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Jonathan Grudin Microsoft ResearchManaging Boundaries:Social Media Use by Enterprise Employees

1Immovable Object

Human nature does not changePerceptual, cognitive, emotional, social behaviorsIrresistible Force

Human Nature and Technology Changeprelude: technology growth

Microsoft Research Faculty Summit 2010 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION5Even when aware of supralinear growth, we reason poorly about it.Seeing data does not help!When it has effects, we misattribute them.Reasoning about Exponential GrowthRobert J. Glushko (Ed.), The discipline of organizing, MIT Press, 2013. Online versions are planned.6Reasoning about Exponential Growth102030405060701234567 10102103104105106107481216202428Robert J. Glushko (Ed.), The discipline of organizing, MIT Press, 2013. Online versions are planned.7Ten Years of Moores Law1357911131517192101530456075901051234567Robert J. Glushko (Ed.), The discipline of organizing, MIT Press, 2013. Online versions are planned.8015304560759010520000000004000000000600000000080000000001000000000012000000000140000000001600000000018000000000200000000001000200030004000500060007000800090002000004000006000008000001000000120000020000000400000006000000080000000100000000120000000140000000160000000197019801990200020101960

I WAS HEREGUI197019801990200020101960$10M$1M$100K$10K$1K$100195519651975198519952005TX-2PDP 1, 7AltoMacGUI-capable machine Approximate costs in 2010 US$ Computer Graphics & HCI$10M$1M$100K$10K$1K$100195519651975198519952005TX-2PDP 1, 7AltoMacGUI-capable machineGraphics research communityGraphics focused on realismGraphics focused on interaction Approximate costs in 2010 US$SG Iris Computer Graphics & HCILisaStar$10M$1M$100K$10K$1K$100195519651975198519952005TX-2PDP 1, 7AltoAltairPCMacGUI-capable machineGraphics research communityGraphics focused on realismGraphics focused on interactionHuman-computer interaction Approximate costs in 2010 US$SG IrisLisaStar Computer Graphics & HCI$10M$1M$100K$10K$1K$100195519651975198519952005TX-2PDP 1, 7AltoMac GUI-capable machines 201514$10M$1M$100K$10K$1K$100195519651975198519952005 GUI-capable machines 2015$10

TX-2PDP 1, 7AltoMac15$10M$1M$100K$10K$1K$100195519651975198519952005 GUI-capable machines 2015$10$1

TX-2PDP 1, 7AltoMac16

??!!GUI1965197519851995200519552015Impact of Hardware Changes

HardwareR&DSoftwareR&DUserInterfaceR&DConsumerBehaviorOrganizational& InstitutionalBehavior 19651975 1985 1995Robert J. Glushko (Ed.), The discipline of organizing, MIT Press, 2013. Online versions are planned.18

Social Media in the Enterprise

Social Media Consumers FirstNew technologies Messaging, microblogs Wikis, weblogs, tagging Real-time visualization, GPS, location-aware Digital photos, music, video Social networking & media

New behaviors and skills Multimedia authoring Multi-tasking Emotion & engagement Search, browse, assess, synthesizePhoto by moriza. Some rights reserved. 20Before the WebEmailShared calendarsDocument repositoriesVideoconferencing

Web and Web 2.0IM and textingWeblogsWikisSocial networking sitesProductivity or serious games

Social Media Then Enterprise Adoption1. A new communication or collaboration technology disrupts existing group processesInitial trials with new groups or activities

Separate requirements analyses, educate managers

Consider costs & benefits that indirectly affect productivity2. Executive, manager, and individual contributor views do not align3. Proving productivity gains is often impossiblePatterns22enterprise adoption of communication technologies

example: email and instant messagingMicrosoft Research Faculty Summit 2010 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION23Email in 1985Used mostly by studentsUsed by everyoneAccess limited to friendsAccessible to everyoneClients not interoperableComplete interoperabilityConversations ephemeralConversations savedChosen for informalityBecame the formal optionOrganizational distrust:Chit-chat? ROI?Mission-critical technologyIM in 2005Used mostly by studentsUse spreading rapidlyAccess limited to friendsPressure to remove limitsClients not interoperablePressure for interoperabilityConversations ephemeralRecording is more commonChosen for informalityBecoming more formalOrganizational distrust:Chit-chat? ROI?Will be mission-critical!was evolvingand todayEmail & Instant MessagingAugust 2001Enterprises that fail to (develop and instill best practices) will quickly find IM to be a productivity drain and a communication quagmire.

