ENTERPRISE 2.0 – WHAT IS IT? AND IMPLEMENTATIONS AND IMPLICATIONS IN AN ORGANIZATIONAL SETTING

Tanya Ney

AGENDA – FIRST HALF OF THE MORNING

What is Social Computing?

Why are we talking about Social Computing?

Technology Behind Social Computing?

Why are Organization Embracing Social Computing?

Enterprise 2.0?

The Importance of the Knowledge Worker

Some Case Studies

Predictions and Implications of Social Computing

Thank you

WHAT IS SOCIAL COMPUTING?

Social computing is the use of social software, ie technology tools, to support social interactions and communications.

300

150

Members (in millions)

Total Members Active Daily Members

WHY ARE WE TALKING ABOUT SOCIAL COMPUTING?

Average of 130 friends per user More than 6 billion minutes are spent on Facebook each day More than 40 million users update their statuses at least once each

day 10 million users become fans of Pages each day

2/3Outsideof College

1  China 1,333,140,000

2  India 1,169,340,000

3 United States

307,465,000

Facebook 300,00,0000

4  Indonesia 229,965,000

5  Brazil 191,898,00

WHY SO POPULAR?

Instant gratificatio

n!Career opportunitie

s

I know what’s going on!

RapidInformationexchange

Overload

Anti-Work

BeingConnected

It’s Fun!

THE TECHNOLOGY BEHIND SOCIAL COMPUTING (WEB 2.0)

Free and easy platforms Mechanisms to let Structure Emerge Free Form

"Web 2.0 is the business revolution in the computer industry caused by the move to the internet as platform, and an attempt to understand the rules for success on that new platform." 1

- Tim O’Reilly, O’Reilly Media President & CEO

Aggregators WikisFolksonomy

User Centered Joy of Use

Pagerank Participation

Six Degrees

Usability

Widgets

RecommendationSocial Software

FOAFVideocasting

Podcasting

Sharing

Collaboration

Perpetual Beta

Simplicity

Browser

Audio

IM

Video

Design

AJAX

Convergence

CSS

Pay Per Click

UMTS

Mobility

AtomSVG

Ruby on Rails

VC

Trust

Affiliation

OpenAPIs

RSS

Semantic

Web Standards

SEO EconomyOpenID

RemixabilityREST

StandardizationThe Long Tail

Data Driven

AccessibilityMicroformats

Syndication

XML

Modularity

SOAP

XHTML

XFN

Blogs

1 Source: December 2006, “Web 2.0 Compact Definition: Trying Again”

Web 2.0/Social Computing Characterizations

WHY ARE ORGANIZATIONS EMBRACING SOCIAL COMPUTING?

“Because many business teams are increasingly global, business and IT leaders must pay close attention to technology support that enables virtual closeness.”1

- David Furlonger, Gartner Managing Vice President

It was included as part of a bundled service

Employees were requesting it

It was recommended by a partner

It solves a problem at our company

We felt we had to keep up with our competiors or with the market

It improves the efficiency of our business

0% 10% 20% 30% 40% 50% 60% 70% 80%

Which, if any, of the following best describes why your company has adopted Web 2.0 technologies?

Base: 106 CIOs at firms using at least one of six Web 2.0 technologies(multiple responses accepted)

1 Source: Gartner, Inc., “Teamwork and Decentralized Decisions Critical in a Flat-World Marketplace” by David Furlonger, April 2007,2 Source: December 2006, United States CIO Confidence Poll Online Survey

WHAT ANALYSTS ARE SAYING

“To thrive in an era of Social Computing, companies must abandon top-down management and communication tactics, weave communities into their products and services, use employees and partners as marketers, and become part of a living fabric of brand loyalists.” 1

“Enterprise social software provides an open and freeform environment that (1) stimulates large-scale participation through informal interactions, and (2) aggregates these interactions into an emergent structure that reflects the collective attitudes, dispositions and knowledge of the participants.” 2

“Executives say they are investing in Web 2.0 to communicate with customers and business partners and to encourage collaboration inside the company.” 3

