transforming intranets with social software to drive performance and value for intranets2012

Rethinking Intranets as Social Workplaces

by Dion Hinchcliffe

® 2010 Dachis Group. Confidential and Proprietary

Collaboration Strategy Process for T. Rowe Price

Social Business by Design• Published May, 2012• From John Wiley & Sons• The definitive management

strategy guide and handbook on social business.

• Based on real-world experience.

• The most complete and business-focused statement on what social business is and why it’s strategically vital.

• Recently #1 in Amazon’s Hot New Releases

• Companion Web site at

2

http://socialbusinessbydesign.com



® 2012 Dachis Group 3

Introduction

Dion Hinchcliffe• ZDNet’s Enterprise Web 2.0

• http://blogs.zdnet.com/Hinchcliffe

• ebizQ’s Next-Generation Enterprises• http://www.ebizq.net/blogs/enterprise

• EVP of Strategy• http://dachisgroup.com

• mailto:[email protected]

• : @dhinchcliffe

Spring 2012

http://blogs.zdnet.com/Hinchcliffe

http://blogs.zdnet.com/Hinchcliffe

http://www.ebizq.net/blogs/enterprise

http://www.ebizq.net/blogs/enterprise

http://hinchcliffeandco.com/

http://hinchcliffeandco.com/

mailto:[email protected]


http://www.amazon.com/gp/product/1118273214/ref=as_li_ss_il?ie=UTF8&tag=dionhinchsblo-20&linkCode=as2&camp=1789&creative=390957&creativeASIN=1118273214



























Overview

• Examination of social computing strategies

• With a focus on Enterprise 2.0 and social intranets

• Pragmatic exploration of how they can best promote effective business results

• We’ll look for evidence of which techniques work best.

• We’ll talk about how to realize them.


Intranet Congress

The Social Business Council

• Over 200 large firms• Practitioners of

Social Business and Enterprise 2.0

• Only companies with over 10,000 employees (in Europe 5,000)

• Our research and insight into these hundreds of firms drive best practices and lessons learned


Intranet Congress


Intranet Congress

Social Intranet Budget Sizes

Source: The 2.0 Adoption Council

Intranet Congress 2011

The drivers for next-generation business

• Pervasive global connectivity

• New friction-less interaction platforms

• Focus on network effects

• Information superabundance

• Inherent transparency, openness, and broadcast

• The rise of social capital

Social As A Global Trend

The Map of Social Business Opportunity

Creating new rapid growth online products powered by:• Peer Production• Jakob’s Law • The Long Tail• Blue Ocean• Network

Effects

Reinventing the customer relationship to drive revenue:

• Customer Communities• Customer Self-Service• Marketing 2.0

Driving costs down through less expensive, better 2.0 solutions:

•Lightweight IT/SOA•Enterprise mashups•Expertise Location•Knowledge Retention

Improving productivity and access to value:

•Enterprise 2.0•Open APIs•Crowdsourcing•Prediction Markets

Business Remodeling and Restructuring

•BPM 2.0•Employee Communities•Cloudsourcing•Pull Systems

Change Management•Transformation Communities•2.0 Education•Capability

Acquisition

Fostering Innovation

•Internal Innovation Markets•Open innovation•Database of Intentions

Leveraging Innovation•Product Incubators•Open Supply Chains•Product Development 2.0•Some Rights Reserved

Innovation

Transformation Cost Reduction

Growth

Current Business

State

• Workers are not likely to collaborate very often if they are more than 50 feet apart:

• Even with traditional electronic aids such as telephone, e-mail, and remote video

The 50 Foot Collaboration Rule

Surmounting this obstacle is now

possible with newer collaboration techniques

Take Away:

Motivation and Trends• Knowledge workers currently spend 20% of their

time looking for the information they need to do their jobs (1 day a week) Source: Forrester

• Intranets have frequently failed to address the informational and collaborative needs of workers. Most are relatively static and infrequently updated.

• Approximately 42% of the economies of developed nations are “tacit interactions”, meaning complex collaborative problem solving carried out by knowledge workers. Source: McKinsey

• Organizations that adopt new collaborative tools like social for several years see the amount of reusable knowledge grow much more rapidly that before. Source: Jive

• Between 80%-90% of the information that organizations have spend hundreds of billions collecting in IT systems over the last 30 years is inaccessible by most workers. Source: Various including Gartner, IDC, others

Goal: Address these issues and make information easier to find/share as well as faster to access while also improving knowledge flow between associates.

