1. SIKM Leaders Call21. May 2013Frank LeistnerFeaturingGordon Vala-WebbTaking Knowledge Flow Managementto the next Level with Social Media

2. Refusing to Communicate by Social Media Will Be asHarmful to Companies as Ignoring Phone Calls orEmails Is TodayGartnerImproved communication and collaboration throughsocial media could raise the productivity of interactionworkers by 20 to 25%McKinseyCollaboration is critical for successHarvard Business ReviewCollaboration and Social Media 3. Agenda Enterprise Social Networks - Why Now? Case Study 1 SAS - The Hub Case Study 2 Innovation at PwC(Gordon Vala-Webb) 4. Agenda Enterprise Social Networks - Why Now? Case Study 1 SAS - The Hub Case Study 2 Innovation at PwC(Gordon Vala-Webb) 5. Enterprise Collaboration Why now? Innovation based on Interaction andCollaboration Employee Expectations Want something as easy as Facebook i.e. Yammer (viral bottom-up) Concern with Loss of intellectual property Discussion of company internals externally (i.e.Facebook, twitter) 6. Bridging Silos of Knowledge 7. Limits to Codification Strategies Time and Priority Complexity Agility and Speed 8. Knowledge KnowledgeInformation InformationKnowledge KnowledgeKnowledge Flow ManagementBetter flow via Enterprise Social Networks (ESN) 9. Make-Them vs. Enable the flowWork on Reducing the Barriers 10. Multiple Motivational DriversT1T2T3T5T4Many reasons toparticipate 11. Knowledge is Power 12. Network is Power 13. Agenda Enterprise Social Networks - Why Now? Case Study 1 SAS - The Hub Case Study 2 Innovation at PwC(Gordon Vala-Webb) 14. SAS Leader in Business Analytics software and services Uninterrupted growth since 1976 2012 Revenue : $2,87 billion 2012 R&D Investment: 25% of revenue 15. CollaborationSAS: 13500 Employees 400 offices in 56 countries Customers in 134countries 16. 600+ Blogs1Mill ReadsSocial Media at SAS Not NewMicro-BloggingSoc.BookmarkingF+EWikiVideoChat/SharingSoc.MedManagerSoc.MedGuidelinesFacebookLinkedInTwitterExt. Blogs 17. Key Aspects of the New PlatformFlexibilityFuture ValueGlobal FitCoexistanceIntegrationFeasbilityCost 18. Getting Started Pilot group Early Adopters Marketing, Marketing, Marketing Sponsor awareness: more than a Project Community Leadership Mobilize your Social Media Experts I.e. Blogger as Evangelists 19. The Result The Hub 20. Access - Anywhere - AnytimeiPhone / AndroidiPadDesktop/Web 21. ESN Launch Phases Platform used Socialcast by VMWare 3 Phases1. Pilot (Socialcast-Server)2. Test environment (internal)3. Production Launch butPhase 2.5: Viral spread 1000 users after first week Comms picked up the ball Early Adopter -Phase In 3 weeks 2600 registered Official Launch (Feb. 2011) Now more than 9500 Users 22. ESN - Introduction Support Executives CEO Jim Goodnight encouraged participation Co-Owner John Sall founded statistic group in Week One Blogger Social-Media Activists (Poweruser) Community-Leaders (CoPs) 23. Working on Barriers Understand them Analyze them Visualize them Reduce them Towards Simplicty i.e. Integration 24. Integration - Web 25. Integration - SharePoint 26. Integration - WebCasts 27. Key Success Factors - Starting Degree of Social Media experience Management buy-in (simple) Guidelines Marketing Training (Portfolio) Business and Work-Life-Topics 28. Key Success Factors - Longterm Community Management Pulse vs. Launch and forget Listen Adjust Dynamic group/community structures Quality through aging Top Management Sponsoring Participation 29. Gradually vs. Big Bang: The Pulse Start with some smaller plattforms Build Momentum Marketing Announcement Have users choose the name Branding 30. Roles Community Manager(open, enthusiastic) Sponsors Executives Middle Management Individual Users IT pragmatic quick turnaround Internal Communications 31. The social side of Social Media Groups: Sport, Hobby, Technology Business-Relevance? Yes, potentially indirect! Communication Build Trust Translates into trust in business communication Reduces entrance barriers 32. Getting Started Participation of all participating groups Collaboration from the start Understand individual motivations Requirements - Voices Top-Down Push not a goodMotivation Not an internal marketing platform Better platform for all employees 33. Finding the right technical Solution Simplicity as guiding principle Go for smallest common denominator Dont necessarily follow the Experts Longterm focus interativ, growth Budget more than just Technology (blue) needsInitiative Support (red) 34. Measure - Activity Activity By division by country Tendencies Growth Topics Networking (follower networks) 35. Measure - Value Quantative measures are only part of thestory Employee Surveys Informed? Connected? Value? #hubvalue tag success story collection Events i.e. Global Innovation-Day #idea tag to capture ideas and innovations 36. Summary Enterprise Social Networks (ESN) Connecting Organizational Silos As a platform for conversations and collaboration Ad-Hoc Knowledge Sharing and Discovery It is more than a project Involve all Stakeholders early Training and Marketing are essential Use your internal Evangelizers 37. 39Ultimately, the power of social technologieshinges on the full and enthusiasticparticipation of employees 38. MasterKnowledgeFlow.chThe mind is not a vessel to be filledbut a fire to be kindledPlutarch, AD 46-120, Greek EssayistFrank.Leistner@4fifa.deWiley, 2012Twitter: @kmjuggerConnectOrgSilos.chWiley, 2010 39. Agenda Enterprise Social Networks - Why Now? Case Study 1 SAS - The Hub Case Study 2 Innovation at PwC(Gordon Vala-Webb)