1 Source: Forrester Research, Inc. “How Networks Erode Institutional Power, And What to Do About It” , February 20062 Source: Gartner Presentation, “Wikis and Social Software: How to Create and Harvest Value from Informal People Networks” by Nikos Drakos, March 19-1, 20073 Source: McKinsey & Company, “How Businesses are Using Web 2.0”, 2007

Communities within the organization• Communication• Project work• Innovation and product development• Virtual teams• Communities of practice• Succession planning• Mentorship

Communities outside the firewall• Communication• Communities of practice• Mentorship• Innovation and product development• Support/Training

Customer relationships• Innovation and product development• Sales/Marketing• Support/Training

THE ORGANIZATIONAL NETWORK

Employees

Community(non-affiliated)

Customers

Partners, Suppliers,

Contractors, Joint Ventures,

STARBUCK’S SOCIAL MEDIASTRATEGY

Starbucks has over 705,000 followers on twitter and over 5,428,000 fans on Facebook

Starbuck’s on

Starbuck’ on

Starbuck’s on

My Starbuck’s Idea

BEST BUY VIDEO

“Talking with customers not talking at customers”

“You can’t control the message, you are part of the conversation”

“Consumers are giving us all kinds of information, if we choose to listen to it”

“Transparency is one of the most powerful societal trends..... Showing people what is good and not good about you builds trust”

1. Innovation will shift from top-down to bottom-up

2. Value will shift from ownership to experience3. Power will shift from institutions to

communities

The Tenets of Social Computing

WHY WORK IS DIFFERENT?

Tasks

• Getting Things Done

• Processes• Negotiated

priorities and commitments

• Time constraints

Environment

• Functional Silos

• Physical and Virtual spaces

• Regulatory and legal requirements

Information Technology

• Legacy systems (ways to get things done)

• Legacy comms

• Document centricity

Expectations

• Employee Reviews

• Productivity• Control• Knowledge

Retention & Transmission

ENTERPRISE 2.0

Emergent Social Software Platforms: Social Software Digital Platforms Mechanisms to let Structure emerge Free Form

“Enterprise 2.0 is the use of emergent social software platforms by organizations in the pursuit of their goals." 1

-Andrew McAfee, -Principle Research Scientist at MIT

1 Source: McAfee, Andrew. Enterprise 2.0 New Collaborative Tools for your Organizations Toughest Challenges. Harvard University Press, 2009.

EXAMPLES OF COTS SOFTWARE TO SUPPORT SOCIAL COMPUTING IN THE WORKPLACE

Microsoft's SharePoint 2010

Google's Wave and Buzz

Tipco’s tibbr IBM's Vulcan SAP's 12sprints saleforce.com's

Chatter

1st Wave 2nd Wave 3rd Wave: Social Computing

Virtual workspaces

Instant messaging

Enterprise portals

Presence

Web conferencing

Expertise automation

Personal websites

Composite Applications

E-mail

Calendar

Group scheduling

Discussion forums

Directories (taxonomy)

Groupware

Blogs

Wikis

RSS feeds

Social networks

Tagging

Social bookmarking

Personal profiles

Mashups

SOCIAL COMPUTING IS THE NEXT WAVE OF COLLABORATION

“Social Computing is not a fad. Nor is it something that will pass you or your company by. Gradually, Social Computing will impact almost every role, at every kind of company, in all parts of the world. Firms should approach Social Computing as an ongoing learning process, using some of the best practices of firms that have successfully taken the first steps.”1

- Forrester Research1 Source: Forrester Research, Inc. “Social Computing - How Networks Erode Institutional Power, And What to Do About It”, February 2006

WHY ENTERPRISE 2.0 IS DIFFERENT?

