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SOCIAL 
NETWORKING 
FOR 
WORKPLACE 
INNOVATION 
A/PROF KAI RIEMER 
THE UNIVERSITY OF SYDNEY 
BUSINESS SCHOOL
Observation: Many businesses do not quite know 
what to do with social networking, how to manage 
it, how to drive adoptio...
Yammer screen shot 
Kai Riemer - ERCIS lunch time seminar - 10/7/2012, Muenster
Discussion of tool vs infrastructure view of 
Technology  watch this short video. 
Why do we frequently overlook the plat...
“ESN roll-out 
is too hard 
and messy” 
“Procrasti-nation 
and 
time wasting” 
“Facebook in 
my company? 
Are you 
serious...
Start-up Neglect Excitement Productivity 
Critical 
mass 
Engage-ment 
Message count Total user number 
All messages 
What...
DISCUSSIONS & 
CONVERSATIONS 
PROBLEM-SOLVING 
CONTEXT STATUS UPDATES 
EVENT NOTIFICATIONS 
PROVIDE USEFUL INPUT 
TASK COO...
S O C I A L 
Socialising Organising 
Crowd 
sourcing 
Information 
sharing 
Awareness 
creation 
Learning 
& Linkages 
Soc...
Deloitte AU: 
Knowledge-intensive work practices 
Yammer as a space for… 
Information-sharing 
Crowdsourcing ideas 
Proble...
Individual 
Group 
Organisation 
Social 
Network 
THE UNIVERSITY OF SYDNEY 
BUSINESS SCHOOL 
• Coaching: ‘Nudge’ people in...
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Social Media Week Sydney - Master Class Kai Riemer

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This is a slide deck with selected slides from my Master Class at Social Media Week in Sydney. The deck contains the most important frameworks and links to the full report or videos that provide further background on my talk.

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Social Media Week Sydney - Master Class Kai Riemer

  1. 1. SOCIAL NETWORKING FOR WORKPLACE INNOVATION A/PROF KAI RIEMER THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL
  2. 2. Observation: Many businesses do not quite know what to do with social networking, how to manage it, how to drive adoption and what it can do for them
  3. 3. Yammer screen shot Kai Riemer - ERCIS lunch time seminar - 10/7/2012, Muenster
  4. 4. Discussion of tool vs infrastructure view of Technology  watch this short video. Why do we frequently overlook the platform character of technologies? Because our management methods assume a tool view of technology. THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL DR KAI RIEMER
  5. 5. “ESN roll-out is too hard and messy” “Procrasti-nation and time wasting” “Facebook in my company? Are you serious?” “Not sure what to use it for (benefits?)” “Can’t measure it, won’t do it!” “Typical solution looking for a problem!” “Social has no place in business” UNCERTAINTY & MISCONCEPTIONS
  6. 6. Start-up Neglect Excitement Productivity Critical mass Engage-ment Message count Total user number All messages What’s Self-referential that? I’ve seen better! That’s interesting! It’s useful, try it! How do I cope? Can’t do without! What’s appropriate? Widening gap signifies Increase in productivity. How does it work? Risk of failure t {Social Network Emergence Process - SNEP model © Riemer et al. 2012, The University of Sydney} THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL DR KAI RIEMER SNEP Download full report from here. SOCIAL NETWORK EMERGENCE PROCESS
  7. 7. DISCUSSIONS & CONVERSATIONS PROBLEM-SOLVING CONTEXT STATUS UPDATES EVENT NOTIFICATIONS PROVIDE USEFUL INPUT TASK COORDINATION DECISION-MAKING MEETING COORDINATION IDEA GENERATION INFORMAL COMMUNICATION THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL DR KAI RIEMER ENTERPRISE • Large Enterprise • Context building • Networking • Crowdsourcing PROJECT • Mid-sized teams • Context building • Coordination • Alignment WORK GROUP • Small teams • Main work tool • Knowledge work • Micro-coordination CONTEXTUAL USE CASE PROFILES > 40% 20-40% 10-20% 5-10% < 5% of messages
  8. 8. S O C I A L Socialising Organising Crowd sourcing Information sharing Awareness creation Learning & Linkages Social praise Informal talk Work coordination Meeting organisation Problem solving Idea generation Status updates Event notifications Discussion & Opinion Make the connections. Learn about others. Build common ground. Input generation Document storage {The S.O.C.I.A.L. Use Case Framework © Riemer & Richter 2012, The University of Sydney: http://ses.library.usyd.edu.au/handle/2123/8845} Download full report ESN Research @ USYD Business School 8
  9. 9. Deloitte AU: Knowledge-intensive work practices Yammer as a space for… Information-sharing Crowdsourcing ideas Problem-solving & locating experts Context & Relationship building Knowledge practices: () ( ! ) ( ? ) (@) Providing input Creating new knowledge Harnessing existing knowledge Building the social fabric 1 2 3 4 Input from external sources is a key ingredient of any effective knowledge work. Information sharing is the basis for serendipity. The user group is drawn on for ad-hoc crowdsourcing of ideas. These online brainstorming sessions allow users to express ideas freely. Users draw on the dispersed expertise of the user group. Problems are solved and access to resources and experts is facilitated. A shared background is the basis for all knowledge work to happen. People get to know each other and build a shared context & awareness. © Riemer et al. (2012), The University of Sydney: full report online: http://hdl.handle.net/2123/8352 ESN Research @ USYD Business School 9
  10. 10. Individual Group Organisation Social Network THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL • Coaching: ‘Nudge’ people in the right direction • Mentoring: Reverse Mentoring to ‘onboard’ older employees. • Promoting: People who take ownership of the initiative (e.g. “Yambassadors”) • Use Case Development: Use cases need to be developed in context • Policy-making: Simple, but crystal clear policies about what is appropriate and what not (to reduce barriers to engagement) • Management buy-in: Legitimise ESN through management participation • Community management: Dedicated community managers look after the social networking space • Cultivation: “Leadership in use” by setting positive examples DR KAI RIEMER MANAGING THE ESN ADOPTION PROCESS

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