled by interconnected people and technology.
Indeed as learning and working become much more closely integrated, “learning” will not be seen as a separate activity requiring separate, dedicated learning systems or platforms, but will become embedded within normal workflow collaboration systems.A new approach will also mean that L&D will broaden its role from one that is focused on traditional “training” to one that helps people work and learn smarter in many new and varied ways. Jane HartPeople have always learned from their local networks but now it is the scale that has grown. Technology allows the boundaries of geography, time, department etc to be broken down.
The social learning revolution has only just begun. Businesses that understand the value of knowledge sharingteamworkinformal learningjoint problem solving Investing heavily in collaboration technologyAre reaping the early rewards~ Jay Cross
Still very young so trying to categorise it is difficult. There are many different solutions out there so comparing them is difficult.
Studies show that over 90% of the knowledge we need to do our work is not in our heads. Knowing the right people to ask is more likely to lead to success than internally held knowledge or skill.Informal and social learning is about accidental and serendipitous, personal, group and organisation. Find information and turn it into knowledge at the point of need gives a key competitive advantageHow can we free the great potential of intelligence, creativity and energy that is exploding onto the business network but which is still trapped in the bureaucracy of modern organizations?Knowing the right people to ask is more likely to lead to success than internally held knowledge or skill.
Mckinsey estimate the productivity gains in the four sectors in the US, UK, Germany and France combined will total $1.6 to $1.9 trillion.consumer packaged goodsconsumer financial servicesprofessional services advanced manufacturingMcKinsey estimate that the total annual value creation potential of using social technologies to improve communication, coordination and collaboration is $600 billion to $900 billion.
Motivation:What the business needs from the communityWhat is in it for the userIT’s role – do you go cloud?2. Culture:value and reward group participation over individual winners, Culture comes not only from the values, trust and collaborative support of the company's leadership; it is driven by how well people support each other andvalue collective intelligence relative to individual contributions. 3. Behavior:about making sure day-to-day use of social media technology serves the company's goals in practice. May need training in collaborationstarts with a clear purpose for the community, And just because you build it doesn't mean they will come. "What's in it for me?" incentive 4. Influencers:Who are they?LeadersNot just management but trusted mentors, champions etc5. Community Maturity:the ability, interest and trust of a group of people to use social networking technologies at work. critical factor that leaders must plan for when crafting a community of purpose framework. Plan and budget for low maturity – may need extra resources, tap experience of high maturity companies.When maturity's high, explore new ways to foster greater and broader participation. relinquish decision-making control to the community.
It certainly does not sit well with most organisations’ traditional “command and control” mentalities. It’s estimated that 75 percent of enterprise-level organizations will do so in 2013The most effective solutions are be content-centric, not technology centric.NOT a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. 1) Encourage sharing.2) Capture knowledge.3) Enable action.4) Empower employees.