Im too busy to collaborateaddressing user engagement challengesJoseph DArmiSolution ConsultantContact:Telephone: +44 (0) 1344 386000Fax: +44 (0) 1344 386001hello@chooseportal.comAvis House - Park Road - Bracknell - Berkshire - RG12 2EW www.chooseportal.com 1

If HP knew what HP knows, we would be three times as profitable. Lew Platt - Former CEO of Hewlett-Packard www.chooseportal.com 2

2009 Hugh MacLeods Gapingvoid www.chooseportal.com 3

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, structuresMcKinsey Global Survey:Building the Web 2.0 Enterprise www.chooseportal.com 4

Where to start Solve real problems Communications critical Motivated people Trust building People-centric processes www.chooseportal.com 5

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? www.chooseportal.com 6

Active 10% personality typesMalcolm Gladwell, The Tipping Point www.chooseportal.com 7

Active 10% personality types Exploration & Production OBrien Senior Vice President Jones Stock The community leverages Coles Explorations Drilling Production knowledge to do Williams Taylor Stock their jobs Shapiro Paine G&G Petrophysical Production Reservoir Cohen Cross Sen OBrien ShapiroSmith Andrews Moore Paine Cohen Cole JonesHughes Miller Kelly AndrewsRamirez Smith Miller Hughes Williams Bell Cross Hussain Cole TaylorHussain Moore Ramirez Bell Sen Kelly Social Network Analysis www.chooseportal.com 8

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 www.chooseportal.com 9

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 www.chooseportal.com 10

Social collaboration success factors1. Senior management involvement2. Users drive how it is used3. Users make it a part of their daily routine4. Personal (not material) incentives5. Include peer leaders in key roles6. Balance of freedom and controlThe McKinsey Quarterly: Six ways to make Web 2.0 work www.chooseportal.com 11

Getting the balance rightTop 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 www.chooseportal.com 12

Accelerated adoption www.chooseportal.com 13

Appraise Social business goals Drive Innovation Support communications Manage projects effectively Catalogue staff skills, interests for opportunities www.chooseportal.com 14

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 www.chooseportal.com 15

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 www.chooseportal.com 16

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 www.chooseportal.com 17

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 www.chooseportal.com 18

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. www.chooseportal.com 19

Process Resource Measures www.chooseportal.com 20

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 www.chooseportal.com 21

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