Social in the Enterprise

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1 Social in the Enterprise TEPEE

2 AGENDA - Social in the Enterprise Definition Value Proposition Implementation Change Management Governance TEPEE 2

3 Definition

4 Social Media Defined the use of web-based and mobile technologies to turn communication into an interactive dialogue. (wikipedia)

5 Enterprise Social Media and Computing Source: CIO Corporate Executive Board 5

6 Enterprise Social Computing Platforms provide a comprehensive set of tools delivering rich support for employee communication, open collaboration and knowledge capture and exchange Communications , chat, mobility, voice, text, video Collaboration Shared work spaces and documents, discussions, workflows, wikis, blogs Social networking Profiles, communities, tagging, voting, micro-blogging

7

8 Maturity Model for Enterprise Social Computing

9 Do you have a choice?

10 Public social media driving enterprise social media Source: Gartner Research 10

11 Strategic Drivers of Change Capture knowledge now Seasoned Workforce, Accelerating Retirements Build internal relationships faster Accelerate transfer of knowledge and development of competencies Capture new opportunities Innovation & Collaboration: Creating New Value Improve speeding & quality of decisions Improve efficiency Dynamic communities of interest Tools and capabilities they need and expect Recruit and Engage the future workforce Collaboration and Social communities that support their work styles Onboarding new employee orientation Integration M&A, organization changes Copyright 2012 wmark LLC. All Rights Reserved. Page 11

12 Business case or business imperative? 12 Source: CIO Corporate Executive Board

13 Implementation

14 IT is the Enabler not the Driver Source: CIO Corporate Executive Board Source: CIO Corporate Executive Board

15 Five Collaboration Myths 1. People will work collaboratively if they just have the right tools. 2. Collaboration is inherently good. 3. Collaborating requires extra time. 4. People will or won t collaborate naturally. 5. People instinctively know how to collaborate. IT leaders in charge of collaboration initiatives should learn why these myths undermine projects and how successful enterprises mitigate their impact. Source: Gartner Research

16 Matching implementation approach to collaboration need Source: Gartner 2011

17 Social Computing Roadmap for the Enterprise Collaborative work processes. Team -> Group -> Busisness Line -> Enterprise -> Partners -> Customers -> Public Richness and depth of information Social networking. Profiles -> Communities -> Tagging -> voting -> open source projects -> Enable information management and sharing. Content Management -> Information repository -> Knowledge management -> Key focus area to identify enterprise needs for content and knowledge management Tools that work well together. / Messaging / Collaboration Desktop -> Mobile -> Key business partners -> Public Size and breadth of collaboration participants Source: wmark LLC

18 Magic Quadrant for Social Software in the Workplace Note: bluekiwi acquired by Atos, April 2012 Yammer acquired by Microsoft, June 2012 Source: Gartner September 2012

19 Considerations for addressing content and knowledge management within an enterprise collaboration framework Deployment and adoption support Enterprise resources to support and guide employee and BL adoption Governance for platforms, tools and compliance Content Management Opportunity to implement enterprise platform to standardize the creation, lifecycle management and access to content Facilitate federated or enterprise search Knowledge Management Develop a consistent taxonomy Upgrade content and access Establish standard common knowledge repositories Implement standard process for review and ownership Legacy Data Stores File servers Notes Databases SharePoint sites Intranet content

20 Implementation Considerations Social Media is in a very early stage that is open to well executed good faith efforts and acceptance of organizations not yet fully engaged. This will shift in time to open criticism of absent companies that are perceived as hiding from the public Growing examples of organizations demonstrating best practices and success There are no benchmarks or best practices for organizational approach or structure Business models for Social Computing providers are evolving, resulting in rapidly changing features, terms and conditions and user experience Social Computing tools are changing rapidly with new features and capabilities being introduced constantly sometimes with unintended or unknown consequences to users and privacy Legal and regulatory environment is flux, with significant issues currently under court review

