My presentation at the Intranets2012 conference in Sydney, Australia this week. I explore how intranets are becoming more social and driving business opportunities and value.
2. Collaboration Strategy Process for T. Rowe Price
Social Business by Design
ā¢ Published May, 2012
ā¢ From John Wiley & Sons
ā¢ The deļ¬nitive management
strategy guide and handbook
on social business.
ā¢ Based on real-world
experience.
ā¢ The most complete and
business-focused statement
on what social business is
and why itās strategically
vital.
ā¢ Recently #1 in Amazonās Hot
New Releases
ā¢ Companion Web site at
http://socialbusinessbydesign.com
Ā® 2010 Dachis Group. Conļ¬dential and Proprietary 2
3. Introduction
Spring 2012
Dion Hinchcliffe
ā¢ ZDNetās Enterprise Web 2.0
ā¢ http://blogs.zdnet.com/Hinchcliffe
ā¢ ebizQās Next-Generation Enterprises
ā¢
http://www.ebizq.net/blogs/enterprise
ā¢ā¢ EVP of Strategy
http://dachisgroup.com
ā¢ mailto:dion.hinchcliffe@dachisgroup.com
ā¢ : @dhinchcliffe
Ā® 2012 Dachis Group 3
4. Overview
ā¢ Examination of social computing strategies
ā¢ With a focus on Enterprise 2.0 and social
intranets
ā¢ Pragmatic exploration of how they can best
promote effective business results
ā¢ Weāll look for evidence of which techniques
work best.
ā¢ Weāll talk about how to realize them.
5. Intranet Congress
The Social Business Council
ā¢ Over 200 large ļ¬rms
ā¢ Practitioners of
Social Business and
Enterprise 2.0
ā¢ Only companies with
over 10,000
employees (in
Europe 5,000)
ā¢ Our research and
insight into these
hundreds of ļ¬rms
drive best practices
and lessons learned
Ā® 2010 Dachis Group. Conļ¬dential and Proprietary
8. Intranet Congress 2011
The drivers for next-generation business
ā¢ Pervasive global connectivity
ā¢ New friction-less interaction
platforms
ā¢ Focus on network effects
ā¢ Information superabundance
ā¢ Inherent transparency,
openness, and broadcast
ā¢ The rise of social capital
10. The Map of Social
Business Opportunity
Innovation Creating new rapid
Growth
Leveraging Innovation growth online products
ā¢ Product Incubators powered by:
ā¢ Open Supply Chains ā¢ Peer Production
ā¢ Product Development 2.0 ā¢ Jakobās Law
ā¢ Some Rights Reserved ā¢ The Long Tail
ā¢ Blue Ocean
ā¢ Network Reinventing the
Fostering Effects customer relationship
Innovation to drive revenue:
ā¢ Internal Innovation Markets ā¢ Customer Communities
ā¢ Open innovation ā¢ Customer Self-Service
ā¢ Database of Intentions ā¢ Marketing 2.0
Current
Business
State Driving costs down through
Change Management
ā¢ Transformation Communities less expensive, better 2.0
ā¢ 2.0 Education solutions:
ā¢ Capability ā¢ Lightweight IT/SOA
Acquisition ā¢ Enterprise mashups
Improving ā¢ Expertise Location
Business Remodeling productivity and ā¢ Knowledge Retention
and Restructuring access to value:
ā¢ BPM 2.0 ā¢ Enterprise 2.0
ā¢ Employee Communities ā¢ Open APIs
ā¢ Cloudsourcing ā¢ Crowdsourcing
ā¢ Pull Systems ā¢ Prediction Markets
Transformation Cost Reduction
11. The 50 Foot Collaboration Rule
ā¢ Workers are not likely to
collaborate very often if they are
more than 50 feet apart:
Take Away:
Surmounting this
obstacle is now
ā¢ Even with traditional electronic possible with newer
aids such as telephone, e-mail, and collaboration
remote video techniques
12. Motivation and Trends
ā¢ Knowledge workers currently spend 20% of their
time looking for the information they need to do
their jobs (1 day a week) Source: Forrester
ā¢ Intranets have frequently failed to address the informational and collaborative
needs of workers. Most are relatively static and infrequently updated.
ā¢ Approximately 42% of the economies of developed nations are ātacit
interactionsā, meaning complex collaborative problem solving carried out by
knowledge workers. Source: McKinsey
ā¢ Organizations that adopt new collaborative tools like social for several years
see the amount of reusable knowledge grow much more rapidly that before.
Source: Jive
ā¢ Between 80%-90% of the information that organizations have spend hundreds
of billions collecting in IT systems over the last 30 years is inaccessible by
most workers. Source: Various including Gartner, IDC, others
Goal: Address these issues and make information
easier to ļ¬nd/share as well as faster to access while
also improving knowledge ļ¬ow between associates.
