Presentation by Mike Brown of JPMorgan Chase and Daniel Kraft of NewsGator at the Share Conference in Atlanta April 11, 2013.

1. Living and Breathing the
Social Workplace
Michael A. Brown, PMP Daniel Kraft
JPMorgan Chase NewsGator
@MikeAaronBrown @DanielKraft
Produced by: Supported by:

2. Key topics and take-aways
• What do we mean by „social‟ or „emergent‟ collaboration?
• What are “social collaboration” or “emergent collaboration” systems?
• Why do they work?
• Why do emergent collaboration platforms help solve the problem?
• Some critical success factors to consider
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3. Think about how you solve problems today
Where
should I
dine
Why?
tonight?
• Wisdom of the crowds
What TV • Expertise from the source
should I
purchase? • Trust
• Speed
Which
hotel has
the best
view?
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4. The drive behind internal social collaboration
• An engaged workforce
• Faster response
+ = • Effective collaboration
• Better communications
Concepts and power of The expertise and knowledge of
External social software your internal workforce Social Enterprise
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5. Survival of the Social
Network
of Hands
Productivity4
Time4 @MikeAaronBrown @DanielKraft

6. Survival of the Social
Network
of Minds
Network
of Hands
Productivity4
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7. Survival of the Social
Network
of Hearts
Network
of Minds
Network
of Hands
Productivity4
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8. Example: Financial Services
13% Product Development
2% Operations & Distribution
24% Marketing & Sales
26% Customer Services
5% Business Support Functions
70%
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9. Let‘s have some fun
100m Professional Services 11.3m
100m Consumer Packaged Goods 7.7m
100m Financial Services 6.4m
100m Manufacturing 5.3m
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10. Putting „social‟ into perspective
• “Collaboration” is nothing new
• Volume of information grows exponentially
• Access to that information becomes easier and cheaper
• Systems move from transactional to„systems of engagement’
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11. Systems of record becoming systems of engagement
* John Mancini – AIIM (Association for Information and Image Management)
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12. What do we mean by „social‟ collaboration?
• Social collaboration inside the company ≠ “Facebook for the
Corporation!”
• Instead, social collaboration IS:
• New modes of communication
• More real-time collaboration
• Pull vs. Push („Subscribe to content‟)
• Implicit and explicit knowledge – both content and content providers
• Breaking down traditional silos within the corporation
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13. Why have these platforms become so powerful?
Challenges Opportunities
• Globalization – business expansion, outsourcing, etc. • Collaboration or communication is more natural and
fluid (conversation threads, micro-blogging, tagging
• Mergers & Acquisitions impacting „corporate culture‟ content)
and knowledge transfer
• Access to knowledge is made easier through expert
• Speed to market search, robust user profiles and communities of
• The “consumerization of IT” – „power to the people‟ practice
• Siloed business units • Silos break down as employees begin to collaborate
with people they may never have met before
• Knowledge retention issues
• Employees become more engaged in helping one
• Mobile work force another solve problems and innovate solutions
• Mobile access to internal collaboration systems
leverage the concepts of Facebook or Twitter in their
simplicity and power (profiles, communities, activity
streams, micro-blogging, etc.)
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14. Some real world examples
• Corporate recruiters come together to share requirements & candidates
• Lines of business across the country share best practices, updates on
new government regulations and rulings, and presentation materials
• Software application users come together and help one another with
problem-solving solutions, sample sites and information on product
upgrades and features
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15. Why are internal social platforms so powerful?
• Internal social platforms break down silos quickly
• They level the playing field, flatting traditional corporate hierarchies
• “Expertise” bubbles up quickly
• People feel engaged and connected, leading to better productivity and
willingness to help solve a problem
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16. Key takeaways
• Internal social collaboration is not necessarily about
creating “Facebook” for the company. It‟s more about:
• Creating systems of engagement
• Breaking down traditional silos and barriers to communication
• Encouraging collaboration and communication
• When considering an internal social collaboration platform:
• Understand where the communication pain points are in your company
• Ensure both bottom-up and top-down participation
• Identify use cases or business processes that could be enhanced
• Critical mass matters! Social for 20 is not like social for 200,000
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