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Social Media – Ignore or embrace?<br />Rick Mans - Social Media Evangelist<br />

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The World Wide Web has evolved from content oriented to interaction oriented over the past few years<br />Features<br />Features<br />Features<br />Web 3.0<br />Intelligence oriented<br />Features<br />Web 2.0<br />Interaction oriented<br />The Web guided by Common Sense<br /><ul><li>In a future phase it could connect databases and thereby make intelligent choices for the user

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Going from a Web of connected documents to a Web of connected data

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Less of a catalog and more of a guide

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Taking advantage of increasingly powerful computers that can quickly and completely scour the Web</li></ul>Web 1.0<br />Content oriented<br />The Web as a Platform<br /><ul><li>Nowadays in the second phase it can be used as a common development medium

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Modularity and Open Source provides the basis for continuous improvement

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Widespread participation through ease of use: people creating the content

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Fast, interactive, and personalized

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Network-based and community-centric</li></ul>The Web as a series of Static pages<br /><ul><li>The World Wide Web start-up phase focused on building the Web and making it accessible

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Setup of protocols, standards and languages

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Creation of Web sites, Web browsers and key portals by organizations

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Internet access through Internet Service Providers </li></ul>Time<br />

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The Internet and its attendant array of consumer devices, networks and content sources have fundamentally changed how customers, employees and partners expect to interact with the enterprise (Gartner CIO survey 2008/2009).<br />

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HireSmarter<br />

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Ernst & Young can reach out to more than 35000 potential new hires and recruiters on Facebook within minutes.<br />

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Don't rule someone out just because they once posted a drunken picture; you'll quickly rule out most hires under age 30. Look for patterns of good or bad judgment; an upbeat or a complaining personality; writing style and issue knowledge; and most crucially, positive or negative comments from other people who talk about them.<br />http://www.sxc.hu/photo/557070<br />

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Work is the place where I useoldtechnology<br />Perception<br />

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4 mythsaboutblocking<br />

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The worldalwayschanges<br />

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Social tools a disruptive technology?<br />Managers were afraid Excel was to stimulate workers to make sports- or grocery lists during work hours<br />

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The 4 myths<br />Blocking will increase the productivity of the employee<br />We will save a lot of money since our employees are wasting the bandwidth<br />No issues with downloaded inappropriate content / malware<br />Our reputation is at risk if our employees are online.<br />

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You only block Internet access when you are afraid to talk with your employees about their behavior. Preventing behavior does not solve your problems, it will prevent them just for a short period of time.<br />

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The Value of Social Media<br />ROI?<br />

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Extending the social network to include ex-employees and suppliers can provide a high quality pool for recruitment<br />Derived Benefits<br />Company<br />Web 2.0 Initiative<br />Tangible – Improved Planning and Collaboration <br />Through Reduction in Number of Silos and <br />Involvement of External Parties <br /><ul><li>Those not directly involved in the design process can prepare in advance for the impact of a product because they can see what is coming in the pipeline in advance and the business thinks less in silos

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Increased involvement of external stakeholders and parties improves the quality of design</li></ul>Intangible – Improved Supplier Loyalty<br /><ul><li>The external collaborators feel more a partner than supplier and this will make working with Playstation more attractive

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Playstation is a subsidiary of Sony and are a manufacturer of both portable and home games consoles

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They also control a series of gaming software houses</li></ul>Internal Wikis<br /><ul><li>Wikis are widely used within Playstation

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They were set up to help executives keep in touch with other employees

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In addition, the wikis aimed to ensure that everyone in the organisation is better informed about new products were being developed and how this development was progressing

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External partners, such as video editors, technical writers and musicians were encouraged to use the blog</li></ul>Derived Benefits<br />Company<br />Web 2.0 Initiative<br />Tangible – Easier and Cheaper Recruitment Through <br />Alumni Networks and External Networks Bringing <br />Competitor Knowledge into Company<br /><ul><li>10,000 former and current employees signed up on the site

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14% of the company’s new hires come from the alumni network saving on expensive head-hunter fees

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Hiring back previous employees is less risky and they bring outside knowledge back into the company on its competitors</li></ul>Intangible – Cultural Fit of Re-Hired Employees<br /><ul><li>Employees on the network are likely to fit KPMG’s culture so they are easy to hire back

