My presentation at the Intranets2012 conference in Sydney, Australia this week. I explore how intranets are becoming more social and driving business opportunities and value.
2. Collaboration Strategy Process for T. Rowe Price
Social Business by Design
• Published May, 2012
• From John Wiley & Sons
• The definitive management
strategy guide and handbook
on social business.
• Based on real-world
experience.
• The most complete and
business-focused statement
on what social business is
and why it’s strategically
vital.
• Recently #1 in Amazon’s Hot
New Releases
• Companion Web site at
http://socialbusinessbydesign.com
® 2010 Dachis Group. Confidential and Proprietary 2
3. Introduction
Spring 2012
Dion Hinchcliffe
• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• ebizQ’s Next-Generation Enterprises
•
http://www.ebizq.net/blogs/enterprise
•• EVP of Strategy
http://dachisgroup.com
• mailto:dion.hinchcliffe@dachisgroup.com
• : @dhinchcliffe
® 2012 Dachis Group 3
4. Overview
• Examination of social computing strategies
• With a focus on Enterprise 2.0 and social
intranets
• Pragmatic exploration of how they can best
promote effective business results
• We’ll look for evidence of which techniques
work best.
• We’ll talk about how to realize them.
5. Intranet Congress
The Social Business Council
• Over 200 large firms
• Practitioners of
Social Business and
Enterprise 2.0
• Only companies with
over 10,000
employees (in
Europe 5,000)
• Our research and
insight into these
hundreds of firms
drive best practices
and lessons learned
® 2010 Dachis Group. Confidential and Proprietary
8. Intranet Congress 2011
The drivers for next-generation business
• Pervasive global connectivity
• New friction-less interaction
platforms
• Focus on network effects
• Information superabundance
• Inherent transparency,
openness, and broadcast
• The rise of social capital
10. The Map of Social
Business Opportunity
Innovation Creating new rapid
Growth
Leveraging Innovation growth online products
• Product Incubators powered by:
• Open Supply Chains • Peer Production
• Product Development 2.0 • Jakob’s Law
• Some Rights Reserved • The Long Tail
• Blue Ocean
• Network Reinventing the
Fostering Effects customer relationship
Innovation to drive revenue:
• Internal Innovation Markets • Customer Communities
• Open innovation • Customer Self-Service
• Database of Intentions • Marketing 2.0
Current
Business
State Driving costs down through
Change Management
• Transformation Communities less expensive, better 2.0
• 2.0 Education solutions:
• Capability • Lightweight IT/SOA
Acquisition • Enterprise mashups
Improving • Expertise Location
Business Remodeling productivity and • Knowledge Retention
and Restructuring access to value:
• BPM 2.0 • Enterprise 2.0
• Employee Communities • Open APIs
• Cloudsourcing • Crowdsourcing
• Pull Systems • Prediction Markets
Transformation Cost Reduction
11. The 50 Foot Collaboration Rule
• Workers are not likely to
collaborate very often if they are
more than 50 feet apart:
Take Away:
Surmounting this
obstacle is now
• Even with traditional electronic possible with newer
aids such as telephone, e-mail, and collaboration
remote video techniques
12. Motivation and Trends
• Knowledge workers currently spend 20% of their
time looking for the information they need to do
their jobs (1 day a week) Source: Forrester
• Intranets have frequently failed to address the informational and collaborative
needs of workers. Most are relatively static and infrequently updated.
• Approximately 42% of the economies of developed nations are “tacit
interactions”, meaning complex collaborative problem solving carried out by
knowledge workers. Source: McKinsey
• Organizations that adopt new collaborative tools like social for several years
see the amount of reusable knowledge grow much more rapidly that before.
Source: Jive
• Between 80%-90% of the information that organizations have spend hundreds
of billions collecting in IT systems over the last 30 years is inaccessible by
most workers. Source: Various including Gartner, IDC, others
Goal: Address these issues and make information
easier to find/share as well as faster to access while
also improving knowledge flow between associates.
13. Other drivers of social IT and business
• Drivers
- Downturn
- Growing Tech/Business Gap
- Low IT success rates
- Costly solutions
- Failure of centralization
13
14. What are the key elements
of a social intranet platform?
