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Enterprise 2.0 (2006, McAfee)Social softwareEmergence mechanisms:• Patterns and structure inherent in people's interactions to become visible
Platform environments: • Contributions and interactions are globally visible and persistent over time
Social Network Sites (2007, boyd and Ellison)ProfileSocial graphAbility to view profiles and traverse connectionshttp://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html
Gap: The profile discussion is disconnected from identity• Why should employees create a profile?• How many profiles should employees have?• What attributes (and data) comprises a profile?• How much information should be shared? With whom?• How accurate are employee profiles over time? • What happens to the profile when employees leave?• What are the implications when “Social Web” profiles (identities)
are co-mingled with enterprise employee profiles (identities)?• Where’s the identity assurance?
• Lotus Notes and LinkedIn example• Microsoft Outlook, Xobni, and Facebook example
• What about social roles and social identities?• Social Network Site example
11Field Study: Enterprise Social Networking
• Profile (if clicked)• Social Graph• Activities
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• Profile• Social Graph• Conversations• Files Exchanged
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• Profile• Social Graph• Conversations• Files Exchanged
THE FUZZY FRONT-END OF ENTERPRISE IDENTITY?
Source: Booz Allen Hamilton
Social Roles / Social Identities• Community “Idea Person”• Forum “Answer Person”• Wiki “Gardener”
15Enterprise Social Networking & Identity
Gap: Lock-in Is Occurring Within The “Social Enterprise”
•Too much focus is on social network sites and employee profiles as if the enterprise was the only participant in managing identity•Enterprise organizations are adopting a “platform approach” in terms of technology enablement – vendors are as well:•Cisco, IBM, Microsoft, Oracle (multi-purpose enterprise platforms)• Jive, Telligent (focused on social platform)•Atlassian, NewsGator, Socialtext (moving towards platform model)•Open source options (Apache Project SocialSite, Elgg, Exo Platform…)
•Lock-in concerns for Web 2.0 can easily happen with Enterprise 2.0•Accrual of data•Owning of the namespace•Use of non-standard formats
16Gap: Social Networking & Identity
A recent Burton Group survey indicates strategic importance•The enterprise is no longer the only participant in managing employee identity •Social profiles, social graphs, and social applications enable employees to
construct identity facets to suit their own needs• IdM teams need to be closely involved with social networking initiatives• Identity management (IdM) systems need to better handle “social identity” claims
Source: Burton Group survey (6/15/2009, 551 respondents, 394 for this question).
The Cautionary Tale
Balancing benefits with proper controls
• Identity assurance in social media world (ex. CEOs twittering)•Racial and diversity profiling• Example: during the hiring process• Example: automatic profile updates when joining a community
•Security and risk management exposures• IP loss• Insider threats (befriend / defraud re: social network analysis)
•Building a “relationship” to a virtual identity•Manage the inevitable
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Dell Outlet: Employees Use Of External Social Sites
Twitter for business• Last December, the company
generated over $1 million inrevenue through @delloutlet byposting special offers and alsonurturing customer relationshipson Twitter. Today Dell reportedover $2 million in sales through its popular @delloutlet presence.@delloutlet currently boasts close to 625,000 followersseeking exclusive dealsavailable only on themicro community.
Identity:• Name, Title, Contact Info• Department, Reporting Chain• Group Membership
Information• Etc etc
Personal:Interests, Hobbies, ExpertiseProfessional AssociationsExternal communities External social media
Mary’s (what she volunteers) Employment History now visible on her profile:• Prior organizations• Prior positions• Prior experiences
Community Equity:Reputation based on Profile indicates experienced subject matter expert
But peer reputation still swayed by perception of being “opinionated”
Talent Management:Not a “star” employeeNot a “knowledge worker”Not on a promotional path
Enterprise Identity
Social View
HR Information
Management View
Mary Only
24Use Case Scenarios
“Best Practices Wiki” & Social Roles:
History Page
Article Page Discussion Page
Edit/Create Page
Editor
Community
Contributors
RecordsManagement
Over Time
“WikiGardener”
25Use Case Scenarios
“Marketing Forum” & Social Roles:
Bi-directional Tie(replied to)
One-way Tie(no reply)
Forum post bymarketing employee
26Use Case Scenarios
“Product Development Forum” & Social Roles:
Bi-directional Tie(replied to)
One-way Tie(no reply)
Forum post byproduct strategy
employee
27Use Case Scenarios
“Community Equity” & Social Roles:
1. Mary’s blog entries grabthe attention of product
strategists
2. They tag posts in a variety of ways includingmarketing_ideas and marketing_issues
tag
tag
Mary’s Blog
3. Marketing leadershipsubscribes to those tagsand learn about Mary’sblog
4. Some in Marketingsubscribe directly toMary’s blog
5. Mary’s blog points to herProfile where they learn abouther expertise and participationin other communities, includingthe Marketing forum – perceptionof Mary changes
28Use Case Scenarios
Social Identity Augments Enterprise Identity
Job Description:• Handle in-bound
calls• Assist customers• Escalate issues• Etc etc
Identity:• Name, Title, Contact Info• Department, Reporting Chain• Group Membership
Information• Etc etc
Personal:Interests, Hobbies, ExpertiseProfessional AssociationsExternal communities External social media
Community Equity:Reputation based on Profile indicates experienced subject matter expert Peer reputation becomes muchmore positive based on Mary’sparticipation and contributions
Talent Management:A “star” employeeA “knowledge worker”On a promotional path