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Enterprise Social Networks: Evolving Models for Success
Craig St. Clair, Principal Consultant
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Social networks baseline: 2011
• Championed by a couple of evangelists
• Hired consultants to get it started – all very conceptual
• Interest from senior executives
• Set up pilot groups
• Assigned executives to seed conversations (weekly posts)
• Monitored behavior for several weeks
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50 year old technology company – culture typified by traditional big enterprise behavior
Failed miserably
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Why didn’t it work?
• Lack of Pain + Force of Habit = Low Adoption
• Too much effort > Not enough (immediate) return
• The relevancy issue > Employees have real jobs and deliverables
• Multiple fire hoses
• “Disruptive” isn’t the answer
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A legendary sound technology company: 2013
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Social tools integrated on the home page
Aggregation of streams the individual is following
Traditional announcement communications driven through the stream
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International architecture firm: 2014
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Embedded on the home page of the intranet
Independently available via app
Streams are organized around practice areas
Tightly integrated with custom MySite pages
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An international architecture firm: 2014
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Dedicated social streams for knowledge capture for individual projects
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Key Concepts for Social Network Design
• Design it: Social networks can be purpose-built
• Manage it: Monitor and manage the proliferation of social groups
• Get the right mix: Social content is just part of the content equation
• Look for organic information exchanges > move them to social tools
• Avoid the pure techno-phile as evangelist
• Enterprise social networks are not Facebook; they are a tool for business and the same rules apply
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Thank you.
Craig St. Clair
Enterprise Knowledge, LLC
www.enterprise-knowledge.com
@EKConsulting