Enterprise 2.0 Conference 2011 – Day Two

Lee Bryant, Co-Founder and Director, Headshift

• How to use socially generated data to improve business performance? How do you map social activities to key business use cases?
• When we talk to customers they don’t care about names and labels. They are interested in results
• Social business is not just about collaboration. We are interested in weak ties, ambient sharing, dynamic signals
• There always going to be a limit to the number of people you can interact with but activity stream can increase this number
• Dave Gray talked about pods and connected company. Pods are independente, adaptive, linkable, swapable units. The Amazon home page is made by components ran by different teams acting like pods
• Data and anlytics is not just aggregated data but also specific insights if you are doing that right
• What can we take from consumer analytics and bring inside the enterprise?
• One of the priorities from a recent Altimeter study has been developing ongoing relationships with customers but current discussions regarding social media monitoring has been a lot about how brand are doing, not about what single clients are doing
• We are moving towards a social intelligence vision. The data inside and outside your organization can be used for much more than making people click on ads
• It’s not size that matters, it’s what you do with it (with big data :>)
• If you are not immersed in the data and you don’t feel the data, you don’t understand it.
• It’s like sports: you can easily track the wrong data. Looking just at the details can make you lose sight of major shifts in behaviors
• Instead of trying to study a microcosm of activities we need to immerse ourselves in the ecosystem of data
• Where do all the insights go? They cannot die insight a single department. We need to spread them in the rest of the organization
• Analytics without action is just a rear-view mirror. You need action framework to change your organization
• Reports are a particularly poor way to bring back results and messages
• Discover, filter, act, achieve
• Data driven behavior change motivates people better
• Social business intelligence is a new practice area for the organization that have bodies of data. It’s the key to combine employee and customer data to increase business performance. It also pushes people to talk to each other and take responsibility about the results the company has to deliver

Chris Morace (Senior Vice President of Business Development, Jive Software)

• There has never been a time when the organized has been immersed in a more hectic environment
• IT professionals are spending more time in achieving less and less. They feel less of their time is spent in impacting the business and more in just keeping the company going
• 70% of employees are using unsactioned apps because it is just easier. IT cannot keep up! This is creating big risks though
• Everything is getting social (CRM, content, communication) but none of this talk to each others. Social is creating new silos
• There are huge successes going on in the consumer space. One example is the app system. An explosion of innovation and adoption
• Consumerization of the enterprise doesn’t mean using consumer tools in the enterprise. Apps are easy to develop but are also easy to find, buy and use. Building an app in Facebook makes available the entire social graph. The experience apps makes a difference
• Can we apply this to the enterprise? This could turn IT people in heroes again
• Not talking about portlets or widgets but about apps connected to the social graph
• To thrive in the consumerization era you need new models of consumption: pay as you go, purchase individually, different ways of evaluating software at the right pricing, one click installation immediately tied to the social graph, giving apps a social life building on what we have reached so far with the social web
• But you also need to protect the business saying what is fine for your company and what is not, deciding where data can be stored or what must be done regarding compliance. You also need the ability to adapt the way apps are deployed over time
• Jive has launched the first social enterprise apps store
• Other models are not working. This is an opportunity for changing the way people experience work in the enterprise

Tony Martins, VP – Supply Chain, TEVA Pharmaceutical

• Human beings are able to spontaneously adapt
• This is important before many organizations are going through deep shift in customer behavior, competition, regulation. The challenges to be faced are more and more new and unexpected. Managers spend 50% of their time facing unexpected situations
• The traditional way of doing is evolving processes but it takes to long to keep up now
• But we can enable people to come together and create the skills to spontaneously associated and provide the answers. Virtual collaboration spaces can be used for that
• People can see and react to exceptions spontaneously. One result: 40% reduction in manifact cycle times. This means reactivity, flexibility, a competitive advantage

Ming Kwan (Global Digital Marketing Manager, Nokia)

