Dec 24, 2015
Goals of this sessionIdeas to support your enterprise social strategyMore questions, some answers
Non-GoalsReview a social consulting projectGeneral SharePoint adoptionDiscuss technology
What are your goals?No email initiatives → obsolete before plateau(Hype Cycle for Social Software 2012)
“The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.
Andrew Carnegie ”
Knowledge work is increasingIn general 25 to 50 percent - in some cases more - of the workforce is engaged in knowledge-based work
The basis of the operation
is the structure of
the activities.
The basis of the operation
is the knowledge of individuals.
Consumerizationof IT
Changing demographics
Democratization of media
More complex work
environments
Ignorance
Behavior
Power
Legacy
The work environment is changing
Your organization
You
Until now, we have used IT to automate people out of the equation.
Now we need to put them back and use IT to leverage our collective human capital.
How to collaborate?
How to share?
When to contribute?
Anything new?Who knows what?
I am a knowledge worker
Where to findstuff?
0.300.250.200.150.100.050.00
0 30 60 90 ... Separationdistance in feet
Tom Allen, MIT, 1977
Probability of communicating at least once a week
If we are more than 50 feet apart, we don’t collaborate
Strong ties lead to redundancy in ideas
I’ve got an idea!
Funny, I’ve got the same
idea.
“The Strength of Weak Ties”, Granovetter, 1973
Weak ties lead to a diversity of ideas
Did you know?
Didn’t know that, great idea!
“The Strength of Weak Ties”, Granovetter, 1973
The technology gap – too much broadcast and push
Apart
Together
ApartTogether
Time
Space
Intranet
Phone, SMS, Video Conferencing, Web Conferencing, IM
Bulletin board
Face to face
GAP!
Most of the barriers to group action have collapsed…We can have groups that operate with a birthday party's informality and a multinational's scope.
Clay Shirky, “Here Comes Everybody: The Power of Organizing Without Organizations”
”“
Psychology (Needs)
Sociology (Groups)
Technology (Tools)
Lewin’s Field Theory• Behaviour is a function of the field that exists at
the time the behaviour occurs
Behavior
Topology (Lifespaces
)
Designing for Social Norms (or How Not to Create Angry Mobs) Social norms emerge as people work out how a technology makes sense and fits into their lives
First impressions and early adopters matter
The “real name” culture on Facebook didn’t unfold because of the “real name” policy. It unfolded because the norms were set by early adopters and most people saw that and reacted accordingly. Likewise, the handle culture on MySpace unfolded because people saw what others did and reproduced those norms. When social dynamics are allowed to unfold organically, social norms are a stronger regulatory force than any formalized policy. At that point, you can often formalize the dominant social norms without too much pushback, particularly if you leave wiggle room. Yet, when you start with a heavy-handed regulatory policy that is not driven by social norms – as Google Plus did – the backlash is intense.
People don’t like to be configured. They don’t like to be forcibly told how they should use a service. They don’t want to be told to behave like the designers intended them to be. Heavy-handed policies don’t make for good behavior; they make for pissed off users. Source: Danah Boyd, http://www.zephoria.org/thoughts/archives/2011/08/05/design-social-norms.html
Designing digital lifespaces
Governance for groups
Rules are clearly advertised
Private places and selective access control
Violations of rules are caught
Delegated control (permissions and moderation)
Meet the individual’s needs. Success measures:
Identify and create incentives:• Access to expertise (communities of practice, support)• Gamification (badges, kudos, leaderboards)• Participate in non-hierarchical conversations
Identify and remove disincentives:• Lack of trust• Unfriendly (unwelcoming) attitudes• Fear of prejudice against social network participation
Understand the power and limitations of self governance
• Search• Basic search• People search• Algorithmic page/app content
• Recommendations• Metadata• #Hashtags• Contextual UX (including mashups)• Fluent review and navigation• Anywhere access
Use technology to improve relevance
Group-centric social
primary organization
business units, teams
secondary organization
v-teams, projects, committees
social communities
communities of practice
informal networks
friends at work
Formal groupsSocial groups
Social tools improve efficiency
Social tools support innovation and business transformation
User-centric social
communication preference
Yammer over email, Windows Phone over PC
new world of work
not bound by time and place – telecommuting, job sharing
reputation management
people profiles, people search, kudos
self expression
discussion forums, microblogging, status updates
Flexible workstyleDigital self
Social tools improve acceptance
Social tools improve engagement
App-centric social
contextual conversations
social content management, social CRM, social BPM
contextual feedback
social bookmarking, content rating, exception handling
collaborative decision making
BI for the masses
social search
Universal information access, people search
AugmentationTransparency
Social tools improve quality and relevance
Social tools improve knowledge management
Marketing-centric social
outreach
Social marketing campaigns, product launch support
influence
Corporate blogging, influencing the influencers, web presence
analytics
Correlation of signals, audience testing
customer dialog
Managed customer communities, community champions
PromotionUnderstanding
Social tools improve reach and impact
Social tools improve feedback and customer loyalty
• Current maturity• Need for change• Available technology• Executive sponsors• Target audiences• Budget
• Cultural fit• Expected lifetime• Governance• Scope• Time to value• Project ownership
Organizational ambition
Running social as a project (*)Predictive Practitioner $
avoid uncertainty, usage in one area (e.g. customer service), measure results with established tools
Clorox: Clorox Connects brainstorming with customers and suppliers.Find new experts for product development
Creative Experimenter $
embrace uncertainty, use small scale tests, listening to customers (incl. social media), driven by small budget
EMC: EMC/ONE helping employees network on projects.Finding resources, $40m savings (est.)
