© 2010 IBM Corporation Exploring the Adoption Archetypes Luis Suarez, Social Computing Evangelist Social Software Adoption Program, IBM SWG (BlueIQ) Twitter – @elsua Blog - http://elsua.net #e20s 1 1 Friday, November 26, 2010
Nov 01, 2014
© 2010 IBM Corporation
Exploring the Adoption Archetypes
Luis Suarez, Social Computing Evangelist Social Software Adoption Program, IBM SWG (BlueIQ)
Twitter – @elsuaBlog - http://elsua.net
#e20s
1
1Friday, November 26, 2010
© 2010 IBM Corporation
2
Special Thanks to ... Jeanne Murray is Worldwide Program Manager, Social Software Adoption, IBM Software Group, where she focuses on team-based adoption of social software in the enterprise. She guides needs assessments, tool selection, and adoption strategies, and provides training related to adoption. Jeanne has held technical, marketing, and business strategy positions at IBM, and speaks frequently on topics related to Web2.0, social media, and social software adoption. She can be reached @Jeanne_Murray on Twitter
Rawn Shah is Practices Lead in the Social Software Adoption team, IBM Software Group, where he focuses on understanding and measuring the business value, risks, and metrics of social computing methods. He has nearly 300 articles published in various international technology and business publications, and seven books on a range of technical topics. His latest book released in January 2010, Social Networking for Business (Wharton School Publishing) focuses on marrying the business and technical models behind social computing into useful, deployable projects . He can be reached @rawn on Twitter
2Friday, November 26, 2010
© 2010 IBM Corporation
3
#lawwe
So ... Who Am I?
3Friday, November 26, 2010
© 2010 IBM Corporation
4
Driving social software adoption at IBM – “BlueIQ”
Worldwide program to help individuals and teams adopt social software
Objective: achieve business value− Productivity, relationships,
efficiency
Focus on client-facing teams
Implementation inside and outside the firewall
4Friday, November 26, 2010
© 2010 IBM Corporation
5
IBM BlueIQ adoption methodology
Success Stories
Formalize practical
techniques
Clarify alternative methods & tools
Integrate into
workflows
Break down
barriers
Enable leadership
by example
Program Elements
Enablement & education
Ambassador Community
Awareness Campaign
Tap into the spirit of
volunteerism
Program Manage-
ment
Read the Whitepaper
Link: http://bit.ly/blueiq
5Friday, November 26, 2010
© 2010 IBM Corporation
6
...in 50 Countries
...from every IBM Business Unit
1500+ BlueIQ Ambassadors...
Individual Bottoms up as well as tops down Direct enablement (web / podcast /
communications) Team Targeted outreach to specific roles “JumpStart” consulting program Community Education - usage and benefits Participation in the community Mentor “Community of Community Leaders” Executives Executive “Social Computing Reverse Mentoring”
BlueIQ throughout the enterprise
Source: BlueIQ, Visualization: ManyEyes
6Friday, November 26, 2010
© 2010 IBM Corporation
7
What we've learned
Stages of transitionEncouraging social change
Turning frustrations into glories
"It is a bad plan that admits of no modification."— Publilius Syrus in Sentantiae, 1st Century BC, Roman Empire
7Friday, November 26, 2010
© 2010 IBM Corporation
8
Stage 1Stage 2 Stage 3
Stage Stage
8Friday, November 26, 2010
© 2010 IBM Corporation
9
Conceptual stages of adoption Stage 1: See valueWe see business need
Stage 2: Recognize business useWe need to articulate value
Stage 3: All together, nowWe need common tools
Stage 4: Integrate workflowsWe need better processes
Stage 5: Shift perspectiveWe need to change mindset
Stage 1Stage 2 Stage 3
Stage 4Stage 5
9Friday, November 26, 2010
© 2010 IBM Corporation
10
Maturation across the stages
See valueRecognize
business value
All
together
Integrate workflow
Shift
perspective
Guidelines and governance from ad hoc → to guidelines → to enterprise risk assessment & governance policy
Adoption from ad hoc evangelism → to formal adoption program → to transformed processes
MeasurementFrom tool-specific → to behavioral & attitudinal → to real-time reporting
InfrastructureFrom research & experiments → to official hosting → to business-agile hosting
10Friday, November 26, 2010
© 2010 IBM Corporation
11
http://www.flickr.com/photos/cleopold73/3677296594/
Organizational change Behaviour change takes time
Habits in transition, culture shift
Some talented, successful people won't see the need for change
The road ahead
MeasurementMeasurements still in infancy
Indicators of activity vs indicators of success
Things you can count, and things that count
Measuring intangibles
Enterprise workflowsSiloed activities persist
Tools geared specifically to a job role
External collaboration separate from internal
Global and local differences
11Friday, November 26, 2010
© 2010 IBM Corporation
12
Opportunity: We see business needObjective: Gain business value from social networkingBusiness drivers:
External examples of social media, collaboration Product and program innovations in IBM
Stage 1: See value See
value
12Friday, November 26, 2010
© 2010 IBM Corporation
13
Opportunity: We see business needObjective: Gain business value from social networkingBusiness drivers:
External examples of social media, collaboration Product and program innovations in IBM
Stage 1: See value
FrustrationsTools not ready for prime time
Zealous affiliations to tools
Early adopters easily dismissed, not valued
GloriesEarly successes in marketing, in niche communities
Research innovations gathering speed
Proof of concepts for new product function
See value
13Friday, November 26, 2010
© 2010 IBM Corporation
14
Transitioning beyond Stage 1
Isn’t this something kids do?
