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SOCIAL 
NETWORKING 
FOR 
WORKPLACE 
INNOVATION 
A/PROF KAI RIEMER 
THE UNIVERSITY OF SYDNEY 
BUSINESS SCHOOL
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
Yammer screen shot 
Kai Riemer - ERCIS lunch time seminar - 10/7/2012, Muenster
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
“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
Start-up Neglect Excitement Productivity 
Critical 
mass 
Engage-ment 
Message count Total user number 
All messages 
What’s Self-referential 
that? I’ve seen 
better! 
That’s 
interesting! 
It’s useful, try 
it! 
How do I 
cope? 
Can’t do 
without! 
What’s 
appropriate? 
Widening gap signifies 
Increase in productivity. 
How does it 
work? 
Risk of 
failure 
t 
{Social Network Emergence Process - SNEP model © Riemer et al. 2012, The University of Sydney} 
THE UNIVERSITY OF SYDNEY 
BUSINESS SCHOOL 
DR KAI RIEMER 
SNEP 
Download full report from here. 
SOCIAL NETWORK 
EMERGENCE PROCESS
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
S O C I A L 
Socialising Organising 
Crowd 
sourcing 
Information 
sharing 
Awareness 
creation 
Learning 
& Linkages 
Social 
praise 
Informal 
talk 
Work 
coordination 
Meeting 
organisation 
Problem 
solving 
Idea 
generation 
Status 
updates 
Event 
notifications 
Discussion 
& Opinion 
Make the 
connections. 
Learn about 
others. 
Build common 
ground. 
Input 
generation 
Document 
storage 
{The S.O.C.I.A.L. Use Case Framework © Riemer & Richter 2012, The University of Sydney: http://ses.library.usyd.edu.au/handle/2123/8845} 
Download full report 
ESN Research @ USYD Business School 8
Deloitte AU: 
Knowledge-intensive work practices 
Yammer as a space for… 
Information-sharing 
Crowdsourcing ideas 
Problem-solving & 
locating experts 
Context & 
Relationship building 
Knowledge practices: 
() 
( ! ) 
( ? ) 
(@) 
Providing input 
Creating new 
knowledge 
Harnessing 
existing knowledge 
Building the 
social fabric 
1 
2 
3 
4 
Input from external sources 
is a key ingredient of any 
effective knowledge work. 
Information sharing is the 
basis for serendipity. 
The user group is drawn on 
for ad-hoc crowdsourcing 
of ideas. These online 
brainstorming sessions allow 
users to express ideas freely. 
Users draw on the dispersed 
expertise of the user group. 
Problems are solved and 
access to resources and 
experts is facilitated. 
A shared background is the 
basis for all knowledge work 
to happen. People get to 
know each other and build a 
shared context & awareness. 
© Riemer et al. (2012), The University of Sydney: full report online: http://hdl.handle.net/2123/8352 
ESN Research @ USYD Business School 9
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

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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
  • 6. Start-up Neglect Excitement Productivity Critical mass Engage-ment Message count Total user number All messages What’s Self-referential that? I’ve seen better! That’s interesting! It’s useful, try it! How do I cope? Can’t do without! What’s appropriate? Widening gap signifies Increase in productivity. How does it work? Risk of failure t {Social Network Emergence Process - SNEP model © Riemer et al. 2012, The University of Sydney} THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL DR KAI RIEMER SNEP Download full report from here. SOCIAL NETWORK EMERGENCE PROCESS
  • 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
  • 8. S O C I A L Socialising Organising Crowd sourcing Information sharing Awareness creation Learning & Linkages Social praise Informal talk Work coordination Meeting organisation Problem solving Idea generation Status updates Event notifications Discussion & Opinion Make the connections. Learn about others. Build common ground. Input generation Document storage {The S.O.C.I.A.L. Use Case Framework © Riemer & Richter 2012, The University of Sydney: http://ses.library.usyd.edu.au/handle/2123/8845} Download full report ESN Research @ USYD Business School 8
  • 9. Deloitte AU: Knowledge-intensive work practices Yammer as a space for… Information-sharing Crowdsourcing ideas Problem-solving & locating experts Context & Relationship building Knowledge practices: () ( ! ) ( ? ) (@) Providing input Creating new knowledge Harnessing existing knowledge Building the social fabric 1 2 3 4 Input from external sources is a key ingredient of any effective knowledge work. Information sharing is the basis for serendipity. The user group is drawn on for ad-hoc crowdsourcing of ideas. These online brainstorming sessions allow users to express ideas freely. Users draw on the dispersed expertise of the user group. Problems are solved and access to resources and experts is facilitated. A shared background is the basis for all knowledge work to happen. People get to know each other and build a shared context & awareness. © Riemer et al. (2012), The University of Sydney: full report online: http://hdl.handle.net/2123/8352 ESN Research @ USYD Business School 9
  • 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