thinking about technology, risk, and change management through a social lens

Implemen'ng Social Technology Responsibly Thinking About Technology, Risk, and Change Management Through a Social Lens John Mancini, President, AIIM Blog = Digital Landfill TwiFer = @jmancini77 Email = [email protected] LinkedIn and Facebook = jmancini77

Image source = hFp://www.flickr.com/photos/somegeekintn/3709203268

AIIM.org

AIIM 1-‐day strategy briefings •  Cost = $8,000 •  Two types of briefings…

–  How can I use social business to reinvent customer rela/onships? •  How can you use two-‐way communicaEon to sync with customers? •  How can you leverage the experEse of customers who are experts and products advocates?

•  How can you improve customer saEsfacEon and revenue? •  How can you provide staff with Emely, relevant, and accurate customer and support informaEon?

•  How can you reduce markeEng and support costs across the organizaEon?

–  More informaEon, contact Jesse Wilkins at [email protected] –  hQp://www.aiim.org/Research/Briefings/Social-‐MarkeEng

AIIM 1-‐day strategy briefings •  Cost = $8,000

–  How can I use social business to improve opera/ng flexibility and effec/veness? •  How can you align your organizaEon behind a business vision or goal? •  How can you improve collaboraEon and responsiveness? •  How can you surface and explore ways of improving business operaEons and products?

•  How can you capture and retain knowledge with many staff approaching reErement age?

•  How can you improve knowledge sharing between departments or locaEons?

–  More informaEon, contact Jesse Wilkins at [email protected] –  hQp://www.aiim.org/Research/Briefings/Social-‐Business

Change Management

Not everyone is social Dealing with the skep'cs

Risk Management

Knowledge vs. Risk Challenges of the cloud

Technology

Social as a strategy SharePoint as a plaZorm

Era

Years

Typical thing

managed

Best known company

Content mgmt focus

Mainframe

1960-‐1975

A batch transac'on

IBM

Microfilm

Mini

1975-‐1992

A dept process

Digital Equipment

Image Mgmt

PC

1992-‐2001

A document

Microso`

Document Mgmt

Internet

2001-‐2009

A web page

Google

Content Mgmt

???

2010-‐2015

???

???

???

Systems of Record

Command and control

Systems of Record

Transac'on-‐oriented

Document-‐centric

Limited deployment

Central IT-‐provisioned

The Last Two Decades of Enterprise IT

Large orgs

SMEs

Home office

Consumer

The flow of IT innova'on during the past two decades

Seth Godin: “It’s human nature to imagine that the

future "will be just like the present, but with cooler uniforms "and flying cars.”

Large orgs

SMEs

Home office

Consumer

The flow of IT innova'on over the past 5 years…

Photo source = hFp://www.flickr.com/photos/no'onscapital/5225049493/

Marchand’s Strategic Informa6on Alignment Framework

Add value customers and

markets

Minimise Risks market, financial,

legal, opera'onal risks

Reduce Costs transac'on and

processes

Create New Reality Intelligence

(social, poli'cal, technological, etc)

How Does This Change CEO Expecta'ons of IT? •  Reinvent Customer Rela6onships

–  Honor your customers above all else

–  Use two-‐way communica'on to stay in sync with customers

–  Profit from the informa'on explosion

•  Build Opera6ng Dexterity –  Simplify whenever possible –  Manage systemic complexity –  Promote a mindset of being fast

and flexible –  Be “glocal”

Source = IBM Worldwide Survey of 1,500 CEOs, 2010

Systems of Engagement

Era

Years

Typical thing

managed

Best known company

Content mgmt focus

Mainframe

1960-‐1975

A batch transac'on

IBM

Microfilm

Mini

1975-‐1992

A dept process

Digital Equipment

Image Mgmt

PC

1992-‐2001

A document

Microso`

Document Mgmt

Internet

2001-‐2009

A web page

Google

Content Mgmt

Social and Cloud

2010-‐2015

An interac'on

Facebook

Social Business Systems


Era

Years

Typical thing

managed

Best known company

Content mgmt focus

Mainframe

1960-‐1975

A batch transac'on

IBM

Microfilm

Mini

1975-‐1992

A dept process

Digital Equipment

Image Mgmt

PC

1992-‐2001

A document

Microso`

Document Mgmt

Internet

2001-‐2009

A web page

Google

Content Mgmt

Social and Cloud

2010-‐2015

An interac'on

Facebook

Social Business Systems

Systems of Record


Command and control

Systems of Record

Transac'on-‐oriented

Document-‐centric

Limited deployment

Central IT-‐provisioned

The Next Decade of Enterprise IT Systems of Engagement

Interac'on-‐oriented

User-‐centric

Ubiquitous deployment

Self-‐provisioned

Open and accessible

Three things are key to SharePoint’s overtaking of ECM. They solved the most pervasive problem first – not the hardest. They created promoters by leqng users believe they control their own data. They marketed and promoted the product through IT opera'ons channels.

Source = hFp://bigmenoncontent.com/2010/03/02/the-‐problem-‐with-‐e-‐in-‐ecm-‐part-‐ii-‐how-‐sharepoint-‐is-‐capturing-‐ecm/

Source = AIIM, SharePoint: Strategies and Experiences, N=436 SharePoint using or planning

“SharePoint is our first significant implementa'on of ECM.”