• Nokia has been facing challenging times not only in the marketplace but also internally with silos, information overload
• Having senior level sponsorship has helped to support adoption reaching 24K users in their social platforms
• Nokia’s payoff is connecting people. It is about human relationships but not just consumers with consumers but also employees to employees, employees to customers, suppliers and partners
• Social business has been split in social media, internal collaboration, third party collaboration. You can get the most value in connecting those together
• Particularly connecting consumer insights to internal discussions and actions
• To drive action having reports and data is not enough. You need to use that data to drive business value empowering employees across cultures and countries
• The first step is transparency and openness that help coordination, reuse and collaboration
• The second is the idea of accountability and ownership about action
• The 3rd is recognition and rewarding
• Action doesn’t mean incrementing the quantity of the posts but the quality of the connections among individuals
• ROI is illusive but they developed a social ROI framework: engagement, appreciation, action
• Nokia wants to be able to create the 3rd ecosystem with partners like MSFT, ATT using social software to collaborate across corporate boundaries
• Nokia Visualizer showing conversations happening across internal collaboration platforms
• Nokia Socializer connecting external insights with internal conversations to drive actions
• Agora is social command centre to raise awareness across departments about external conversations to educate the company evolve the culture
• Nokias Ideas Project as an example of an external crowdsourcing project in Nokia

Sara Roberts (President/CEO, Roberts Golden Consulting)

• Employees will be running your company in 5 yrs. Is that possible? Yes, it is happening already
• Look at pedestrians. Crowds just walk on the street without any orchestration
• For the first time we have technology able to make big small again. To provide flexibility, motivation, passion to employees in large organizations
• Organizations are loosing control and that’s ok. We’ll see why in a moment
• The strategy is often made by top managers while others just execute. We talk a lot about employee empowerment but we’re missing a point. It’s not up for us to give them power, that’s still command and control
• 1 of 3 knowledge workers is not giving their idea to the company. You make make information flow down but can you make knowledge flow up?
• Some other knowledge workers are contributing but not in a compliant way
• Change management has changed. It is no longer a discreet event and no longer about pushing different messages and behaviors. It is about buy in
• So you have to create guardrails for action. Leadership’s job will be translating confused goals in concrete actions. The paradox of choice, too much choice no longer liberates
• Allow bold discretion: give people space to express themselves
• Ask the experts: involve the right people at the right time in the process. Ask people their predictions
• No one sits on the sidelines. Command and control pushes people out from the game. Even if you still have leaders and followers, the two need to work together to the same goal
• Change the organization, change the game otherwise knowledge cannot be shared, people cannot contribute. It’s about management, leadership, managers changing
• Engage now and you’ll be one of the few organizations to thrive where your organization will be bringing you

Ross Mayfield. The social software evolution not revolution (Socialtext, Slideshare)

• What is next in social software? The answer will always be in this social laboratory that is the web
• We need to keep developing not just the tools but also the practice. A big part of the revolution has been already happened. A few yrs ago Ross had to explain what a wiki was. Today social software is an established category and there many use cases
• The next level will be a bit more evolutionary based on adaptation
• Companies are not communities. Every company is smaller than the entire web and people have to fit into the process. So you can just take public technologies and expect to have the same adoption patterns internally
• It’s about focusing the adoption in the flow of work. That’s why knowledge management failed. Knowledge sharing is just a by product of doing work inside social software. There is a level of imperfectness you have to live with
• You still have to do the boring stuff: security, IT admin, audit, etc
• It is a social layer sitting on top traditional processes and applications, on enterprise records
• Discover people through content and content through people
• Not such thing as collaboration without a goal. Focus less on the technology and even to break down the silos if you can think about the business goal for doing that

Bert Sandie (Director – Technical Excellence, Electronic Arts)

• Hire and Grow knowledge workers. Recognize people with a potential in collaboration
• Create collaborative environments. Spaces that stimulate people to come together. Physically move people around so that they can learn and help each other
• Companies are always undergoing some kind of reorganization. How teams and departments and divisions and entire companies to collaborate? It is a complex ecosystem with different cultures and needs. A single solution doesn’t work for everybody
• Social business is about leading change and evolving behaviors. Failing is often a piece of the path. You can use different models for leading change (like Kotter’s one), but you still have to lead and sustain
• To change people behaviors you get to change head (thoughts), heart (feelings), hands (actions)