21 Where to Deploy

22 A formal network requires structure to connect, support and manage Connect Identify the current innovators within the company as well as those with innovation potential (i.e., which BUs, which people) Define appropriate starting networks and sub-networks based on existing portfolio of initiatives Understand existing skill- and mindsets and determine the right balance Set boundaries and engage Blueprint network goals and objectives as well as targets for success Define clear expectations Establish timeframe and time commitment required Plan how to establish trust and engage quickly Manage and track Define how members will be recognized for contributions and plan for celebrating quick wins Establish performance management criteria based on both individual and group success Establish tracking criteria and metrics Define cadence at which network will be assessed, reviewed and modified as well as who will make these decisions Determine how new members enter and current members leave Support and govern Ensure HR systems support the desired talent allocation Devise appropriate mechanism by which to formalize networks Define leadership governance of the network, sponsorship and ownership Determine technology support required for network members Determine how network would operate (informal, formal etc) Define how networks will work with external collaborators Source: McKinsey & Company, September, 2008 Page 22

23 Other Global Considerations Language Legal Cultural Organized Labor Other? 2

24 Change Management

25 Link Between User Adoption and Business Impact

26 A Balancing Act Achieving Scale and Relevance. guard rails need to be loose Source: CIO Corporate Executive Board

27 Behavior Change Focus Source: Gartner Research

28 Emphasis on Support Network Leaders as role models Educate senior leaders Sponsor / Coaches / Ambassadors Managers as coaches Mavens Opt in pilot candidates Increase peer pressure Have a resistance plan

29 29 Pilot and Adoption Curve Consideration Fail small, Fail often, Fail safe

30 30 Sponsor Promotion Roles (Grainger)

31 If you don t have governance or policy or procedures be prepared for bad stuff to appear

32 Risks 32 Source: CIO Corporate Executive Board

33 Governance Model 1 Executive Sponsor Overall responsibility for the collaboration transformation Demonstrates commitment and secures dedicated resources Provides strategic guidance and direction 2 Enterprise Collaboration & Social Media Steering Group Creates catalog of next collaboration initiatives Prioritizes major initiatives and milestones Resolves major design and content issues that have enterprise impact Reviews and approves plans and significant project milestones 3 Collaboration Center of Excellence Coordinate Plan Execution Provide Program Oversight (including Change Mgmt., Transition Plan, and associated Communications) Coordinate Requirements (Collection/Prioritization/Integration; especially CM Functionality & Collaboration Apps) Facilitate Capability Asset Management Collaboration Success Metrics, Business Benefits Tracking, and Collaboration Delivery/Operations Enforce Content Policy, Architecture, & Standards (e.g. Style Guide, Search, Taxonomy, IA, UE, UI, etc.) Ensure that Technical Architecture & Standards are established 4 5 Security, Compliance Office & General Council Strategy Group(s) Audience Capability Needs Assessments Security Management Administration Content Owner Relationship Management ediscovery Coordination of Assets Compliance Service Level Management Archive Management Operational Role(s) Technical Collaboration Integration & Collaboration Operations Collaboration Component Reference Architecture Selection Collaboration Infrastructure Deployment Capability Application Development and Maintenance Fix Break Service Requests Collaboration Service Level Agreements Help Desk Support Collaboration Integration & Operations Role(s)

34 What do business guidelines look like Terms and Conditions of Use Welcome to the wmark LLC intranet (the "Site"). Please be aware of the following rules for use and posting on the Site. 1. The Code of Conduct and Ethics and Security Policy, including all policies not specifically highlighted in these Terms and Conditions, applies to your use of the Site. 2. You agree to use the Site for lawful purposes only. 3. Be clear, truthful, accurate and respectful. Always avoid exaggeration, colorful language, guesswork, legal speculation and derogatory remarks, or characterizations of people, companies or their products and services. 4. Never post sensitive personal non-public information to this Site, which includes: account numbers, transaction information, social security numbers, Tax ID numbers or dates of birth. 5. Some teams may have more restrictive Intranet terms and conditions of use. You are required to be aware of and comply with any additional policies and procedures applicable to your team. 6. Your posting of information or ideas on the Site is done within the scope of your employment with wmark LLC. Such information or ideas are the property of wmark LLC, including any intellectual property value. Information on the Site, including information you post, may not be used for personal benefit or outside the scope of your employment. 7. Clearly identify the source of information that is not your own. You may summarize information or link to an article, but never copy and paste third-party content to the Site unless you have permission from the owner. 8. If you make or detect an error, misstatement or are uncomfortable with the content of the Site, you should promptly notify: The Notifications Department.

35 Social in the Enterprise TEPEE

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