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How to enable dispersed teams to coordinate their actions to achieve their goals and how to enable an organization to harness its collective intelligence - with the use of social software and principles of social media.
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Efficient collaboration
and knowledge exchangePhoto: http://www.sxc.hu/browse.phtml?f=download&id=1093184
Enterprise 2.0
Who are we?
PART I
200
9-
Title of presentation3
Enabling a dispersed team to coordinate its
actions to achieve a shared goal.
The Collaboration Challenge
Stockholm
Malmö
Barriers: geography, schedules
The team that developed this seminar
Barriers: organization, geography, time, language, culture
A fairly large global organization
The nature of work is changing
More disconnected
work environments
More complex work
environments
More interactions with
unknown people
Today’s collaboration challenges
Cross-organization
Seamless Cross-location
Action
Action
Action
Action
Collaboration across boundaries of space, time, and organization
supported by technology.
Over time, virtual collaboration will become the norm
Based on proximity, people are not likely to collaborate very often if
they are more than 50 feet apart.
The fifty-foot rule
0.30
0.25
0.200.15
0.10
0.05
0.00
0 30 60 90 ... Separationdistance in feet
Tom Allen, MIT, 1977
Probability of communicating at
least once a week
Small businesses are natural innovators
Are adept at doing more
with less, creating an
innovative mindset
Aren’t afraid to experiment
and improvise when going
after new opportunities
In a small company,
collaboration comes
naturally!
Rely on strong social
networks to share
information and inspire
innovative thinking
According to research by Intuit
In a large or highly distributed
organization like ours,
cross-organizational and cross-
location collaboration does
NOT come naturally.
So then we need to make
virtual collaboration easy
– as easy as on the
web!
The gulf of collaboration
Portal
Workflow
Phone
We need simpler and
richer collaboration
support for our team
Photo: http://www.noorsonline.nl/fjord.jpg
The most basic collaboration tool is
email, but we would argue that it is
one of the worst as it is not bounded
to a particular group or project.
Mike Davis
Butler Group
“”
Com
munic
ation
One-Way
Co
-pro
duction
Two-Way Two-WayTwo-way One-Way
One-to-One One-to-Many Many-to-Many
E-mail is not bad, it just needs to know its place
The Knowledge Worker
“One who works primarily with information or
one who develops and uses knowledge in the
workplace.”
Peter Drucker, 1959
Photo: http://www.sxc.hu/browse.phtml?f=download&id=836294
The rules of business are changing
Structure-based
Procedures, control, compliance…
The basis of the
operation is the
structure of the
activities.
Knowledge-based
The basis of the
operation is the
knowledge of
individuals.
People, empowerment, participation…
Knowledge work is increasing
● In general 25 to 50 percent - in some cases more - of the workforce is
engaged in knowledge-based work consisting of “tacit”
A business is more than just information
I have an
idea…
Let’s make
something
together!
Information
Conversation
Relation
Information (data + content) is just something to talk about
Data
Content
Conversations
People
The typical situation of a knowledge worker
What’s happening?
When to act?
How to share?
Where to look?
Anything new? Who knows what?
Who and what can I trust?
© Acando AB
The Social Web
Photo: http://www.flickr.com/photos/jerrycooke/3177877448/sizes/o/
The web knows no borders
The web knows no borders
The web knows no borders
A leading open-source operating system
The world’s most comprehensive knowledge base
What is new with the web?
You
Reach
Accessi-
bility
UsabilityTranspa-
rency
Recency
You can reach
a global audience
You can create and
distribute at little or
no cost
You can create and
operate the means of
production
People are willing to
share a lot
Technologies enable
instantaneous
responses and
dialog
Easy to use
Find and connect
with people
Access anywhere
anytimeLow barriers of
interaction
Fit different needs
and situations
Return on contributions
Fits my work-style
Why knowledge workers like the new tools
We bring them to work because they empower us
Enterprise 2.0 is the use of
emergent social software
platforms within companies,
or between companies and
their partners or customers.
Andrew McAfeeAssociate Professor
Harvard Business School
Enterprise 2.0
There will be a shift in corporate techology adoption
Source: McKinsey Quarterly ”Six ways to make Web 2.0 work” (February 2009)
The average Intel employee dumps
one day a week trying to find people
with the experience & expertise plus
the relevant information to do their
job…Let me just say that it is
motivating us to take action.
Laurie Buczek
Enterprise Social Media Program Manager, Intel
“
”
There really is no other way
- to understand social media, you
need to participate in it.
Aha! moments for the Knowledge Worker
#1If you give a little,
you will gain a lot
#2Ambient awareness gets
you on top of things
Aha! moments for the Knowledge Worker
You will discover things
you didn’t know you
were looking for
Aha! moments for the Knowledge Worker
#3
PART II
Finding Information
More information is better – there’s something for everyone
Usage rate
Total amount of content
3%
Less popular, but there might be
something just for you
Less easy to find, but still available
Most popular, something many
people want or need
Readily available and easy to find
Favourites
Embeds
Favourites
Shares
Social
Bookmarks
Visits & Views
Tags
Taxonomy
Metadata + filters make relevant information surface
Users
Comments
Downloads
Communicating
Photo: http://www.flickr.com/photos/flocci/23272006/
E-mail has many good sides…
Easy and convenient to use
Easy to access from anywhere
Everyone has an e-mail address
Good for private conversations
Hey, why didn’t
I get that
information?