Other drivers of social IT and business

• Drivers- Downturn- Growing Tech/Business Gap- Low IT success rates- Costly solutions- Failure of centralization

13

What are the key elements of a social intranet platform?

• A holistic social view community that meets business needs

• Software that puts people and their relationships at the core of their function

• User profiles that list all of the connections you have with others

• Activity streams that display an ongoing set of events and messages taking place in your social environment

• Other social applications that makes most activity public by default

Microblogs

BusinessTradingPartners

World Wide WebCustomers + Public

Trust, Engagement, Reputation

The Social Web

Public Social NetworksInteraction and Social Business

E2.0 Workflow

Unified Comm 2.0

E2.0 Compliance

Community Mgmt Social Web Tech & Standards

Us

B2C

B2B

CustomerCommunities

WorkerOnline

Community

Driving the Agenda:Today’s Social Networking

Landscape

1-2 billion people

Internal vs External Social Networking

Becominghighly

porous

The Evolution of theEnterprise Intranet

Welcome page with essential company information1.0

Bulletin board with basic company communications1.1

Corporate newsletter with news items & simple doc management1.2

Help desk with simple transactional features (employee directory)

1.3

Corporate apps - More complex transactions like eHR and self-service1.4

1.5 Enterprise portal - Integrated identity, content, and applications

Basic social features such as limited blogs, wikis, and discussion forums2.0

Social networking - User profiles, activity streams, and microblogging2.1

Social operating system - Social apps drive internal and external work2.2

1990s

2000s

2010s

From http://blogs.zdnet.com/Hinchcliffe

Most organizations

are here today

•Basic intranet presence • Informational directories•Content push

Theme

•Content management•Self-service•Productivity apps

Theme

•Peer information sharing•Collective intelligence•Social business solutions

Theme

What might a socialintranet look like?

What Matters

My Activity Stream

My Workstreams

Due

Due

Soon

Soon

Future

Future

My RecentSocial Objects

A Social/Collaborative “Dashboard”

My Trending Events

Ad Hoc Process-Oriented Content-Oriented

•Central focus for daily work•Safety net for structured processes•Accounts for all three major types of

work activities (ad hoc, process-related, and doc-centric)

A

SocialObjects

(Content Types)

•Most common content types (reports, support cases, new product ideas, project documents, etc.)

•Decorated with metadata (categories, tags, etc.)

•Attention stats•Discussion, rating, and ranking•VersioningMain Focus:

WorkforceActivity

Social IntranetContent

metadatarepository

treebrowser

Find

search engine

Create

Activity Stream

Edit Organize

B

• Easily accessible social content repository (intranet)•Created through ad hoc, process-oriented, and content-

oriented activities in social tools or office productivity docs•Makes discovery and reuse of intranet content very easy

(creates high ROI)

VersionDiscuss

Request

tagcloud

•Status updates and microblog posts from associates•Narration of all work with social objects•Trending business events

Main Focus:Business Knowledge

Becoming part of an ecosystem

Social Businessenterprise ecosystem

customers +world

business partners

workers

Dynamic Signal

Metafilter

Hivemind

Ecosystem

The significant social computing trends of the last half decade

Web 2.0Crowdsourcing

Social CRM

Enterprise 2.0

Social MediaOnline Communities

integrated vision

intra

net

extra

net

Inte

rnet

High value, high scale, cost effective, and emergent business

outcomes

The strategic application of social computing to enterprise challenges:Social Business Design

Source: Dion Hinchcliffe, Dachis Group, 2010 http://dachisgroup.com

http://dachisgroup.com

http://dachisgroup.com

Significant Recent Examples

• TransUnion - 50x ROI in high value scenarios

• IBM - 29% reduction in e-mail volume

• Siemens - Eliminating e-mail entirely

• GE - Entire company has transformed to enterprise social media + UC

® 2012 Dachis Group

6 Recent Large-Scale Examples

24

(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.

