Keith De La Rue - Using Social Media

Using social media to harness knowledge within an organisation: Addressing the challenges

Using social media to harness knowledge within an organisation: Addressing the challenges

Keith De La RueAcKnowledge Consulting

Keith De La RueAcKnowledge Consulting

Friday, 15 August 2008Friday, 15 August 2008

AcKnowledgeAcKnowledge ConsultingConsulting

Outline Understanding the social media revolution

Where are we, and where are we going? Understanding the tools in a business

context Fundamentals

The power of social networking, people & trust Harnessing Web 2.0 for results Challenges, benefits and risks

The IT challenge Gaining the benefits

Understanding the social media revolutionUnderstanding the social media revolution

Where are we, and where are we going?Where are we, and where are we going?


Be afraid, be very afraid…“…with the advent of …social software, suddenly highly savvy networks of people are springing up in their millions. They’re talking to each other. With or without your With or without your permissionpermission”

Hugh McLeod – http://www.gapingvoid.com/

http://www.gapingvoid.com/


Discontinuous change Many technology improvements have

been gradual There have also been times of dramatic

change The transistor Integrated circuits Internet WWW Social media…

How much change?


A change in perspective Is the future just an

extension of the past?

How much are we like Holland?

Do you remember South Wales?

No longer part of the “old country”

A new territory


What is a PC? Number Processor = “Calculator” Word Processor = “Typewriter” Media Processor = “TV” => A modelling machine Access to the world Access to people


What is an Intranet? Originally – a terminal network for system

access Now – PCs, Internet tools inside the

organisation News and information services Policies and procedures Directories and organisational structure Document repository Online learning Portals Now?


What is corporate communication? Many traditional tools are one-way

“Push” – eg, newsletters “Pull” – eg, document libraries

Intranets make richer media available Some still one-way

Newer technologies provide richer interaction


What is the economy? An economy of scarcity

IP must be protected at all costs Win-lose

An economy of abundance Knowledge must be shared at all costs Win-win


Who controls the Intranet? IT Information Services Internal Comms Learning Centralised/decentralised An important consideration…


Discontinuous change Your view of all this determines how you

see today’s world and Intranet 2.0… “Did you know?”

http://thefischbowl.blogspot.com/2007/06/did-you-know-20.html




Social computing“Social computing requires a mind-shift from previous ways of doing business and requires high levels of trust and confidence from those engaging in it. How you communicate your intentions and encourage take up is crucial”

Euan Semple, http://www.euansemple.com/

http://www.euansemple.com/

Social MediaSocial Media

Understanding the tools in a business contextUnderstanding the tools in a business context


Web 2.0 Move from 1:many to many:many Definitive products:

Web 1.0 – Netscape, system-dependent Web 2.0 – Google, ubiquitous

Move from hierarchies to networks Move from online brochures to

interaction The rise of prosumers

Intranet 2.0 – Enterprise 2.0 “SMIF” – Social Media Inside the Firewall

(Andrew Mitchell)Tim O’Reilly - http://tim.oreilly.com/

http://tim.oreilly.com/


The new world Blogs, wikis, RSS and more… Push and pull boundaries blurred Opens up the organisation Complex media for a complex

environment Requires a new way of thinking Most software low-cost or free

But challenging for corporate IT!


Your challenge Which of these would be useful in

your organisation? What would the benefit be? Who would see the benefit? If you are already using them, how can

they be improved?


Every blog has its day Web log = a diary on steroids

Can include text, images, multimedia Originally a single author, personal diary

Can be shared authorship; dialogue through comments

Chronological organisation; more permanent Edited anywhere, online Cheap – open source or commercial

WordPress, Movable Type, Typepad “Blogs are useless drivel”?

Might as well say “Paper is useless”

http://delarue.net/

http://delarue.net/

http://delarue.net/

http://www.melbournekmlf.org/



http://www.nowwearetalking.com.au/

http://www.nowwearetalking.com.au/


Blogs in internal comms Use to build a community or dialogue

Is blogging the new water-cooler? Knowledge sharing - and opinions!

Need something to say, time to update Needs trust, not control CEO “chat” Disney cable – “Shiftlog”

Global technical operators US University library

News, event management, facility use End of the “typing pool” paradigm?