How is this business-related?
There is no proven business value
14Friday, November 26, 2010
© 2010 IBM Corporation
15
Transitioning beyond Stage 1
Isn’t this something kids do?
How is this business-related?
There is no proven business value
This impacts how we do business
I can see how this could apply to business activities
15Friday, November 26, 2010
© 2010 IBM Corporation
16
Transitioning beyond Stage 1
Isn’t this something kids do?
How is this business-related?
There is no proven business value
This impacts how we do business
I can see how this could apply to business activities
16Friday, November 26, 2010
© 2010 IBM Corporation
17
Opportunity: We need to articulate value Objective: Connect people and expertise Business drivers:
Creating information sources and repositories Developing projects, tools and infrastructure
Stage 2: Recognize business value Recognize
business value
17Friday, November 26, 2010
© 2010 IBM Corporation
18
Opportunity: We need to articulate value Objective: Connect people and expertise Business drivers:
Creating information sources and repositories Developing projects, tools and infrastructure
Stage 2: Recognize business value
Recognize business value
FrustrationsHard to differentiate the use and value of multiple tools (some conflicting, some complimentary)
Many simultaneous streams of information
Randomness – information and people
GloriesConnected people, new ideas
Open networks, free exchange
Functions vetted by adoption
18Friday, November 26, 2010
© 2010 IBM Corporation
19
Transitioning beyond Stage 2
Information flowing freely in the network
Examples of business value emerging across the business
Adoption among early adopters is growing
19Friday, November 26, 2010
© 2010 IBM Corporation
20
Transitioning beyond Stage 2
Information flowing freely in the network
Examples of business value emerging across the business
Adoption among early adopters is growing
I see value, but need some guidance around key tasks and tools
We need critical mass to get everyone on the same page
20Friday, November 26, 2010
© 2010 IBM Corporation
21
Transitioning beyond Stage 2
Information flowing freely in the network
Examples of business value emerging across the business
Adoption among early adopters is growing
I see value, but need some guidance around key tasks and tools
We need critical mass to get everyone on the same page
21Friday, November 26, 2010
© 2010 IBM Corporation
22
Opportunity: We need common toolsObjective: Simplify infrastructure, provide flexibilityBusiness drivers:
Clarify “what tools to use for what task” Integrate with existing workflows
Stage 3: All together nowAll
together
22Friday, November 26, 2010
© 2010 IBM Corporation
23
Opportunity: We need common toolsObjective: Simplify infrastructure, provide flexibilityBusiness drivers:
Clarify “what tools to use for what task” Integrate with existing workflows
Stage 3: All together nowAll
together
FrustrationsEarly adopters talking among themselves
Multiple tools for multiple tasks, and outside the normal workflow
People still doing it the “old way”
GloriesFaster execution among connected teams
Sanctioned tools environment
Higher levels of adoption
23Friday, November 26, 2010
© 2010 IBM Corporation
24
Transitioning beyond Stage 3
My team is getting value from new social tools and processes
I can do many, but not all my tasks using social collaboration
Early adopters are helping others
24Friday, November 26, 2010
© 2010 IBM Corporation
25
Transitioning beyond Stage 3
My team is getting value from new social tools and processes
I can do many, but not all my tasks using social collaboration
Early adopters are helping others
I can envision how collaboration benefits the organization, beyond my team
I could be more efficient if the tools were integrated, and I didn't have to shift contexts
Broader participation across the organization would accelerate value
25Friday, November 26, 2010
© 2010 IBM Corporation
26
Transitioning beyond Stage 3
My team is getting value from new social tools and processes
I can do many, but not all my tasks using social collaboration
Early adopters are helping others
I can envision how collaboration benefits the organization, beyond my team
I could be more efficient if the tools were integrated, and I didn't have to shift contexts