Who leads Social Business and What does leadership look like (Keri Pearlson, Jamie Pappas, Claire Flanagan, Luis Suarez)

• A Framework that tries to explain the evolution of social business:
  • Point solution (very specific approach often run by evangelists in non top management position)
  • Functional (trying to link social business initiatives to specific department)
  • Collaborative and engaging (a way to engage beyond a single functional area, struggling with how to bridge internal and external from a holistic approach)
  • Fully integrated (how do we rebuild the entire business from a policies, leadership, management, processes perspective)
• Let’s see what different panelists are reached:
  • Claire, leading social at CSC. They started with portals and wikis as point solutions. They then moved to the functional level starting to build bridges. They have both employees community (97% registered users, 100K groups) and external facing, functional communities to co-innovate, co-develop solutions for customers. Seeing a lot of business value. Approaching it as an ecosystem is the most powerful way
  • Luis, in IBM. Started in phase 1 in 2001 from Fringe (profiles), Dogear (bookmarks) and then many others building the pieces gradually. Different components has been growing in different ways. By experimenting and giving people power, they could experiment and prove the value. In 2005 it couldn’t be stopped anymore and they created guidelines to explain people what they could do. That was the point they encouraged everybody to go out and use the tools but they are still learning. In 2007 they integrated all services in a single product called Connections
  • Jamie, former at EMC and now in AMP Agency. EMC started employee community first to engage internally before going outside of the firewall, focusing on training and trying to evolve the culture. One big worry was what happens if someone is doing something wrong. But people don’t want to get fired so the internal community was a test case and the catalyst for engaging with customers and partners. Fishing where the fishes are. Now EMC is in the fully integrated space where different communities remain but work together with a similar user experience. One of the few companies where collaboration is classified as business critical! When the platform is not available you can see how much value it is generating. Just building it doesn’t mean people are coming. They used a plan starting from a business problem. Every community requires dedication, resources, focus to thrive
• What is leadership look like today in your social space right now?
  • Claire: CSC has several initiatives started several yrs ago in a very organic and decentralized way (referring Altimeter’s report). For employee communities, sponsorship at a very high level (through VP Innovation) and partnership with IT. Marketing took lead of external communities. Today they are moving to a more coordinated approach, thinking about common practices and policies, how to train leaders. So they are centralizing the model and governance of all that. So it depends and it evolves and that’s natural for large organizations. Starting today, it would be probably different. They evolved the organizational model overtime
  • Luis: IBM always beloved that social business should be owned by every single employee because every group, team has different needs.Some groups were more visibile (corporate comm or marketing) but it is not owned by them. IBM relied a lot on research to sustain adoption, Each group has been internalizing the best use to them of the tools. All of them lead it.
  • Jamie: use cases for collaboration or social media varies from group to group as to person to person. You have to empower everyone by making the case relevant to them. They partnered with IT, HR, Legal, Product Development (even if the initiatives were under Corporate Comm under CMO). Create resonance for everyone
• What talent and skills are needed for leading social business?
  • Jamie: it’s more about the soft skills than the technical one. It’s more about empowering people to work smarter, quicker, in a more effective. You have you get buy-in from them.
  • Luis: new leaders are gone to lead as servants not micromanagers. People need to start letting go moving from command-control to empowerment. Showing people how to let talent emerge. Help people becoming better at what they do
  • Claire: IT skills are still needed but you first need business skills to understand how business can use the tools to make a difference. It’s about storytelling, engagement, change management, strategy skills, organization change, how to make this about employees work. Organizations change if you work with all the stakeholders.
• Have you seen any connection between adopting social software and employee engagement?
  • Luis, not because of the tools but because people can connect on common affinities through communities. If you provide an opportunity for growing in a community, people will tend to stay longer in the company. People are feeling connected to employees
  • Claire, at CSC they got a lot of anecdotes about people proud of CSC, passionate. Engagement is also how to get work done trough communities
  • Jamie, every time you stimulate employees to collaborate openly you are saying that you trust them. That goes so fare in terms of keeping people connected and engaged. As for policies, probably rules are already there for example for email or for any other existing channel. Spend time about the things employees can do not what they cannot do
• Participation of senior management for the sake of participation is not positive and can intimidate people. You have to help senior managers to participate creating value for employees. Executives should also see the value to them.
• Final thoughts
  • It’s really important about strategy, business skills and how to transform your organization. It’s more about teaching ourselves and our leaders how to work differently, transparently, openly.
  • It’s all drinking our own dog’s food, starting from yourselves and see the value. Evangelizing is crucial and we need more of that through leading voices
  • Don’t try to do all by yourself