37%

Source = AIIM, SharePoint: Strategies and Experiences, N=436 SharePoint using or planning

How soon a`er its launch do you envisage implemen'ng the SharePoint 2010 upgrade?

13% almost immediately

50% within a year

Some cau6on from rest -‐ 34% two years or no plans

Source = Mike Alsup presenta'on at AIIM DMSPEF, November 2010

Source = AIIM, N=412, >10 emps, No Trade

“Unfamiliar with E2.0”

5% in 2010 17% in 2009 41% in 2008

consider internal E2.0 to be of significant importance to business success

55%

Source = AIIM, Pu5ng Enterprise 2.0 to Work, N=412, >10 emps, No Trade

are using or plan to be using E2.0 func'ons in SharePoint 2010 within next 18 months

55%


Change Management


Risk Management


Technology


Photo source = hFp://www.flickr.com/photos/gluemoon/174825611/

[Social content on external sites] will be archived and retained for the required period of 6me in accordance with the DIR Records Reten6on Schedule.

Non-‐administra've incoming/outgoing and internal correspondence, in any media, pertaining to or arising from the rou'ne opera'ons of the policies, programs, services, or projects of an agency. Reten'on = 1 year

Dear Sir/Madam: I am looking into star'ng a goat dairy farm , what licenses do I need and where can I find the guidelines for inspec'on of milking parlor, and regula'ons?

Do we need to keep this?

Photo source = hFp://www.flickr.com/photos/marcobellucci/3534516458/ Photo source = hFp://www.flickr.com/photos/marcobellucci/3534516458/ Photo source = hFp://www.flickr.com/photos/marcobellucci/3534516458/ Photo source = hFp://www.flickr.com/photos/marcobellucci/3534516458/ Photo source = hFp://www.flickr.com/photos/marcobellucci/3534516458/

Photo source = hFp://www.flickr.com/photos/marcobellucci/3534516458/

How long do we need to keep this?


How and when do I move it from the external site to an internal archive?


Whose job is it to do this?


Will this ever really get done?

Do we care?


When using web 2.0/social media plaZorms… Is the informa'on unique and not available anywhere else?

Source = hFp://www.archives.gov/records-‐mgmt/bulle'ns/2011/2011-‐02.html

When using web 2.0/social media plaZorms… Does it contain evidence of an agency's policies, business, mission, etc.?


When using web 2.0/social media plaZorms… Is this tool being used in rela'on to the agency's work?


When using web 2.0/social media plaZorms… Is use of the tool authorized by the agency?


When using web 2.0/social media plaZorms… Is there a business need for the informa'on?


When using web 2.0/social media plaZorms… If the answers to any of the above ques'ons are yes, then the content is likely to be a Federal record.


No Yes

We have a policy on acceptable use of public E2.0 sites 44% 54%

New employees are given acceptable use policies and guidance on the use of public E2.0 sites 51% 49% New employees are given training and guidance on the use of our internal E2.0 systems 67% 34% Internal E2.0 roll outs to exis'ng staff include guidance policies and training 62% 38% Involvement in internal E2.0 is reviewed in staff appraisals 90% 12%


Given that technology policy and regula'on always lag technology prac'ce, what kind of obstacles do outdated policies and regula'ons pose to rapid implementa'on of social business systems? What is the governance framework we want to place around social content?

Change Management


Risk Management


Technology


“The use of external social media for work ac'vi'es is discouraged. ”

24%


Access to Facebook, YouTube and/or TwiFer is barred during the working day.

43%

“A new class of company is emerging—one that uses collabora've Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organiza'on’s reach to customers, partners, and suppliers. We call this new kind of company the networked enterprise.”

Key Benefits of Social Technologies Employee/produc'vity Customer Supply chain

Source = McKinsey Quarterly, The rise of the networked enterprise

The benefits of the networked enterprise Employee benefits

% repor6ng this

median improve

Inc speed of knowledge access 77% 30%

Reducing communica'ons costs 60% 10%

Inc speed of access to internal experts 52% 30%

Decreasing travel costs 44% 20%

Inc employee sa'sfac'on 41% 20%

Reduce opera'onal costs 40% 20%

Reduce 'me to market 29% 20%

Inc # of successful innova'ons 28% 20%

Inc revenues 18% 15%

Source: Pierre Khawand, The New New Inbox Survey Report, Copyright 2010 People-‐OnTheGo, www.people-‐onthego.com

3.11

3.80

3.75

3.54

1.32

1.65

1.68

1.01

Top mgmt

Marke'ng

Sales

Admin

email social

Hours per day… The produc'vity ques'on

The hierarchy ques'on

Source = Bevin Hernandez, Penn State, at Enterprise 2.0 Conference

Clear connec'on to org purpose but not social

“Type A”

Weak connec'on to org purpose and not social

“Lost”

Clear connec'on to org purpose and social

“Magic”

Weak connec'on to org purpose and social

“Social BuFerfly”

The culture ques'on

Implemen'ng Social Technology Responsibly Thinking About Technology, Risk, and Change Management Through a Social Lens John Mancini, President, AIIM Blog = Digital Landfill TwiFer = @jmancini77 Email = [email protected] LinkedIn and Facebook = jmancini77

Image source = hFp://www.flickr.com/photos/somegeekintn/3709203268

thinking about technology, risk, and change management through a social lens

Business

contact jesse

0social media

cloud change

change management

public e2

source hfp

internal e2

social dealing