Tags Simple categories or key words User-defined - “Folksonomy” Each item can have multiple tags Commonly used in blogs Introduced to email by Gmail Used by Flickr to tag images Can use to generate a “tag cloud” Del.icio.us – social book-marking


Tags and taxonomy A taxonomy is like a concrete footpath

Not frequently changed Tags are more like tracks in the grass

More worn the more they are used What is the best thing to do with grass

tracks?


RSS – ‘Real Simple Syndication’ Web feed of blog or other content

News feeds User-defined subscription

Can reduce email network load Users establish their own priorities!Users establish their own priorities! Needs a “feed-reader” or aggregator

Built in to IE 7, Firefox, Office 2007 Tools available to convert to email No user software installation

http://http://www.google.com/www.google.com/ig/ig/


Podcasting A pre-recorded audio program or

message Allows portability, time-shifting Caters to different learning styles So what’s new?

Simple software and devices Anyone can produce RSS feeds

AcKnowledgeAcKnowledge ConsultingConsultinghttp://www.youtube.com/user/plambe

Videocasting YouTube and the “home video”

revolution

http://www.youtube.com/user/plambe


Online forums Allows all users to post articles Content pushed by email or browsed All users are equal

(But some are more equal than others!) May be moderated

Otherwise, may get out of control – flames, storms

Excellent medium for sharing Serves a Community of Practice Broader range of input and views than

blogs

http://www.actkm.org/

http://www.actkm.org/


Wikis An online reference source, edited by users "Wiki-wiki" = "hurry quick" (Hawaiian)

Quick to set-up, and supports rapid development

Easy online editing Includes author comments and discussion Lowers barriers to participation

Readily-available software Vulnerability?

“iStore” experience Reliability?

Wikipedia…


Wikipedia Encyclopaedia Britannica vs Wikipedia

December 2005 Nature magazine’s nature.com comparison

“Can multiple, unpaid editors match paid professionals for accuracy?”

50 parallel reviews of articles from each Eight serious errors, four from each Other errors: Wikipedia 162, Britannica 123

Disputed by Britannica; defended by Nature


Wikis in organisations Good for experts to build a body of

knowledge Needs encouragement for input

Or critical mass? Jimmy Wales – “5 to 10 dedicated people”

NAB – Training group collaboration On an externalexternal site…

US Government Enterprise Architecture Conference management - end-to-end Telstra – Project Management for Online

team Email replacement – “Socialtext”


Our Intranet, the Wiki Janssen-Cilag 300 employees, Australia & NZ Launch budget $11,000 Uses Confluence by Atlassian

Directory integration, attachments Started with pilot on office relocation After 12 months, 184 contributors Content ownership key!

•Nathan Wallace - http://www.e-gineer.com/v2/blog/2007/08/our-intranet-wiki-case-study-of-wiki.htm

http://www.e-gineer.com/v2/blog/2007/08/our-intranet-wiki-case-study-of-wiki.htm


Connecting people Expertise location Social Network Analysis Use “connectors”

Lend Lease “iKonnect” model Add-on to directories

Add expertise, networks IBM “Blue Pages”


Instant Messaging Managing “presence” across

geographically-separated teams Collaboration Group messages Faster than a speeding email? Mobility applications

SMS

http://twitter.com/kdelaruehttp://twitter.com/kdelarue


Twitter 140-character messages “Microblogging” “Group proprioception”

“The ability to sense the position, location, orientation and movement of the body and its parts”

“If only most companies realised the treasure trove of expertise and information that their employees would be able to access if they encouraged the use of such services”

Shane Goldberg, Telstra

http://www.facebook.com/profile.php?id=625634789

http://www.facebook.com/profile.php?id=625634789


Online communities Value

MySpace; $580 million LinkedIn: $1 billion Facebook: $15 billion

Some organisations were blockingblocking Facebook

Some organisations are usingusing Facebook Deloitte has over 17,000 members Directory, expertise location Promoting events Use to build or share apps

http://secondlife.com/

http://secondlife.com/


Virtual Worlds 3D representations of real or imagined

landscapes Members use “avatars”

Second Life Public spaces and private spaces available ABC and BigPond use externally

Supports use for organisational training IBM Tertiary institutions Mixed results

http://www.telstraenterprise.com/http://www.telstraenterprise.com/


Leveraging the community Using viral marketing techniques

Build it and they will come? … so long as it is fun or interesting

Let your market spread the word “Big Beer” ad Danish traffic authority

“Speed control bikini bandits” http://delarue.net/blog/2007/06/get-used-to-http://delarue.net/blog/2007/06/get-used-to-

21c/21c/ Can you use this inside the organisation?Can you use this inside the organisation?