This conversation wants you (Bruce Jewell, Senior Manager – uCern)

• Getting the right people collaborating. Sharing specific examples of what Cerner is doing
• Cerner is trying to improve health delivery through software, medical devices, on site facilities. Addressing information and communication problems trying to make a difference
• Understanding the right information and actors (across the firewall) needed to make good decisions is tough
• Email is not timely, doesn’t scale. It is fundamentally flawed for collaboration but it is still the main collaboration tool today
• It is not longer and them / us conversation. It is a we conversation by sharing both ways (Dion Hinchcliffe social business model)
• uCern (connect, learn, share, innovate) is their collaboration platform based on Jive. Leverage mass collaboration to innovate and reduce time between discovery & adoption. Also involving partners and customers
• Changing the way we work is about Support, communities of practice, product innovation, learning, project coordination, team coordination, events, sales, expert locator
• They have support functionalities (ticketing, Q&A, etc) and community of practices (by role and by project & team open to others to spread information and opportunities to attract people), product innovation (also through mockups)
• Lessons learned
  • include everyone and keep registration super easy (whitelisted all the domains of client organizations)
  • keep it simple but very specific and focused, easy to find the right community
  • what’s in it for me, for every role, actor or single participant (cerner, client orgs, individuals)
  • promote everywhere, out from the community in real life
  • measure success (support: 6% decrease in issues logged on software prod in 2010, 13% fewer issues logged by those active in uCern, 79% decrease in HR issues logged + materials costs reduced and greater visibility in client events). They are measuring member satisfaction, member count, member activity driving a growth cycle
  • Is there correlation? (he shows some charts) activity drives performance and or performance drives activity. Senior executives are participating

Business Leadership Roundtable with Andrew McAfee (Andrew McAfee, Marcia Conner, Paul Greenberg, Ted Schadler)

• Tell us something new!
  • Social won’t exist in a couple of years because it will just become business. It is becoming necessary to do business
  • Having social command center is new. Expertise location internally is new and requires a all different approach and it’s becoming fundamental to generate business impacts
  • Collaboration won’t be a word will be hearing so much in the future. It’s what we do with it in organizations. HR managers in large multinational companies are starting to move
• Organizations are still to feel the pressure from the conversations happening out there on their products
• So why is customer service not getting any better? Example: tactical success but strategical epic fail in Comcast after Frank Eliason left. The company looked at it just as a PR opportunity not as a new customer service standard. Customers expectations shifted in the while creating even more disappointment because the company is not really listening in every channel. It requires a deep cultural change
• People empowered and resourceful are those changing organizations. It will take time but new companies are coming along to be better able to serve new customers
• IBM, P&G are examples of companies doing this journey. Technology is just an enabler not the driver. It’s about what people are now able to do with technology
• How leadership is becoming under the impact of social network? Everything we do is governed by self interest. People are buying social only if it makes sense to them, if it benefits them. Leadership will be more democratic, but you need to change the people. Leadership in the future is unclear. Organizations are looking forward to become more distributed (making decisions at the most local levels) so there is real hope for different sources of leadership.