Weak ties Structural holes

“THE CONCLUSION I’VE ARRIVED AT RECENTLY IS EASY TO STATE: ENTERPRISE 2.0 IS MOST VALUABLE AT THE OUTER RINGS OF THE TARGET.” ANDREW MCAFEE

WHY COLLABORATE? THE IMPORTANCE OF THE KNOWLEDGE WORKER

CHALLENGES FACING THE KNOWLEDGE WORKER

Information Explosion Increasing Complexity Aging workforce (generational shift) Global Financial crisis Need to belong and be part of something

Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards.- Jay Cross

There is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes.- George Siemens

COLLABORATION USING ENTERPRISE 2.0 Innovation:  Leveraging collaboration and social activity to spur discovery,

idea generation, and breakthroughs for the organization or customers Time-to-Market: Accelerating the time to bring products/services to market

by collapsing artificial silos/boundaries and time zones Cultural Reinvention: Using the philosophies of 2.0 to reshape the

organizational DNA, embracing transparency, collaboration, trust, and authenticity

Visibility: To provide a real-time view into operations and business process by connecting people and ideas.

Cost Reduction: Substituting more agile, lightweight tools for connecting and sharing that are easier to manage and significantly reduce operational cost.

Knowledge-sharing: Harvesting institutional knowledge of the enterprise for the purposes of retaining it, exposing it and providing easy access to it.

Expertise location: Indexing and surfacing hidden and known talent in the Enterprise.

Productivity improvement: Providing socio-collaborative tools to the workforce for measurable gains in productivity.

Talent Retention: Providing tools that add to workplace satisfaction and positive employee work experience, especially germane to retaining GenX and GenY talent. 1

1 Source: Susan Scrupski. “Enterpirse 2.0: The Next Narrative. ITInsider Blog http://itsinsider.com/March 2010

SIX CORE PRINCIPLES OF ENTERPRISE 2.0 BASED COLLABORATION

Participation Collective (Broader definition of Community) Transparency Independence Persistence Emergence

WHO HAS IMPLEMENTED ENTERPRISE 2.0?

BOOZ ALLEN EXAMPLE

Booz Allen Strategy and Technology Consulting Firm Private company based in the US 22,000 employees, 80 Offices through the US Primary client is the US Government Won Open Enterprise 2009 Innovation Award for its

Enterprise 2.0 Implementation Business Drivers

Aggressive growth planned from 18,000 to 23,000 employees

Lack of affinity for the firm, lots of employees felt closer to their clients than the firm

Strength in their people; wanted to foster closer collaboration, connectivity, and communication across geographical and cultural barriers

BOOZ ALLEN EXAMPLE

Implementation Called hello.bah.com Portal enables Booz Allen staff to blog, create

wikis, and communicate with those of similar interests.

Homepage consists of communities, people, forums, blogs, wikis, and bookmarks.

Any two people can create a community around business or social issues, now more than 480 communities

Not mandatory but since its inception more than 80% of the firm have logged in, 53% have created original content and there are more than 4,000 searches a day

BOOZ ALLEN EXAMPLE Operational Impacts

Hello became the glue that brought people, content and data together

Changed the concept of who owned Intellectual Capital - became more global – realization that the more people who have access to content and the more who contribute to it, the stronger the content will be

Greater sense of individual responsibility as people are better empowered to manage their identity in the firm and their career development

Fewer large formal groups in the firm since Hello’s launch and many more informal communities around areas of interest.

Integration of Hello into project staffing and new hire orientation processes reduced staff support for these processes, sped up the identification of staff for client work, and increased utilization of staff and utilization of Hello

ELECTRONIC ARTS EXAMPLE

• Global leader in US$30B industry

• Founded in 1982, HQ in Redwood Shores,

California

• US$4.1 billion in annual revenues

• Development studios in 12 countries

• Distribution in more than 75 countries

• 9,000 employees who are passionate about

making the world’s greatest entertainment

experiences

ELECTRONIC ARTS EXAMPLE

Business Drivers Expertise location Drive innovation and sharing of ideas Out-dated and little used knowledge database Improve efficiencies by reducing duplication of effort Faster on-boarding of employees

Implementation EA People

Create personal profiles Technical skills, colleagues, personal interests

Communities of interest, projects etc – “Artists on-boarding community”

Maps of where people are physically located Links to knowledge based tools

ELECTRONIC ARTS EXAMPLE

Organizational Impacts EA People averaging 200 hits a day and 100 people

searches a day More informed decision making Improved quality of game production Employees more connected Faster on-boarding of employees

US DEPARTMENT OF NATIONAL INTELLIGENCE -INTELLIPEDIA

Prototyped in 2005 and Launched April 2006 Starting point - a wiki with pages devoted to

any and all topics of interest implemented across CIA, Homeland Security and NSA ....