Why not?Why not?

The fundamentalsThe fundamentals

The power of social networking, people & trustThe power of social networking, people & trust


Trust - the critical factor Organisations must be prepared to trust

staff Management must be open Security and confidentiality must

not not be used as an smokescreen… Outcomes may not be direct or

obvious in advance Recognition that management

do not have a monopoly on ideas…


Why social media? Enhances face-to-face networks Increases personal connections between

staff RSS allows consumers to establish own

priorities Push and Pull concepts less clear

Supports rapid changes in priorities Relevant info is distributed more quickly Creates an information base over time May take time Not for everyone?


Know your audience Identify and understand target audiences

Know the culture Natural tendency to share Role and functions Geographical diversity Access to technology Affinity for technology

Know how to cater to needs of each audience

Build tools to meet the needs


Building a social community Must be a reason to share “Community of practice”

It’s the practicepractice that’s important “I am a…”

Provide rewards and recognition But must be carefully targeted

Regular, focussed communication Build in help and training

Mentoring more important than direction


Who drives change? “The primary driver of employee

engagement is opening up decision opening up decision makingmaking”

John Smythe – Engage for Change Power sharing – leader a guide, not a god Command & control does not fit

knowledge age McKinsey research, many case studies Architect engagement interventions


Creativity“Individual creativity is a critical element ofproductivity, efficiency and work quality intoday’s complex work in organisations”

Teresa Amabile, Harvard Business School

“The challenges that arise in developing a new idea… provide the workforce with high levels of mental stimulation, problem-solving, employee-engagement and, thus, personal growth”

Edmund Phelps, Wall Street Journal

http://delarue.net/blog/2007/02/making-people-creative/http://delarue.net/blog/2007/02/making-people-creative/


Wikinomics – harnessing prosumers More than “customisation”

Too limited; need early engagement in design Losing control

Let customers make own innovations, or they leave

Better than ceding the game completely Become a peer

Don’t make products, innovate ecosystems Share the fruits

Customers want a share of the ownership Eg – Second Life

Don Tapscott & Anthony D Williams


Principles for social media TrustTrust - you don’t need to control

everything Understand your communities Anticipate needs not yet fully articulated

by your audience Don’t let the security police put you off Don’t get stuck with the conventional

wisdom Experiment!

Harnessing Web 2.0Harnessing Web 2.0

Getting the resultsGetting the results


Social Media “Social media has enabled me to feel

ahead, not behind as I return to work after 2nd baby”

Serena Joyner (on Twitter) Personal development Virtual “water-cooler”

Looser network, thought leaders “Warmer” than listserve

“In” a network, not “on” a platform “Tool transparency”

http://serendipitousconnections.wordpress.com/http://serendipitousconnections.wordpress.com/


Social Media(2) Meeting of minds

Online meetings have led to rich personal meetings

Mentoring and skill development Offshore mentors within company Inside and outside firewall

Building confidence in writing Led to contributing to book

Change from hoarding to sharing Greater success for organisation

http://blog.wonderwebby.com/http://blog.wonderwebby.com/


So who does it? Intranet Dashboard survey, May 07

50% of Australian companiesinterested in social networking, but not yet using

26% had begun a trial or using Forester, June 08

“Social Networks will Augment HR Strategies” Recruiting, alumni programs, mentoring,

learning, collaboration, and connecting people “Professional networks are the backbone of

business”

http://blog.connectbeam.com/blog/2008/06/forrester-repor.htmlhttp://blog.connectbeam.com/blog/2008/06/forrester-repor.html


Royal Bank of Canada Intranet 70,000 staff - only 1% reading printed

comms Largest share of costs 91% preferred online

Developed INsite – online newsletter Driven by regular feedback from staff Debates, suggestions, content rating, polls Virtual editorial board of 300 staff

Saved over A$340k pa in 18 months Increased staff engagement significantly

http://www.melcrum.com/

http://www.melcrum.com/


Social Media Manager, BT Decentralised Intranet, 100% accessible “Encouraging every employee to believe

they can make a difference” Social networks included in Business Drivers BTpedia, blogging, collaboration, podcasting Social networking – do, create, innovate,

change Focus on value, not risk Start early, start small, build slowly

Richard Dennisonhttp://www.slideshare.net/InsideOut/international-employee-communications-summit-2008http://www.slideshare.net/InsideOut/international-employee-communications-summit-2008


