Presented at Interop Las Vegas: Organizations are investing in Enterprise 2.0 as a means to improve employee engagement, collaboration, and knowledge sharing. While social tools can play a critical role, driving organizational change requires IT strategists to look beyond technology deployment. This session will help IT architecture and infrastructure personnel understand E2.0 adoption issues, the role of change management, and alignment of social tools with strategic business initiatives.

1. Driving Organizational Change with Social and Collaborative Technologies Michael GottaSenior Technology Solutions ManagerEnterprise Social Software

2. A New Wave Of Social Tools: “E2.0”Viewed as a catalyst for productivity, growth, and innovation Since TheNineties Over ThePast Decade Blogs Wikis E-Mail Instant Messaging Document Libraries Web & VideoConferencing Since 2006:Enterprise 2.0 ActivityStreams Tags &Bookmarks Forums &Workspaces Enterprise Portals SocialNetworking Communities

3. Market Maturity Drives ConvergenceA steady shift towards platforms & ecosystems 2006 2007 2008 2009 2010 Illustrative list of vendors over time

4. Platform Approach Trumps Point Solutions Centralization enables distributed integration & ecosystems Any Content / Site (Internal / External) Any Device(@Work or @Home) Any Application(Internal / External) Video & Unified Communications “Social-enabled” Applications Search Services Activity Streams “E2.0” Forums Blogs Wiki Tags “E1.0” CommonServices Social Feedback: Following, Ratings… Workspaces Profile & Social Graph Communities Metadata and Content Services Semantics and Social Analytics Federation & Integration Services Network, Infrastructure & Management Services

5. Creating A More Participatory WorkspaceActivities observable, improved opportunities for networking My “Enterprise Identity” My Blog Entries My Activity Feed 7 new posts 15 comments 44 new subscribers Status messages Posts from applications Micro-blogging posts Mike Gotta EMPLOYEE # TITLE DEPARTMENT CONTACY INFO REPORTINT CHAIN My Wiki Updates My Communities JOB TITLE: 1 new communities 4 communities active 2 communities inactive 4 pages added 3 pages in discussion 15 alerts for edit review My “Claimed Identity” EXPERTISE EDUCATION My Tags & Bookmarks My Forum Posts INTERESTS INTERESTS 35 tags added 15 pages bookmarked Member 5 forums 15 posts in ABC forum 8 unread replies PERSONAL TAGS SKILLS FOLLOWING EXPERTISE

6. Building Organizational CapabilitiesBenefits are less directed at “hard” ROI, and there are risks… Employee engagement Lack of policy-based management Community-building Weak identity assurance Collaboration Inadequate security controls Benefits Risks Talent & Learning Questionable privacy protections “Social CRM”, “Social BPM” Misuse by employees Address generational shifts Unanticipated data disclosure Satisfy technology expectations Potential for “social engineering”

7. New hire forms self-help community with other new hires Profiles of those in similar roles guides new hires in selecting training and invitation to colleagues to act as community mentors On first assignment, needs additional help matching the best product to customer’s need System locates expert and instantly connects them for screen sharing to walk through the models How E2.0 Can Enable Business Value:Onboard and Train Employees Faster Result: Faster productivity as new employees more quickly discover how things are done

8. Senior sales person seeks new career direction and is exploring all options He joins market intelligence community and follows expert Based on years of field experience, contributes product and market insight on several key topics Hiring manager initiates video interview to offer him a position in marketing intelligence How E2.0 Can Enable Business Value:Retain the Best Talent Possible Result: Talented employees stay within the company making their expertise available to new and old coworkers

9. While in the field, service rep uses Flip to capture new repair procedure Video is uploaded, tagged and posted to profile and field repair community Field rep gets immediate feedback, and can bring in experts from product and service team Real-time conference refines procedure and confirms acceptance How E2.0 Can Enable Business Value:Transfer Employee Knowledge and Best Practices Result: Leverage communities of practice where employees learn from the insight and experiences of fellow practitioners

10. How E2.0 Can Enable Business Value:Improve Quality and Quantity of New Ideas Innovation Programs R&D team runs customer surveys and focus groups but needs to increase idea generation Uses social site to form innovation community, and create space for interested employees to brainstorm Final ideas are submitted as videos to ideation community for feedback and vetting Community ratings help R&D team rank best presentations and select winning idea Result: More rapid innovation and employees feel like they are contributing to the success of the company

11. A Platform Approach Does Have ValueThere are multiple “wins” for both the business & IT organization Developer, Partner, & ISV Ecosystem Common Integration Services Centralized Data, Content, & Media Consistent User Experience Common Policy, Administration & Operational Management

13. Change Management

14. Adoption PracticesPlan Build Enterprise 2.0 Run Resources released from “project” Resources committed to “program”

15. Governance: Socializing ExpectationsClarifying meanings, structures, decision rights & practices Governance Program People Policy Communities& Social Networking Process

17. Representation from other areas agree to top-down approach

18. Related boards, committees and councils also likely centralized as well

19. No central control, business units make decisions

20. Minimal interaction across areas; “free will” to leverage any economies of scale

21. Some “essentials” likely centralized (security, etc)

22. Certain critical items ceded to “corporate

23. Otherwise, a peer relationship across “corporate” and business units

24. Framework to gain consensus and protocol to handle exceptionsCommon Program Elements Policies, processes, communities…

25. Change Management: It Takes TimePutting a program in place to sustain transformation efforts + HR Legal CorporateCommunications Audit &Compliance BusinessUnits ITOrganization + + + + Planning, Marketing &Education Financial Management Project Management ResourceManagement ChangeManagement Program

27. Policy reviews

28. Use case scenarios

29. ROI monitoring

30. Succession planning

31. Sponsors

32. Application

33. Metrics

34. Iterative release management

35. Risk analysis

36. Operational enablement

37. TrainingCommon Program Elements Strategy, campaigns, assessments, communications, guides/how to’s…

38. Adoption: The Psychology Of ChangeA focus on value, community & enabling new ways of working IT Support Area Business Unit Plan Business Case Build Requirements Adoption Program Run Governance Program ChangeManagement Program Maintenance UserExperienceDesign LocalOwnership CommunityManagement LeadershipParticipation EarlyAdopter Program “SeedingTactics”

39. Adoption: An Evolution Over Time Release strategies are a key aspect to bootstrapping adoption

40. Adoption: “Seeds Of Change”Change is a networked transformation with multiple catalysts

44. Breakthrough levels of transformation is dependent on addressing culture and related organizational dynamics via governance, change management, and adoption programsSummary