Broader participation across the organization would accelerate value
26Friday, November 26, 2010
© 2010 IBM Corporation
27
Opportunity: We need better processesObjective: Integrate social tools into business processesBusiness drivers:
Gain adoption outside the early adopter community Streamline workflow
Stage 4: Integrate workflowsIntegrate workflows
27Friday, November 26, 2010
© 2010 IBM Corporation
28
Opportunity: We need better processesObjective: Integrate social tools into business processesBusiness drivers:
Gain adoption outside the early adopter community Streamline workflow
Stage 4: Integrate workflowsIntegrate workflows
FrustrationsSome workflows change completely, and unpredictably
New business processes don't necessarily mean new thought processes
GloriesSocial tools fit into existing workflow and are standardized
Faster to execute workflows that require social interactions
Social tools reshape the workflows
28Friday, November 26, 2010
© 2010 IBM Corporation
29
Transitioning beyond Stage 4
Experts are identifiable and accessible, throughout the business
Information flows support better decision making
More employees experience the value of social collaboration
29Friday, November 26, 2010
© 2010 IBM Corporation
30
Transitioning beyond Stage 4
Experts are identifiable and accessible, throughout the business
Information flows support better decision making
More employees experience the value of social collaboration
Business processes are changing in useful ways, but old habits persist
Culture of abundance drives need for new mindset
30Friday, November 26, 2010
© 2010 IBM Corporation
31
Transitioning beyond Stage 4
Experts are identifiable and accessible, throughout the business
Information flows support better decision making
More employees experience the value of social collaboration
Business processes are changing in useful ways, but old habits persist
Culture of abundance drives need for new mindset
31Friday, November 26, 2010
© 2010 IBM Corporation
32
Opportunity: We need to change mindsetObjective: Change mental model to sharing and abundance Business drivers:
“My network has the knowledge I need” - many channels, many trusted sources
“I have multiple ways of finding and sharing expertise” - no one time or place
Stage 5: Shift perspective Shift
perspective
32Friday, November 26, 2010
© 2010 IBM Corporation
33
Opportunity: We need to change mindsetObjective: Change mental model to sharing and abundance Business drivers:
“My network has the knowledge I need” - many channels, many trusted sources
“I have multiple ways of finding and sharing expertise” - no one time or place
Stage 5: Shift perspective Shift
perspective
FrustrationsKeeping up with information flow, uneven participation in the network
Discomfort with multiplicity, opportunism, redundancy
Remembering to put the offline conversations online
GloriesSerendipity
Social memory
Stimulating knowledge flow
High trust and confidence in peer capabilities
33Friday, November 26, 2010
© 2010 IBM Corporation
34
Across the stagesStage 0 Stage 1 Stage 2 Stage 3 Stage 4
Guidelines & Governance
Ad-hoc IBM Blogging guidelines
Tool-independent IBM Social Computing Guidelines; Risk assessment
IBM Social Computing Guidelines; officially assessed Risks & governance
Official guidelines, governance; Automated compliance tracking?
Adoption
Ad-hoc Formal adoption program initiated
Task-orientation and education per e2.0 tools, on global level
Global & local franchise education; Global ent. biz process transformation begins
Transformed ent. biz processes; Continued education efforts
Measure-ment
Some tool-specific
Some tool-specific
Tool-specific, enterprise-wide surveys
Behavioral and attitudinal measurement across e2.0 landscape
Real-time e2.0 measurement and reporting? Measuring serendipity, social memory?
Infra-structure
Ad-hoc + some official tools; “classic” hosting
Ad-hoc + officially supported tools; classic hosting
Primarily official supported tools; new business-agile hosting environment
Official tools (primary); experimental/ad-hoc tools exist; Business-agile hosting
Official tools; experimental/ad-hoc tools exist; Business-agile hosting
34Friday, November 26, 2010
© 2010 IBM Corporation
35
35Friday, November 26, 2010