Social Media Champion $$
Large initiatives for predictable results, close collaboration incl. external parties, identify and enlist enthusiasts
Ford: Fiesta Movement campaign, customer field testing 100 cars 6 mo.$5m campaign raised awareness and generated 50k sales leads
Social Media Transformer $$$
large-scale interactions with external stakeholders, use the unexpected to improve your business by analyzing trends, large impact on the enterprise, requires major cultural changes
Cisco: Integrated Workforce Experience, ~”Facebook wall” for the enterpriseAccelerate time to trust, ease knowledge sharing with global teams
(*) Summary of HBR “What’s Your Social Media Strategy?”, Harvard Business Review July-August 2011
Social as a strategy: Start with business outcomes
Business Outcomes Examples
1. Make money More sales, higher customer satisfaction, attract new talent, better alignment with customer and partners (supply chain)
2. Save money Fewer meetings, improved employee morale (and retention), change management validation, faster onboarding
3. Create opportunity and drive innovation
New product lines, shorter time to market, geographical expansion, improved M&A capability
The Big PictureKey Milestones Summary
Enablement – get started, grow over time:
Company-wide rollout
Integrations (LOB, SharePoint, cloud, SSO, …)
Introduction at internal tech summits
User training sessions and workshops
Key executive onboarding
Look out for impact and use of social capabilities. Success measures:
End to end support of Company events, including major announcements and urgent response activities
Change management for acquisitions
Best Place to Work industry recognition
Health: Equilibrium of Networks
Ongoing use by a sufficient number of participants, risk of relapse into marginal state
EvolvingSustained Integrated
Increasing scope, regular addition of new use cases, foundations for integrated
Organizational dependencies on social channels, managed outcomes, managed social portfolio
Characterized by ratios of initiating:engaged:observing usersSustained=1:9:90
The tipping point: Departmental use
Evolving StrategyDepartmental
Leadership Style Team-Led
Objectives: 1. Get to at least next level through steady
introduction of core concepts and practices of more advanced organisations
2. Start introducing company-wide initiatives and build greater all round and more focused participation through formative champion programs
3. Start focusing CM’s attention on building business value
Tactics:4. Show examples of where the network has been
positively effected by good CM programs5. Define and start building out generic champions
program6. Introduce metrics that can be used around
measuring and increasing business value
Culture Receptive
Community Management Building
Community Engagement Participative
Community Content Mandated
Network Analytics Observational
Define Outcomes & Accountabilities
Employee Engagement: Reduced regional communication silos and improved connection between market teams
OutcomeSuccess Criteria
24 new groups created, 8 non-work related
Key Champions
Name, Title
Contribution
Exec Sponsor
Events: Streamlined conference planning process; improved employee participation in pre- and post conference activities
Planning process for annual conference was reduced by 1 week; staff attributed savings to improved coordination and timely feedback loop on Yammer
Name, Title Project Manager
M&A: Standardize onboarding process for employees
4 merger related groups created to discuss concerns raised by acquired and existing employees
Name, Title Community Lead
Enhance Collaboration Infrastructure: Integrate Yammer app within SharePoint environment
Yammer integrated into 5 site templates, Yammer messages in SharePoint search results
Name, Title IT Integration Lead
Sample
Prioritize Use Cases
Opportunity AppliedX
MANAGEMENT & LEADERSHIP CROWDSOURCING & PRODUCTIVITY CULTURE & ENGAGEMENT
Leadership Communication Expertise & Answers Performance Recognition
Mentorship & Cross-Training Knowledge Base/Transfer Events & Conferences
Team & Project Management Ideation & Innovation Onboarding
M&A & Change Management Policy & System Improvements Diversity & Cultural Initiatives
Partner Management Recruiting & Talent Resourcing Social Interest Groups
Strategic & Crisis Communications Competitive/Industry Intelligence
X
X
X
Enablers To Support Strategic Adoption
BUSINESS VALUE: OUTCOMES AND SCOPE
STEERING COMMITTEESYSTEM
INTEGRATIONS
NETWORK ARCHITECTUREEN
AB
LER
S
EXECUTIVES& INFLUENCERS
USER & EXECUTIVE TRAINING
AWARENESS & PROMOTIONS
NEEDS ASSESSMENT/SUCCESS CRITERIA
COMPANY-WIDE ROLLOUT
USE CASES
Trust is key“We held steadfast to our desire to be open and it has worked,”
“We’ve had very little trouble on the forums and operate a three strikes rule, where if you write something that does not meet the guidelines you get two warnings before being banned.”
“It’s to do with as much collaboration as possible. If it’s just a corporate mouthpiece it dies. If people can take it on in their own way they take ownership,”
“When we started we didn’t try to own it all. We told the subject owners how we would not update their site areas; it was down to them. We also engaged a wider community involved through the forums. It was two-way communication from the start.“
Value And Scope After 1-6-12 Months
Instant gratification
TypifiedOpportunistic Externalized
Goal oriented Cross-boundary networks
Create opportunities Save money & make more money
Value And Scope After 1-6-12 Months
Cross-silo discovery and sharing
Twitter-style information bursts
Communities of Practice
Project Work
Monitored #feedback channel,
Including customers and partners: Softening the organizational communications barrier (creating richer communications at lower cost)
TypifiedOpportunistic Externalized
Create opportunities Save money & make more money
• Decide your fundamental approach• Project based vs. strategic• Organization design vs. application enhancement
• Always check• Relevance for the user?• Stimulates engagement?• Opportunity to provide value focus (explicit goals)
Quid ad nos?
© 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.