November 2002Prediction: IM misuse will threaten user productivity.Impact in 2003: IM misuse and overload has the potential to be worse than e-mail overload Without due diligence, enterprises run the risk of turning unmanaged, unsanctioned consumer IM into unmanaged, sanctioned EIM.

February 2003There is no data security and no enterprise management.

October 2003Vendor marketing of IM will be at the Peak of Inflated Expectations on the Hype Cycle from the end of 1Q04 to at least 3Q04.IM: Major Consulting Reports76

Now, Social Computingexample: wiki use

Microsoft Research Faculty Summit 2010 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION27WikisQuantitative & qualitativeSurveyed thousands of wiki creators30+ interviews at large & small software, engineering, pharma

Immense appeal, some successes, mostly dead wikis

Once platform established, 3 challengesContent organization and flexibilityInitial use easy for many, significant growing painsPositioning in existing information ecology and cultureCan disrupt use of DLs, IM, authority/accountability structureAligning manager and individual contributor expectationsPriorities differ: Mintzberg analysis illuminates how, whyManagers & Individual ContributorsWhy managers like the wiki conceptFlexibly structured information Potential for project managementPotential for knowledge managementDisappearing boomers Attracting prospective hiresWhy individual contributors like wikisAd hoc, opportunistic communication insight from studies of organizational behavior

Microsoft Research Faculty Summit 2010 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION30Mintzbergs Typology of OrganizationsStrategic ApexMiddle LineOperating CoreTechno-structureSupport StaffTechnology Use In Organizations Coordination All time in meetings Heavy task delegation Activity is very political

Sharing Structured Information Many meetings Some delegation Efficacy/sensitivity tradeoff

Communication Few meetings No delegation Not sensitiveExecutivesManagersIndividual ContributorsWiki Use In Organizations Capture knowledge Locate expertise Recruit young employees Only recruitment seems realistic Project dashboard Find documents Handle disruptions Handle emerging challenges

Ad hoc communication and problem solving Learn new skills Obtain recognitionExecutivesManagersIndividual Contributorssocial networking sites

Microsoft Research Faculty Summit 2010 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION34Social Network Software

Social Networking at Microsoft200920102011Survey sent to 1000 different randomly-selected employees 20122008How are employees using Facebook, LinkedIn, Twitter, etc.?What are the attitudes toward SNS use?Do these vary with age, role, level, geography, team collocation?How are attitudes and behaviors changing over time?Can social networking sites be:Fun?Useful for personal socializing/networking?Useful for external professional networking?Useful for networking within Microsoft?36Use Daily: % of All Microsoft Employees200920102011Survey sent to 1000 different randomly-selected employees 201220083720092010201120122008In 2012, Foursquare 10%, Pinterest & Google+ 7.5%, Instagram 2%Use At Least Occasionally38Churn (Level of Abandonment) Percent of employees who report they had a profile but are inactive39Social Networking Sites Useful for?DisagreeNeutralAgreePersonal socializing5% 7% 88%Fun6%15% 79%External professional10%17% 73% Internal networking21% (-3)30% (-8)49% (+11)

(+ or is change in 2012 from 2008)Managers and Individual ContributorsAre social networking sites useful for internal networking?Rising concerns may be countered by more sophisticated use.

Concerns42Boundary concerns of 2008 addressed2008:Some ResultsUsed (some) for workUse is strongly age-correlatedFB tensions from transcending firewalls, relationship/status Costs and benefits may be impossible to measure2012: Occasional or more frequent use.

Access Control and Boundary Concern

Major ConcernsHeavy Access Control44New concern: Creepy but inevitable?In 2012, targeted marketing and advertising arose in interviews with surprising frequency.I dont know how Facebook is using my information. Somehow, whenever I type in something, the marketing ads on Facebook seem to match what I typed in, so thats creepy. If Im in conversation with somebody and said Oh yeah, Im looking for a house, and then some random person back there comes up and says I have five houses in that area, its super creepy..

People removed or avoided apps that demand info, but not Facebook. Even those holding out saw surrender ahead.I do not like how much information they collect about people (and) I dont need that kind of potential time sink. (But) Facebook I see as an inevitable thing. One day I will have to have a Facebook account. I am holding out as long as I can.

45Managing BoundariesSocial groupsService providersGovernments

The irresistible force and the immovable object

Jonathan Grudin Microsoft ResearchManaging Boundaries:Social Media Use by Enterprise Employees

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