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KPMG is a global accounting and consulting firm

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Their business is broadly split into Audit (accountancy), Tax and Advisory (which includes some management and investment consulting)</li></ul>Social and Alumni Network<br /><ul><li>KPMG launched an online alumni network, which took a similar form to a social networking site in that each member had a profile

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The front page listed company news, networking events and job opportunities

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The site allowed old employees to stay in touch with one another and those still in the company</li></li></ul><li>Collaboration on projects can be highly beneficial to companies, even if this collaboration is informal <br />Derived Benefits<br />Company<br />Web 2.0 Initiative<br />Tangible – Faster Product Development and Less <br />Duplication of Work<br /><ul><li>600,000 specifications are linked globally with 8,000 employees using the wiki system

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P&G found 1,000 dyes or colorants globally, with dozens for blue alone. Consolidating these to a standard palette globally saved money. A similar story was found in adhesives used across the company

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The ability of other researchers to keep abreast of others’ work speeds product development as they can collaborate more or use one another's ideas in their own work

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Proctor and Gamble are a diverse global consumer products firm

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Products ranging from dusters to toothpaste</li></ul>Wiki<br /><ul><li>P&G set out to improve the productivity of its R&D process

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The aim was to decrease the perfectionist and siloed mentality of its researchers and involve more outsiders

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This was achieved through the use of Product Lifecycle Management software which took researchers’ reports and put them into an online wiki for access by all</li></ul>Derived Benefits<br />Company<br />Web 2.0 Initiative<br />Tangible – Reduction in Email Traffic Freeing Up Time, <br />Improved Collaboration on Projects all at Low Cost<br /><ul><li>The number of entries in the blogs and wikis are a clear indication that people are collaborating on this infrastructure and using less email as a result so others do not waste time deleting unwanted emails

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The governing body take on responsibility in addition to their main roles so no additional staff are required to run and govern this infrastructure</li></ul>Intangible – Improved Employee Satisfaction<br /><ul><li>Employees enjoy the responsibility and profile of being on the governing board and contributing the blogs and wikis being read by their colleagues

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Motorola are a global telecommunications firm specialising in mobile communication technologies and consumer devices such as mobile phones</li></ul>Wikis, Blogs and Collaboration <br /><ul><li>Motorola created an entire collaboration infrastructure

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There are more than 2,600 active blogs

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There are 3,200 wikis online

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Platform managed by 250 part-time volunteers, split by their responsibility for different subject areas

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Members of the governing group meet on a bi-weekly basis to provide oversight and direction to the tools

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Traffic has been diverted from traditional email to these systems</li></li></ul><li>Opening your organisation’s innovation responsibility to all (including your customers) can provide a wealth of new ideas <br />Derived Benefits<br />Company<br />Web 2.0 Initiative<br />Tangible – Improved Information Quality<br /><ul><li>Despite the unpopularity of the open peer review system with more senior staff, Intel noticed that it was “shaking things up” and quality of content and thinking on Intelpedia improved due to the peer reviewing taking place of submitted articles </li></ul>Intangible – Employee Satisfaction and Loyalty<br /><ul><li>The system could motivate more junior staff who see their ideas and thinking incorporated in Intel’s knowledge base

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Job satisfaction from seeing article on Intelpedia to which you contributed

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Intel are the world’s largest computer chip manufacturer

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Their chips can be found in anything from desktop PC’s to laptops to mobile phones to networking products</li></ul>Wiki<br /><ul><li>In 2005, Intel launched Intelpedia which was an internal Wiki site to which any employee can contribute

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The peer reviewing nature of a wikipedia meant that some employee feathers were ruffled, as they didn’t like their entries being edited by their peers – especially those more junior

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Within a year Intelpedia had amassed 5,000 of content and generated 13.5m page views</li></ul>Derived Benefits<br />Company<br />Web 2.0 Initiative<br />Tangible – Low Costs of Running Business Operations<br /><ul><li>Few staff are needed to run eBay as the content is generated by users

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In the eBay community customers also generate new ideas and guides to help other users reducing the pressure on eBay to hire staff to do this</li></ul>Intangible – Improved Idea Generation<br /><ul><li>Content of blogs constantly gives eBay new ideas to draw on, whether these ideas come from customers or actual paid staff it does not matter