• A holistic social view community that meets
business needs
• Software that puts people and their
relationships at the core of their function
• User profiles that list all of the connections you
have with others
• Activity streams that display an ongoing set of
events and messages taking place in your
social environment
• Other social applications that makes most
activity public by default
15. Driving the Agenda:
Today’s Social Networking
Landscape
Unified Comm 2.0
Public Social Networks
Interaction and Social Business
Worker Us
Online
Community Trust, Engagement, Reputation
Customer
Microblogs Communities
Community Mgmt Social Web Tech &
Standards
E2.0 Workflow The Social Web 1-2 billion
B2C
E2.0 Compliance
B2B
people
Trading World Wide Web
Business
Partners Customers + Public
17. The Evolution of the
Enterprise Intranet
Theme Social operating system - Social apps
• Peer information sharing
2.2 drive internal and external work
• Collective intelligence
• Social business solutions
2.1 Social networking - User profiles,
activity streams, and microblogging
2010s
Basic social features such as limited
2.0 blogs, wikis, and discussion forums
Most Enterprise portal - Integrated identity, Theme
organizations 1.5 content, and applications • Content management
are here • Self-service
today • Productivity apps
Corporate apps - More complex
1.4 transactions like eHR and self-service
1.3 Help desk with simple transactional
features (employee directory)
2000s
Corporate newsletter with news
1.2 items & simple doc management Theme
• Basic intranet presence
Bulletin board with basic
1.1 company communications
• Informational directories
• Content push
Welcome page with essential
1.0 company information
1990s
From http://blogs.zdnet.com/Hinchcliffe
20. A Social/Collaborative “Dashboard”
Ad Hoc Process-Oriented Content-Oriented
A Due
Due
Soon
Social
Soon
Objects
Future
(Content Types)
Future
My Activity My My Recent • Most common content types
Stream Workstreams Social Objects (reports, support cases, new
product ideas, project
documents, etc.)
What Matters My Trending Events
• Decorated with metadata
(categories, tags, etc.)
• Attention stats
• Discussion, rating, and ranking
Main Focus: • Versioning
• Central focus for daily work
Workforce • Safety net for structured processes
• Accounts for all three major types of
Activity work activities (ad hoc, process-
related, and doc-centric)
21. • Easily accessible social content repository (intranet)
• Created through ad hoc, process-oriented, and content- Main Focus:
oriented activities in social tools or office productivity docs
• Makes discovery and reuse of intranet content very easy Business Knowledge
(creates high ROI)
repository
metadata
tag
cloud
Social Intranet Find
B Content tree
browser
search
engine
Create Version Request
Edit Organize Discuss
Activity Stream
• Status updates and microblog posts from associates
• Narration of all work with social objects
• Trending business events
22. Becoming part of an ecosystem
The strategic application High value, high scale,
of social computing to cost effective, and
enterprise challenges: emergent business
Social Business Design Dynamic Signal outcomes
Hivemind
Metafilter Ecosystem
Social
Busine
enterp
rise ec s
osyste
m
s
rnet
t
ane
Inte
extr
customers +
world
net
business partners
a
intr
Web 2.0 integr
ated
vision
Crowdsourcing workers
Social Media Social CRM
Online Communities Enterprise 2.0
The significant social computing trends of the last half decade
Source: Dion Hinchcliffe, Dachis Group, 2010 http://dachisgroup.com
23. Significant Recent Examples
• TransUnion - 50x ROI in high
value scenarios
• IBM - 29% reduction in e-mail
volume
• Siemens - Eliminating e-mail
entirely
• GE - Entire company has
transformed to enterprise social
media + UC
27. Dachis Group
30K
Enterprise 2.0 Story
25K
Go/No Go
Stand-Alone Decision for
Solution Global Launch 20K
Acquired Owners
Board Member
Sponsor
15K
Concept Pilot Launch
10K
connect.BASF
First Conceived by Expert 5K
Internal Think Tank Interdisciplinary Communities &
Team Advocates Launch User
Involvement Communication Base
2007 2008 2009 2010 2011
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
28. Dachis Group
‘s End-to-End Social Business Effort
Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With
Salesforce CEO Marc Benioff at Dreamforce 2011
Stats: 6,600+ Workers | 10M+ Facebook Fans | 15,000 Partners
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
29. Dachis Group
The Burberry Lesson
• Social business leads to better connection
between workers and customers
• New types of sustained connections that result in
business value
• Wall Street analysts credit the fashion firm’s social
media strategy for a major rise in profit
21% Increase To The Bottom Line
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.