I can’t find it in
any of our
databases…
Sorry guys, I’m
leaving this place -
and I’m taking my
mailbox with me!
…but bad sides as well
Spam!
Why did I get this
information?
Ooops!
Forwarded it to a
customer…
Good work!
Blogs can help to solve some of the problems with e-mail
No duplication of information
Information captured
Accessible and findable
Easy to collect feedback
Usage can be measured
Decrease occupational spam
Enables reuse of information
Allows subscriptionsI’m not
interested
I’ll check in
later
Found it!
COLLECTIVE PRODUCTION IN TEAMS
Co-producing
Photo: http://www.flickr.com/photos/flocci/23272006/
Co-producing via e-mail and attachments
??
Stakeholder Stakeholder
Team members
Co-producing via wiki
Read
Comment
Read
Comment
Team members
Stakeholder Stakeholder
Here’s my
opinion…
Good to
know!
Always clear which version is the latest
Notifications are automatically sent after updates
Hyperlink to other resources
One source of information
Information can be accessed and found by others
Easy to access and edit
No information deleted – restore always possible
Supports discussions
Co-producing via wiki
Sharing and Discovering
Photo: http://www.sxc.hu/browse.phtml?f=download&id=836294
Why social networking? Because
NASA is more that just one expert
and one center.
Celeste Merryman, NASA
"Findings from the NASAsphere Pilot"
“”
Discover and share knowledge in professional networks
Rapidly distribute
ideas, experiences
and knowledge
Find and connect
with people across
boundaries
Become aware of
what others are
doing
Tap into the
knowledge of
your informal
network
Finding Answers
Photo: http://www.sxc.hu/browse.phtml?f=download&id=836294
Chasing the expert is a waste of time
…We assume that true intelligence
resides only in individuals, so that
finding the right person will make all
the difference. Trying to find smart
people will not lead us astray - but
trying to find THE smartest person
will.
James Surowiecki
Author of “The Wisdom of Crowds”
“
”
Ask yourself - Are you really looking for an expert…
Where can I find
an expert on
collaboration?
…or are you looking for answers (provided by experts)?
Does anyone know
which are the keys
to efficient
collaboration?
Here’s my
answer…
Here’s my
answer…
Here’s my
answer…
Here’s my
answer…
Letting your network work for you (LinkedIn)
Examples of corporate use of the same kind of feature
●60% of questions are answered
within one hour
●Each question receives an average
of 9 responses
●Ninety-three percent (93%) of the
questions answered were by people
different center than that of the
person who posted the question
Increasing Transparency
http://www.flickr.com/photos/ppdigital/2052560350/sizes/l/
Observers
Stakeholders
Extended team
A team always operates in an environment
Team
We tend to forget about the environment and create silos
My Project
?
?
?
?
What is going
on? Who is
doing what?…
Knowing what goes on = hard detective work
My Project
Oops!
No access
What’s new
here?
What are
you up to?
The solution: open up access and publish and subscribe
Then you can aggregate information flows to dashboards
Dashboard
Team
Blog
Project
Blog
Project
BlogExternal
Blog
PART III
© Acando AB
Approaching Enterprise 2.0
Photo: http://www.sxc.hu/browse.phtml?f=download&id=1170246
There are several
strategic questions
you need to answer to
successfully exploit
new technological
opportunities…
What do we need to do?
What can we do?
How do we create value -
quick?
How do we minimize risk?
How do we architect change?
How do we manage change?
How do we ensure effective
adoption?
How do we govern use?
How do we know if we are
successful?
Acando’s Enterprise 2.0 Maturity Model
Culture Me We Everyone
Ways of working
Information Conversation Relation
Technology Anarchy Standards Integrated
Governance Blocking Guidelines Community
Reactive Managed Proactive
Acando’s approach to Enterprise 2.0
Think big, act small
Measure, don’t predict
Deliver quick value
Phases and focus areas
1
2
3
4
Drivers Value Maturity Strategy
Ways of
workingTechnology Governance Change
Approach Solution Pilot Evaluation
Tactics Development TransferMeasurable
Results
Direction
Framework
Proof of
Concept
Adoption
Inspired by "Enterprise 2.0 Implementation Framework" by Ross Dawson, Advanced Human Technologies
Phases and focus areas
1Drivers Value
Maturity Strategy2
Ways of
workingTechnology
Governance Change
3Approach Solution
Pilot Evaluation4
Tactics Development
TransferMeasurable
Results
Think big, act small
Measure, don’t predict
Deliver quick value
Inspired by "Enterprise 2.0 Implementation Framework" by Ross Dawson, Advanced Human Technologies
Defining a manageable scope is key
TechnologyBlogs
Feeds
Social network
Wikis
Organizational LevelProject
Business
Area
Enterprise-wide
Team
Com
ple
xity
Ad
option level
req
uire
d
The classic approach
Business
CaseLaunchDevelopment
Will our product or service be usable? Will it be fit for
purpose?
How much do we have to invest to get it used once it is
launched?
How do we know it generate the desired value?
Months and years Value?
Weeks
The 2.0 approach
Idea
Define value and measure from the start
Grow a user base and increase adoption bit by bit
Get feedback and adjust solutions along the way
Perceptual beta - industrialize later
Develop, launch, evaluate, adjust many times
Value!
Value!
Value!
Industrialize
when value
is proven
Weeks Weeks Weeks Weeks
Value!
Thank you!
© Acando AB
www.acando.com
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www.thecontenteconomy.com
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