4. Most social initiatives fail
Install and see who uses it
No clear objective
No management buy-in
No clear user value
Led by IT not business people
Inappropriate governance
Culture, structures
McKinsey Global Survey:“Building the Web 2.0 Enterprise”
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5. Where to start
Solve real problems
Communications critical
Motivated people
Trust building
People-centric processes
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6. Understanding users
1% 9% 90% All Mandating use does not impact
quality or quantity
Consistent pattern of content
creators, critics, and consumers
Content is driven by the active 10%
European Commission JRC: “Web 2.0 in Government: Why and How? ”
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7. Active 10% personality types
Malcolm Gladwell, “The Tipping Point”
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8. Active 10% personality types
Exploration & Production
O’Brien
Senior Vice President
Jones Stock The community
leverages Cole’s
Explorations Drilling Production knowledge to do
Williams Taylor Stock their jobs
Shapiro Paine
G&G Petrophysical Production Reservoir
Cohen Cross Sen O’Brien Shapiro
Smith Andrews Moore Paine Cohen Cole Jones
Hughes Miller Kelly
Andrews
Ramirez Smith
Miller
Hughes Williams
Bell
Cross
Hussain
Cole
Taylor
Hussain
Moore Ramirez Bell Sen
Kelly
Social Network Analysis
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9. Important relationships
Strong Ties Weak Ties
Close relationships Casual relationships
Shared world view Varied world view
Team dynamics Professional
Shared dynamics (interest)
knowledgebase & Specialised
assets knowledgebase &
Similar perspectives assets
& experience New approaches &
Email lists, phone, perspectives
shared and managed Enables “6 degrees”
documents, team- Communities, blogs,
rooms wikis, tweets, IM
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10. People participate when…
the subject is important to them
they trust they have the right audience
organisational roadblocks are removed
they play a key role in quality & governance
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11. Social collaboration success factors
1. Senior management involvement
2. Users drive how it is used
3. Users make it a part of their daily routine
4. Personal (not material) incentives
5. Include peer leaders in key roles
6. Balance of freedom and control
The McKinsey Quarterly: “Six ways to make Web 2.0 work ”
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12. Getting the balance right
Top Down Bottom Up
Provide vision and a Present and promote yourself
collaborative environment Connect to people and expand
Be accessible and less formal your network
Broad input and spontaneous Create, share and participate
interactions actively
Trust your co-workers and let Be a role model
ideas flow Coach and guide your colleagues
Remove barriers and leverage
initiatives
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14. Appraise – Social business goals
Drive Innovation
Support communications
Manage projects effectively
Catalogue staff skills, interests for
opportunities
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15. Assess – goals & choose the team
Initiative goals
– Engage inter-departmental team members
– Solve difficult problems
– Provide peer review
– Share insights, practices
– Generate & rate ideas
Select team for:
– Cross-functional work, different locations and
different businesses/divisions
– Shown peer leadership
– Connectors, mavens, salespeople
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16. Adopt – tools, for day to day, personal use
How to engage in cross-functional work, in
different locations businesses & divisions
How would YOU fit this
Adapt tools to support your projects
for day to day interactions, brainstorming,
into your daily job?
information sharing, and problem solving
Understand how to personally benefit while
supporting team innovation goals
Establish best practice and success measures
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17. Adapt – behaviours & recognise opportunities
Understand barriers to use (network speed,
practices)
Document unexpected benefits (novel
approaches, etc.)
Gather ideas on how to improve collaboration
Determine relationship to other initiatives and
combine/link complementary communities
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18. Case study
Support research activities
– Collaborate on research activities across people and teams
– Extend core teams to include regional and multidiscipline experts
– Access expertise when solving shared or perplexing problems
Support communications
– Communication vehicle for management, innovation team, and
other areas of interest
– Generalised project resource to collaboratively manage project
constraints & resources
Catalogue staff skills & interests for projects, promotions
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19. Case studies:
University manage bids (for funding)
– Improve success rate by bringing together the most qualified team
with best practice from previous bids.
– Jointly select, compose, manage and review bids.
Global Sales Coordination
– Reduce customers ability to “shop around” causing regional sale
teams to compete against each other
Product Promotion Best Practice
– Provide European knowledge base from all promotional campaigns,
detailing displays, results, improvements, competition etc.
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21. In summary
Think big – Start now!
Broaden your definition of a “team”
Solve real “communication” problems
Respect users “world view”
Help users drive use, participation
Get the balance right
Drive toward critical mass
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