Dachis Group

Source: Alcatel-Lucent

Status as of December, 2011


Dachis Group


Dachis Group

Acquired Board Member

Sponsor

connect.BASFFirst Conceived by Internal Think Tank

Stand-Alone Solution Owners

Interdisciplinary Team

Involvement

Expert Communities &

Advocates

Go/No Go Decision for

Global Launch

Launch Communication

Concept Pilot Launch

2007 2008 2009 2010 2011

5K

10K

15K

20K

25K

30K

UserBase

Enterprise 2.0 Story


Dachis Group

Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With Salesforce CEO Marc Benioff at Dreamforce 2011

Stats: 6,600+ Workers | 10M+ Facebook Fans | 15,000 Partners

‘s End-to-End Social Business Effort


Dachis Group

The Burberry Lesson

• Social business leads to better connection between workers and customers

• New types of sustained connections that result in business value

• Wall Street analysts credit the fashion firm’s social media strategy for a major rise in profit

21% Increase To The Bottom Line


Case Study: Investment Banking

• Dresder Kleinwert Wasserstein (DrKW)

• Used for Prof. Andrew McAfee’s article introducing Enterprise 2.0

• Included both blogs and wikis– Uptake was not automatic

– “depended greatly on decisions made and actions taken by managers”


The DrKW Story

• Pioneers in the IT department at its London office sent a program called Socialtext to several groups to see how it might be used to facilitate different IT tasks.

• The wiki program spread so quickly that DrKW then decided to launch its own corporate wiki.

• By October, 2006, the bank's 5,000 employees had created more than 6,000 individual pages and logged about 100,000 hits on the company's official wiki.


Adoption Challenges at DrKW• Initial efforts at Dresdner confused employees

and had to be refined to make the technology easier to use.

• More important than tweaking the technology was a simple edict from one of the proponents: – “Don't send e-mails, use the wiki.”

• Gradually, employees embraced the use of the wiki, seeing how it increased collaboration and reduced time-consuming e-mail traffic.


DrKW Continued

1) Ease of Use

2) Little or no upfront structure


DrKW: The Role Managers Played• Providing a receptive culture

– “I’m not sure wikis would work in a company that didn’t already have 360-degree performance reviews”

• Offering a common platform– Reduced fragmentation and encouraged connections between different groups

• An informal rollout– Reduced constraints

and policy

• Managerial support– Leading by example


Key Lessons Learned at DrKW• Lesson #1: Viral adoption works. Once one group became

committed wiki users, both companies say, the trend inevitably spread. – In March, 2006, the Dresdner Kleinwort wiki had 20,000 monthly hits. By October,

that number had quintupled, often because one unit convinced another to start using wikis.

• Lesson #2: Simple, clear messages about the tools and participation by leaders leads to the necessary behavior changes in employees

• Lesson #3: Not just better collaboration. A new type of collaboration:– It was “a watershed moment to find a tool that orchestrates a virtual free-flowing jam

session of ideas across different groups and units within the company—something that's crucial for an organization that thrives on out-of-the-box thinking.”


Strategies for Driving Business Value with Social Intranets

10


1Define Your Business Problem(s) 1st

Select Your Social Technology 2nd


2 Understand Why Social Software Works and Focus on Those Aspects

network effects

social capital

social capital

weak ties

knowledge retention


3 Effective discovery is a central pillar of a successful social workplace

enterprise search

emergent metadata

emergent metadata

social analytics

engineered serendipity

social data ecosystems


4 Invest in a robust community management capability. It’s the keystone of a social intranet

guiding adoption

fostering a social culture

bringing groups insilos together


5 Everyone needs a little collaborative literacy, make sure they get it.

culture of sharing

narrating work

observable workstreams

labeling for (re)discovery


6 Social intranets aren’t like classical enterprise software; Actively encourage emergent and unintended consequences

help users apply social tools in new places

don’t overstructure


7 Pick the right social platforms;social is not a single product.Also, it’s OK to get it wrong, once

2-5 major tools

governanceintegration

shootouts


8 Don’t make it optional.Don’t make it a second class citizen.Provide clear usage policies.

SocialIntranet

But it won’t push out the old ways of doing business. At first.


9 “You Can Skip the Pilot”; or“Your Pilot Is Your Rollout”

Go big

Two wave adoption

Learn a lot from early users(just as long as they’re your real users)


10 Social intranets are a platform, not an app. Leverage the platform.

Jakob’s Law (Be Everywhere)

Build social business solutions

Users As Platform

Questions

Slides: [email protected]



transforming intranets with social software to drive performance and value for intranets2012

Technology

drivers of social

social applications

social capital

social intranet platform

workowthe social web

holistic social view

dachis group

trends knowledge workers