how social networks are delivering on the failed promise of knowledge management
DESCRIPTION
Organizations are inherently social, and when they enable people to reach out and find each other, connections are formed and discoveries are made that transcend org charts. But Intranet 2.0 isn't a zero-sum game. Open communication challenges traditional lines of authority and may be seen as a threat to those who are invested in existing structures. In fact, the biggest barriers to internal social network adoption are political, not technical. In an economy that demands innovation, resourcefulness and knowledge efficiency, do we really have any choice but to change? This presentation looks at how social networks are transforming the way businesses operate and at the bitter medicine some companies must swallow in order to realize their potential.TRANSCRIPT
Intranet 2.0: How Social Networks are Delivering on the Failed
Promise of Knowledge Management
Paul Gillin, Author
The New Influencers
Secrets of Social Media Marketing
Social Marketing to the Business Customer
Page 2
Game ChangersAbout
MeAbout Others
Passions & Interests
Profiles and activity streams have changed the nature of our online interactions
Page 3
The Power of 130
The average Facebook member has 130 friends, who each receive notifications of their network’s Facebook activities
Page 4
“Companies are implementing social from the inside out [by] deploying intranet-based social systems. The top three drivers for such deployments are employee collaboration, efficiency in locating people and resources, and idea generation.”
Informationweek, Nov. 17, 2011
Enterprises will spend $3.5 Billion in 2016 in enterprise social software up from $0.5 Billion in 2010.
ABI Research
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43%
41%
20%
How organizations are becoming more social
Internal deploymentExternal deploymentMass market social networks
Inside is Safer
Source: 2011 IBM Tech Trends Report
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•Forrester Research expects the enterprise social network market to nearly double from $1.06 billion in 2011 to $1.997 billion 2014.•IDC projects that the global market for social platforms will jump from $630 million in 2011 to $1.86 billion by 2014.
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Increasing revenue
Innovations for new products or services
Reducing time to market for products/services
Reducing operational costs
Increasing employee satisfaction
Decreasing travel costs
Increasing speed of access to internal experts
Reducing communications costs
Increasing speed of access to knowledge
0 10 20 30 40 50 60 70 80 90
Business Benefits of Internal Web 2.0
McKinsey 2010 survey of 3,249 executives
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Activity Streams
• The primary event propagation mechanism for Social Business
• Aggregate events from multiple systems/sources
• Can be filtered based on source / action required
• Events provide“embedded experiences”
• Provides a single go-to place to view and interact across multiple places
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Page 10
Doing Away With This
Approval
Approval
Need
Approval
Approval
Answer
Page 11
Does anyone speak fluent German?
Who’s interested in helping create a green energy policy?
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“Web 2.0 also seems to promote significantly more flexible processes at internally networked
organizations: Respondents say that information is shared more readily and less
hierarchically, collaboration across organizational silos is more common, and
tasks are more often tackled in a project-based fashion.”
McKinsey 2010 survey of 3,249 executives
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“Companies that are highly effective communicators had 47% higher total returns to shareholders over the last five years compared with firms that are the least
effective communicators.”
Towers Watson 2009/2010 Communication ROI Study Report
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“Our data show that fully networked enterprises are not only more likely to be
market leaders or to be gaining market share but also use management practices that lead to margins higher than those of companies
using the Web in more limited ways.”
McKinsey 2010 survey of 3,249 executives
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1. Preserve Tacit Institutional Knowledge
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2. Reduce Waste/Duplication
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3. Collectively Problem-Solve/Crowdsource
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4. Organize Like-minded People
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5. Spur Innovation
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6. Reduce Time To Market
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7. Improve Employee Engagement
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8. Support Learning And Development
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9. Improve Internal Communications
(And Reduce E-mail Volume)
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10. Identify Key Performers
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• Employee asked how to get more paint trays• Others asked how she was selling so many• She shared her idea on how to sell paint trays• The idea generated > $1M in additional revenue
IT Insider
One division launched a contest seeking 50 unique prototypes that contained 3M technology. In six weeks, the contest generated 45 prototypes from across the U.S. 3M filed seven patents on the work that resulted.
PaulGillin.com
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An internal social network has grown from 2,000 to more than 20,000 users in two years. By tackling problems from the bottom up, the company has slashed development times and identified waste and duplication. Its first global product, Promptis Ready Mix, was a direct result of cooperation across its worldwide workforce.
Participation in employee communities grew from 1,000 people to 28,500 in 18 months. The internal network now supports 2300 groups administered by employees in four categories: Expert and professional, Personal, Initiative and service and Projects and working teams
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“Roughly half of the internally and externally networked enterprises slid back into the category
of developing organizations…less than 15 percent…moved up to the next tier…It appears
that it is easier to lose the benefits of social technologies than to become a more networked
enterprise.”McKinsey, Nov., 2011
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Poor
Fair
Average
Good
Great
10%
15%
37%
25%
13%
12%
17%
33%
28%
10%
How Would You Rate the Success of Your Internal Social Networking Systems?
2010 2011
Trouble in the Ranks
Source: Informationweek, Jan., 2012
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Improve employee retention
Reduce volume of meetings
Streamline business process
Speed decision-making
Reduce internal e-mail
Create virtual "watercooler"
Support transformation or evolution of culture
Share best practices
Find and share expertise
Improve collaboration between departments
0 10 20 30 40 50 60 70 80 90 100
Impact of enterprise social network on the organization
Very little impact Some impact Moderate impact Significant impact
Source: Altimeter Group, Feb. 22, 2012
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How well do you feel your organization is measuring the impact of enterprise social networking?
Very wellSomewhat wellSomewhat poorlyVery poorly
Wing and a Prayer?
Source: Altimeter Group, Feb. 22, 2012
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“Merely having social networking on all the time can divert employee attention.“
Andrea Matwyshyn, professor of legal studies, Wharton
"Today, social networking is being thought of as a separate thing. We'll see that fade over time, and it will become just part of the way we interact."
Kartik Hosanagar, professor of operations and info mgt, Wharton
Source: “Is Business-centric Social Networking a Revolution -- or a Ruse?”Knowledge@Wharton
Skeptics
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Thank you!
Paul Gillin
508-656-0734
Site: gillin.com
Blog: paulgillin.com
Twitter: pgillin
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