cio strategy summit keynote presentation
TRANSCRIPT
ENTERPRISE SOCIAL NETWORKING ADOPTION
DR KAI RIEMER
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
“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
Start-up Neglect Excitement Productivity
Critical mass
Engage-ment
Tota
l use
r n
um
ber
Mes
sage
co
un
t
All messages
Self-referentialWhat’s that? I’ve seen
better!
That’s interesting!
It’s useful, try it!
How do I cope?
Can’t do without!
What’s appropriate?
Wid
enin
g ga
p s
ign
ifie
sIn
crea
se in
pro
du
ctiv
ity.
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
SOCIAL NETWORK
EMERGENCE PROCESS
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
Distribution of message types over time
Sep-Dec Jan Feb Mar Apr May
diffusion 4 7 55 156 52 140
norming 4 9 16 126 91 61
use 8 16 44 229 118 179
comparison 27 16 46 90 14 25
functionality 29 15 108 178 103 88
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Pro
po
rtio
n o
f self
-refe
ren
tial
messag
e t
yp
es
CONVERSATIONS CHANGE:
FROM TALK ABOUT THE TECHNOLOGY
TO SHARING PRODUCTIVE USE CASESDR KAI RIEMER
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMER
DISCUSSIONS &
CONVERSATIONS
PROBLEM-SOLVING
CONTEXT STATUS UPDATES
EVENT NOTIFICATIONS
PROVIDE USEFUL INPUT
TASK COORDINATION
DECISION-MAKING
MEETING COORDINATION
IDEA GENERATION
INFORMAL COMMUNICATION
CONTEXTUAL USE CASE PROFILES
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
< 5%
5-10%
10-20%
20-40%
> 40%
of messages
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMERMANAGING THE ESN ADOPTION PROCESS
• 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
Individual
Group
Organisation
Social Network
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMERIT MANAGEMENT PAIN POINTS