Second of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "After" (post-approval) and highlights issues such as culture, governance, training, and community management
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
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Must Join the Audio Portion of This EventU.S. & Canada: 1-800-763-5615
International: 00 +1 212-231-2908International: 00 +1 212 231 2908For assistance during the call:
• We will address questions at the end of the presentationq p
• After the webinar
• A copy of the presentation slides and link for the webinar recording will be sent to you within 24 hours of the webinarrecording will be sent to you within 24 hours of the webinar
• The 2.0 Adoption Council is a member‐driven peer forum of business and IT leaders from large organizations currently engaged in various stages of 2 0leaders from large organizations currently engaged in various stages of 2.0 adoption.
• NewsGator is sponsoring a 4‐week webinar series exploring adoption strategies and tactics from representative membersstrategies and tactics from representative members.
• Presenting members for today’s webinar, “The After” include: Claire FlanaganCSCCSCSenior Manager, KM and Social Collaboration Strategy@cflanagan
Megan MurrayBooz Allen HamiltonBooz Allen HamiltonProject Coordinator and Community Manger @meganmurray
"A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 - http://info.newsgator.com/2.0AdoptionFramework.html
Plan for AdoptionMulti-tiered Advocate ProgramMulti tiered Advocate Program
"A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 - http://info.newsgator.com/2.0AdoptionFramework.html
Plan for AdoptionSeed Purpose-Driven Use Cases (cont’d)Seed Purpose Driven Use Cases (cont d)
Virtual “Watercooler”
C t t iti f l b l k t t• Create opportunities for global workers to meet
• Relationships bridge time and distance barriers
“The value of a shared fire . . . People work better together when they know one another on a personal level.”
“Water Cooler Talk Keeps Organizational Culture Real” Published: August 13 2008 in Knowledge@W P CareyWater Cooler Talk Keeps Organizational Culture Real , Published: August 13, 2008 in [email protected]. Carey http://knowledge.wpcarey.asu.edu/article.cfm?articleid=1653
“Workers whose group cohesion was in the top third showed an increase in work productivity of more than 10%. Workers [with a larger network of company contacts], demonstrated increased productivity . . . of 4%.”
“The Water Cooler Effect, Fewer memos, more coffee breaks?”, By Prof. Alex "Sandy" Pentland, November 22, 2009 http://www.psychologytoday.com/blog/reality‐mining/200911/the‐water‐cooler‐effect
“The ability to form, maintain, and exploit weak ties and the ability to convert potential ties into actual ones (either strong or weak) are both hugely valuable assets, both to individuals and to the enterprise in which they work.”
assets, both to individuals and to the enterprise in which they work.“Enterprise 2.0: New Collaborative Tools for Your Organization’s Toughest Challenges”, Andrew McAfee, Harvard
Community Managers for E2.0Community Managers for E2.0• Community Managers manage
resources, measure, analyze andresources, measure, analyze and encourage activity, information process flows, and provide participatory governanceparticipatory governance
• Community Managers do nothttp://www.flickr.com/photos/franganillo/3553204471/
• Community Managers do not Manage people or create activity for the community artificially