30. Intranet Congress 2011
Case Study: Investment Banking
• Dresder Kleinwert Wasserstein
(DrKW)
• Used for Prof. Andrew McAfee’s
article introducing Enterprise
2.0
• Included both blogs and wikis
– Uptake was not automatic
– “depended greatly on decisions made
and actions taken by managers”
31. Intranet Congress 2011
The DrKW Story
• Pioneers in the IT department at its London
office sent a program called Socialtext to
several groups to see how it might be used to
facilitate different IT tasks.
• The wiki program spread so quickly that DrKW
then decided to launch its own corporate wiki.
• By October, 2006, the bank's 5,000 employees
had created more than 6,000 individual pages
and logged about 100,000 hits on the
company's official wiki.
32. Intranet Congress 2011
Adoption Challenges at DrKW
• Initial efforts at Dresdner confused employees
and had to be refined to make the technology
easier to use.
• More important than tweaking the technology
was a simple edict from one of the proponents:
– “Don't send e-mails, use the wiki.”
• Gradually, employees embraced the use of the
wiki, seeing how it increased collaboration and
reduced time-consuming e-mail traffic.
34. Intranet Congress 2011
DrKW: The Role Managers Played
• Providing a receptive culture
– “I’m not sure wikis would work in a company that didn’t already have 360-degree
performance reviews”
• Offering a common platform
– Reduced fragmentation and encouraged connections between different groups
• An informal rollout
– Reduced constraints
and policy
• Managerial support
– Leading by example
35. Intranet Congress 2011
Key Lessons Learned at DrKW
• Lesson #1: Viral adoption works. Once one group became
committed wiki users, both companies say, the trend inevitably
spread.
– In March, 2006, the Dresdner Kleinwort wiki had 20,000 monthly hits. By October,
that number had quintupled, often because one unit convinced another to start using
wikis.
• Lesson #2: Simple, clear messages about the tools and participation
by leaders leads to the necessary behavior changes in employees
• Lesson #3: Not just better collaboration. A new type of
collaboration:
– It was “a watershed moment to find a tool that orchestrates a virtual free-flowing jam
session of ideas across different groups and units within the company—something
that's crucial for an organization that thrives on out-of-the-box thinking.”
37. Intranet Congress 2011
Define Your Business
Problem(s) 1st
1 Select Your Social
Technology 2nd
38. Intranet Congress 2011
social capital
weak ties
2
Understand Why Social
Software Works and Focus
on Those Aspects
knowledge retention
network effects
39. Intranet Congress 2011
emergent metadata
social data ecosystems
3
Effective discovery is a central pillar
of a successful social workplace
engineered serendipity
social analytics
enterprise search
40. Intranet Congress 2011
guiding adoption
fostering a social culture
4
Invest in a robust community
management capability. It’s the
keystone of a social intranet
bringing groups in
silos together
41. Intranet Congress 2011
culture of sharing
narrating work
5 Everyone needs a little collaborative
literacy, make sure they get it.
observable workstreams
labeling for (re)discovery
42. Intranet Congress 2011
don’t overstructure
Social intranets aren’t like classical
6 enterprise software;
Actively encourage emergent and
unintended consequences
help users apply social tools in
new places
43. Intranet Congress 2011
integration governance
7
Pick the right social platforms;
social is not a single product.
Also, it’s OK to get it wrong, once
shootouts
2-5 major tools
44. Intranet Congress 2011
Social
Intranet
8
Don’t make it optional.
Don’t make it a second class citizen.
Provide clear usage policies.
But it won’t push out the old
ways of doing business. At first.
45. Intranet Congress 2011
Two wave adoption
9 “You Can Skip the Pilot”; or
“Your Pilot Is Your Rollout”
Go big
Learn a lot from early users
(just as long as they’re your real users)
46. Intranet Congress 2011
Jakob’s Law (Be Everywhere)
Users As Platform
10
Social intranets are a platform,
not an app.
Leverage the platform.
Build social business solutions