13. Other drivers of social IT and business
ā¢ Drivers
- Downturn
- Growing Tech/Business Gap
- Low IT success rates
- Costly solutions
- Failure of centralization
13
14. What are the key elements
of a social intranet platform?
ā¢ A holistic social view community that meets
business needs
ā¢ Software that puts people and their
relationships at the core of their function
ā¢ User proļ¬les that list all of the connections you
have with others
ā¢ Activity streams that display an ongoing set of
events and messages taking place in your
social environment
ā¢ Other social applications that makes most
activity public by default
15. Driving the Agenda:
Todayās Social Networking
Landscape
Uniļ¬ed Comm 2.0
Public Social Networks
Interaction and Social Business
Worker Us
Online
Community Trust, Engagement, Reputation
Customer
Microblogs Communities
Community Mgmt Social Web Tech &
Standards
E2.0 Workļ¬ow The Social Web 1-2 billion
B2C
E2.0 Compliance
B2B
people
Trading World Wide Web
Business
Partners Customers + Public
17. The Evolution of the
Enterprise Intranet
Theme Social operating system - Social apps
ā¢ Peer information sharing
2.2 drive internal and external work
ā¢ Collective intelligence
ā¢ Social business solutions
2.1 Social networking - User proļ¬les,
activity streams, and microblogging
2010s
Basic social features such as limited
2.0 blogs, wikis, and discussion forums
Most Enterprise portal - Integrated identity, Theme
organizations 1.5 content, and applications ā¢ Content management
are here ā¢ Self-service
today ā¢ Productivity apps
Corporate apps - More complex
1.4 transactions like eHR and self-service
1.3 Help desk with simple transactional
features (employee directory)
2000s
Corporate newsletter with news
1.2 items & simple doc management Theme
ā¢ Basic intranet presence
Bulletin board with basic
1.1 company communications
ā¢ Informational directories
ā¢ Content push
Welcome page with essential
1.0 company information
1990s
From http://blogs.zdnet.com/Hinchcliffe
20. A Social/Collaborative āDashboardā
Ad Hoc Process-Oriented Content-Oriented
A Due
Due
Soon
Social
Soon
Objects
Future
(Content Types)
Future
My Activity My My Recent ā¢ Most common content types
Stream Workstreams Social Objects (reports, support cases, new
product ideas, project
documents, etc.)
What Matters My Trending Events
ā¢ Decorated with metadata
(categories, tags, etc.)
ā¢ Attention stats
ā¢ Discussion, rating, and ranking
Main Focus: ā¢ Versioning
ā¢ Central focus for daily work
Workforce ā¢ Safety net for structured processes
ā¢ Accounts for all three major types of
Activity work activities (ad hoc, process-
related, and doc-centric)
21. ā¢ Easily accessible social content repository (intranet)
ā¢ Created through ad hoc, process-oriented, and content- Main Focus:
oriented activities in social tools or ofļ¬ce productivity docs
ā¢ Makes discovery and reuse of intranet content very easy Business Knowledge
(creates high ROI)
repository
metadata
tag
cloud
Social Intranet Find
B Content tree
browser
search
engine
Create Version Request
Edit Organize Discuss
Activity Stream
ā¢ Status updates and microblog posts from associates
ā¢ Narration of all work with social objects
ā¢ Trending business events
22. Becoming part of an ecosystem
The strategic application High value, high scale,
of social computing to cost effective, and
enterprise challenges: emergent business
Social Business Design Dynamic Signal outcomes
Hivemind
Metaļ¬lter Ecosystem
Social
Busine
enterp
rise ec s
osyste
m
s
rnet
t
ane
Inte
extr
customers +
world
net
business partners
a
intr
Web 2.0 integr
ated
vision
Crowdsourcing workers
Social Media Social CRM
Online Communities Enterprise 2.0
The signiļ¬cant social computing trends of the last half decade
Source: Dion Hinchcliffe, Dachis Group, 2010 http://dachisgroup.com
23. Signiļ¬cant Recent Examples
ā¢ TransUnion - 50x ROI in high
value scenarios
ā¢ IBM - 29% reduction in e-mail
volume
ā¢ Siemens - Eliminating e-mail
entirely
ā¢ GE - Entire company has
transformed to enterprise social
media + UC
27. Dachis Group
30K
Enterprise 2.0 Story
25K
Go/No Go
Stand-Alone Decision for
Solution Global Launch 20K
Acquired Owners
Board Member
Sponsor
15K
Concept Pilot Launch
10K
connect.BASF
First Conceived by Expert 5K
Internal Think Tank Interdisciplinary Communities &
Team Advocates Launch User
Involvement Communication Base
2007 2008 2009 2010 2011
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
28. Dachis Group
ās End-to-End Social Business Effort
Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With
Salesforce CEO Marc Benioff at Dreamforce 2011
Stats: 6,600+ Workers | 10M+ Facebook Fans | 15,000 Partners
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
29. Dachis Group
The Burberry Lesson
ā¢ Social business leads to better connection
between workers and customers
ā¢ New types of sustained connections that result in
business value
ā¢ Wall Street analysts credit the fashion ļ¬rmās social
media strategy for a major rise in proļ¬t
21% Increase To The Bottom Line
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
30. Intranet Congress 2011
Case Study: Investment Banking
ā¢ Dresder Kleinwert Wasserstein
(DrKW)
ā¢ Used for Prof. Andrew McAfeeās
article introducing Enterprise
2.0
ā¢ Included both blogs and wikis
ā Uptake was not automatic
ā ādepended greatly on decisions made
and actions taken by managersā
31. Intranet Congress 2011
The DrKW Story
ā¢ Pioneers in the IT department at its London
ofļ¬ce sent a program called Socialtext to
several groups to see how it might be used to
facilitate different IT tasks.
