Social in the Enterprise TEPEE
AGENDA - Social in the Enterprise Definition Value Proposition Implementation Change Management Governance TEPEE 2
Definition
Social Media Defined the use of web-based and mobile technologies to turn communication into an interactive dialogue. (wikipedia)
Enterprise Social Media and Computing Source: CIO Corporate Executive Board 5
Enterprise Social Computing Platforms provide a comprehensive set of tools delivering rich support for employee communication, open collaboration and knowledge capture and exchange Communications Email, chat, mobility, voice, text, video Collaboration Shared work spaces and documents, discussions, workflows, wikis, blogs Social networking Profiles, communities, tagging, voting, micro-blogging
Maturity Model for Enterprise Social Computing
Do you have a choice?
Public social media driving enterprise social media Source: Gartner Research 10
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
Business case or business imperative? 12 Source: CIO Corporate Executive Board
Implementation
IT is the Enabler not the Driver Source: CIO Corporate Executive Board Source: CIO Corporate Executive Board
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
Matching implementation approach to collaboration need Source: Gartner 2011
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. Email / Messaging / Collaboration Desktop -> Mobile -> Key business partners -> Public Size and breadth of collaboration participants Source: wmark LLC
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
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
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
Where to Deploy
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
Other Global Considerations Language Legal Cultural Organized Labor Other? 2
Change Management
Link Between User Adoption and Business Impact
A Balancing Act Achieving Scale and Relevance. guard rails need to be loose Source: CIO Corporate Executive Board
Behavior Change Focus Source: Gartner Research
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 Pilot and Adoption Curve Consideration Fail small, Fail often, Fail safe
30 Sponsor Promotion Roles (Grainger)
If you don t have governance or policy or procedures be prepared for bad stuff to appear
Risks 32 Source: CIO Corporate Executive Board
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)
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Social in the Enterprise TEPEE