Added blogs, applications for sharing and commenting on photos, adding tags to content

A few key principles Work in the collaborative space with the broadest

possible audience, network will control access Work topically, not organizationally. Replace existing processes with technology where

possible

US DEPARTMENT OF NATIONAL INTELLIGENCE –INTELLIPEDIA

Greatest value of the IC’s ESSP’s is their ability to connect people. Review of Intellipedia found “...Intellipedia is already impacting the work practices of analysts...it is also challenging deeply held norms about controlling the flow of information between individuals and across organizational boundaries.”

From an NSA Analyst: Before Intellipedia, contacting other agencies was done cautiously, and only through official channels. There was no casual contact and little opportunity to develop professional acquaintances...using Intellipedia has become part of my work process.... I don’t know everything but I do know who I can go to when I need to find something out.”

BENEFITS OF ESSP’S

Openness encourages participation Easier discovery of information and experts Greater knowledge capture and sharing Recruit and keep talented employees Greater efficiency and less duplication

McKinsey Quarterly survey September 2009 of 1700 executives across the globe on how organisations are using Web 2.0 technologies. .....69 per cent of the respondents’ companies stated they had achieved measureable business benefits from using Web 2.0 technologies.

PREDICTIONS FOR THE USE OF SOCIAL SOFTWARE IN ORGANIZATIONS

By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20% of business users. ” 1

By 2012, over 50% of enterprises will use activity streams that include microblogging, but stand-alone enterprise microblogging will have less than 5% penetration. 2

1 Source: Gartner Research. “Predicts 2010: Social Software in an Enterprise Reality” , December 20092 Source: Gartner Research. “Predicts 2010: Social Software in an Enterprise Reality” , December 20093 Source: The Economist. “A World of Connections: A Special Report on Social Networking. January 2010

“social networks are more robust than their critics think, …and social networking technologies are creating considerable benefits for the businesses that embrace them, whatever their size…..this is just the beginning of an exciting new era of global interconnectedness that will spread ideas and innovations around the world faster than ever before.” 3

IMPLICATIONS OF A NETWORKED ORGANIZATION “Customers, employees and

other stakeholders are all interconnected, and have access to most, if not all the information that everyone else has”..1

“Champion-Channel-Coordinate replaces Command-and-Control.. ”2

“Trust, Transparency and Authenticity are the glue that holds it all together..” 3

The old adage, knowledge is power, has been transformed in the social age to “sharing knowledge is power” 4

1 Source: Jon Husband. “Ten General Principles for Leading and Managing in the Networked Workplace.” www.fastforwardblog.com March 2010.2 Source: Jon Husband. “Ten General Principles for Leading and Managing in the Networked Workplace.” www.fastforwardblog.com March 2010.3 Source: Jon Husband. “Ten General Principles for Leading and Managing in the Networked Workplace.” www.fastforwardblog.com March 2010.4 Source: Maria Azua. “The Social Factor” http://www.fastforwardblog.com/2009/12/01/the-social-factor-by-maria-azua-enterprise-2-0-primer/

THE ART OF CONVERSATION

“Conversation is not ...a contest where a winner gets a prize...it is an endless, unrehearsed, intellectual adventure in which in imagination we enter a variety of modes of understanding of the world and ourselves. And, we are not disconcerted by the differences, or dismayed by the inconclusiveness of it all.” Michael Oakeshott

1 Source: McAfee, Andrew. Enterprise 2.0 New Collaborative Tools for your Organizations Toughest Challenges. Harvard University Press, 2009.

Chris Howard, vice president and research director for the Burton GroupNASA, Booz Allen Hamilton find treasure in social networking By John Fontana , Network World , 07/31/2009

The anti-social organization is ultimately non-productive.

Chris Howard, Burton Group

Thank You