ā¢ The wiki program spread so quickly that DrKW
then decided to launch its own corporate wiki.
ā¢ By October, 2006, the bank's 5,000 employees
had created more than 6,000 individual pages
and logged about 100,000 hits on the
company's ofļ¬cial wiki.
32. Intranet Congress 2011
Adoption Challenges at DrKW
ā¢ Initial efforts at Dresdner confused employees
and had to be reļ¬ned to make the technology
easier to use.
ā¢ More important than tweaking the technology
was a simple edict from one of the proponents:
ā āDon't send e-mails, use the wiki.ā
ā¢ Gradually, employees embraced the use of the
wiki, seeing how it increased collaboration and
reduced time-consuming e-mail trafļ¬c.
34. Intranet Congress 2011
DrKW: The Role Managers Played
ā¢ Providing a receptive culture
ā āIām not sure wikis would work in a company that didnāt already have 360-degree
performance reviewsā
ā¢ Offering a common platform
ā Reduced fragmentation and encouraged connections between different groups
ā¢ An informal rollout
ā Reduced constraints
and policy
ā¢ Managerial support
ā Leading by example
35. Intranet Congress 2011
Key Lessons Learned at DrKW
ā¢ Lesson #1: Viral adoption works. Once one group became
committed wiki users, both companies say, the trend inevitably
spread.
ā In March, 2006, the Dresdner Kleinwort wiki had 20,000 monthly hits. By October,
that number had quintupled, often because one unit convinced another to start using
wikis.
ā¢ Lesson #2: Simple, clear messages about the tools and participation
by leaders leads to the necessary behavior changes in employees
ā¢ Lesson #3: Not just better collaboration. A new type of
collaboration:
ā It was āa watershed moment to ļ¬nd a tool that orchestrates a virtual free-flowing jam
session of ideas across different groups and units within the companyāsomething
that's crucial for an organization that thrives on out-of-the-box thinking.ā
37. Intranet Congress 2011
Define Your Business
Problem(s) 1st
1 Select Your Social
Technology 2nd
38. Intranet Congress 2011
social capital
weak ties
2
Understand Why Social
Software Works and Focus
on Those Aspects
knowledge retention
network effects
39. Intranet Congress 2011
emergent metadata
social data ecosystems
3
Effective discovery is a central pillar
of a successful social workplace
engineered serendipity
social analytics
enterprise search
40. Intranet Congress 2011
guiding adoption
fostering a social culture
4
Invest in a robust community
management capability. Itās the
keystone of a social intranet
bringing groups in
silos together
41. Intranet Congress 2011
culture of sharing
narrating work
5 Everyone needs a little collaborative
literacy, make sure they get it.
observable workstreams
labeling for (re)discovery
42. Intranet Congress 2011
donāt overstructure
Social intranets arenāt like classical
6 enterprise software;
Actively encourage emergent and
unintended consequences
help users apply social tools in
new places
43. Intranet Congress 2011
integration governance
7
Pick the right social platforms;
social is not a single product.
Also, itās OK to get it wrong, once
shootouts
2-5 major tools
44. Intranet Congress 2011
Social
Intranet
8
Donāt make it optional.
Donāt make it a second class citizen.
Provide clear usage policies.
But it wonāt push out the old
ways of doing business. At ļ¬rst.
45. Intranet Congress 2011
Two wave adoption
9 āYou Can Skip the Pilotā; or
āYour Pilot Is Your Rolloutā
Go big
Learn a lot from early users
(just as long as theyāre your real users)
46. Intranet Congress 2011
Jakobās Law (Be Everywhere)
Users As Platform
10
Social intranets are a platform,
not an app.
Leverage the platform.
Build social business solutions