Twitter for news and info “NASA confirms there is water on Mars”

Via Twitter News out much faster than conventional

media Searchable content “… actually becoming an essential part

of my information-sourcing activities, which are critical to my role”

Shane Goldberg, Telstra

http://search.twitter.com/search?q=water+marshttp://search.twitter.com/search?q=water+mars


Twitter for collaboration “Twebinar” Web-based seminar = “Webinar” Add Twitter for participant collaboration Presentation + collaboration Removes geographical boundaries

Can also be used within a room Ask questions Gains peer-to-peer sharing benefit Conversations before, during and after

http://www.twebinar.com/http://www.twebinar.com/


The inductee How do connected Gen Y round pegs

fit into the organisational square hole? … they probably feel that their

arms and legs are being cut off! Imagine if you were not “allowed” to use

email! “People want to use their favourite

technologies at work. They're satisfying themselves and not waiting for IT”

Dennis Moore, SAP

Yahoo! News – 19 June 2007


http://delarue.net/blog/2008/03/found-car/http://delarue.net/blog/2008/03/found-car/



Which ones fit? Combine

Producer/Consumer boundaries blurred Set the agenda with blog articles Improve engagement through online

discussion Use podcasts for key announcements Leverage expertise sharing with wikis

Encourage sharing and connection Break down the walls of the Ivory Tower It’s up to you…It’s up to you…

Challenges, benefits and risksChallenges, benefits and risks

Gaining the benefitsGaining the benefits


Implementation and availability Software readily available

Free or low-cost “Failure” not a financial loss

Hosted or DIY sites readily available May be IT issues

Compatibility with existing systems Firewall issues “Skunkworks”

Content can be edited anywhere, with no software install


Expect questions Don’t we have collaboration tools

already? Will these tools lead to collaboration? Aren’t these just fads? What about security? Can we trust our people? How do they fit in with our architecture? Won’t these tools confuse people? How will we manage all this content?

Matt Moore - http://engineerswithoutfears.blogspot.com/ http://engineerswithoutfears.blogspot.com/


The home-baked approach IBM building in-house versions

Blue Twit – twitter Beehive - Facebook Dogear - Del.icio.us (favourite sharing)

Beehive has 30,000 users (May 2008) Including top executives

Assist with geographically dispersed teams Strengthen staff ties Aid with knowledge sharing and innovation

http://www.businessweek.com/magazine/content/08_22/b4086056643442.htmhttp://www.businessweek.com/magazine/content/08_22/b4086056643442.htm


Stepping outside… Training group collaborating on an

external wiki Facebook as a corporate expertise

directory Private network – for free Brian Lehrer, WNYC, 27 Aug 07

What is the cost of people working What is the cost of people working in isolation?in isolation?


Measurement & ROI What do you measure?

Traditional measures of usage, views and participation

The 100/10/1 rule (1 to set up, 10 involved, 100 consume) Application of social network analysis

How do we show value? The “I” should be low Productivity gains & reduced email load Impact on the bottom line?

Matt Moore - http://engineerswithoutfears.blogspot.com/ http://engineerswithoutfears.blogspot.com/


The security issue Security cancan be a real issue Security can also be a smokescreen

Hiding knowledge hoarding The “Ivory Tower” syndrome “You can’t trust a sales person to

understand…” “There is no secret knowledge!”


The risk of information leakage? Can lead to a “clamp-down” on info

sharing This can lead to disengaged,

disempowered staff “Rebellion” can follow This can lead to a risk of information

leakage… The importance of trusttrust

http://shugg.wordpress.com/2008/06/15/communication-scary/http://shugg.wordpress.com/2008/06/15/communication-scary/


The benefits of social media Engaged staff - people feel “heard” Better, quicker staff access to needed

information More benefits from knowledge sharing Organisational access to staff knowledge

and ideas Easier to find right people quickly Innovation much more rapid Personal ties lead to staff retention Improve connections across geography

Thank You!Thank You!

[email protected] +61 418 51 7676

Blog: Blog: http://acknowledgeconsulting.com/

[email protected] +61 418 51 7676

Blog: Blog: http://acknowledgeconsulting.com/

mailto:[email protected]

http://acknowledgeconsulting.com/

mailto:[email protected]

http://acknowledgeconsulting.com/

Keith De La Rue - Using Social Media

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