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eBay are the world’s largest online auction site</li></ul>Wikis, Blogs, Discussion boards, Chat Rooms, Mobile<br /><ul><li>There is little distinction between the company and its customers

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In June 2006, eBay added an “eBay community” to the website which included wikis and blogs creating discussion boards, group, answer centres, chat rooms, reviews and how to guides

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EBay also has a robust mobile offering including SMS alerts, WAP site and J2ME clients available for some markets</li></li></ul><li>At the end of 2009<br />13,339 content pages<br />13,874 files uploaded. <br />38,934,813 page views<br />240,383 page edits.<br />6.77 average edits per page<br />161.97 views per edit.<br />30,928registeredusers<br />

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Maturity Levels in the use of Yammer <br />Value formula<br /><ul><li>If the network is full of listeners, no value will be created

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If the network is full of contributors a huge potential value is created </li></ul>Increased maturity<br />The full value of Yammer is realised only if the majority of the users are truly contributing to its content.<br />

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Yammer is an add-on to other existing tools for knowledge sharing<br /><ul><li>We will continue to use existing tools for knowledge sharing and information gathering

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Yammer is brilliant for reaching out and sharing information with colleagues outside your daily network

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Use Yammer as a search tool: Links posted on Yammer will guide you to other sources of information</li></ul>Sources of information<br />Internal document strucure<br />Intranet<br />Internet<br />E-mail<br />

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CG Yammer stats<br />

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Day One 8am starting a brand new sales job, needing to get up to speed fast<br />Eager to find out more about the new product, the marketplace, and who the key people are to know<br />Reviews the list of people with the “connections” tag<br />“Evangelist”…sounds promising<br />Clicks on “connections” to see who else has tagged themselves with that subject<br />Updates profile tags with new product name and other focus areas<br />“Product Designer”…maybe, but might be too ‘techie’<br />“Director”…why not start at the top?<br />Clicks on Ronnie to learn more<br />24<br />Simple Use Case<br />

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Simple Use Case<br />Can easily pivot across Ronnie’s:<br /><ul><li>Communities,

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Blogs

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Bookmarks (e.g. ‘dogeared’ pages)

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Activities

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all from her Profiles page</li></ul>Decide to check out her bookmarks in Dogear first<br />Looks like this is the right person to get started with<br />Could call direct right now or instant message, but… don’t really have that much to say to her yet<br />Decide to research using some of Ronnie’s online resources linked off her Profile<br />25<br />

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Simple Use Case<br />Can immediately see a wealth of relevant information that Ronnie has bookmarked<br />Clicks through some articles to understand more about what she thinks is important<br />Can also see other people who have bookmarked similar content<br />Makes a mental note to circle back and check out these people later<br />Decides to Subscribe to Ronnie’s bookmarks in order to stay up to date with what she’s reading<br />From now on, will get notified via a feed when new content is added<br />26<br />

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Simple Use Case<br />See what the community is about, and what content people are interested in<br />Wow, there is an entire Community of people focused on Lotus Connections<br />Returns to Ronnie’s Profile to continue looking at the 360 degree view by seeing what Communities she is a part of<br />Decide to join the community and get plugged in<br />27<br />

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Simple Use Case<br />Great info and you can sense the passion about her work and the core principles used is developing the product<br />Can now easily contact Ronnie to start talking about the value I can bring to her team from the Sales side of things<br />But even without contacting her, I already have the benefit of her recent research, her online discussion, and the important content from the Communities she is a part of<br />Can subscribe to her blog as well to get updates when she posts new entries<br />Finally, decide to look at Ronnie’s blog and see what her point of view is ‘in her own words’<br />Definitely want to know what she thinks about “team collaboration” <br />Clicks to read the article and comments<br />28<br />

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Social business<br />Organizational design, Business transformation, Performance, conduct and behaviour management, Human resources (or workforce) analysis and the management of workforce personal data, Training & development <br />

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Rick Mans<br />rick.mans@capgemini.com+31 6 512 10 144http://twitter.com/rickmanshttp://www.linkedin.com/in/rickmans<br />