I want to thank all of you for reading this blog, interacting with me offline and online. I hope we can continue our conversation in good health next year!
I wish you and your loved ones Happy Holidays! I hope you all have a wonderful Christmas time and a Happy New Year.
Marks posts are about the “6 C’s of Social Networking” – Communications, connectedness, common experiences, content, commerce & cool experiences (fun!). He stresses that social networks exists before they were hyped in our time they just work better now "and there are more people doin’ it." And a bit further on: "Yes, social networks of 2010 have much better usability, have better developed 3rd-party platforms and many more people are connected. But let’s be honest – they’re mostly the same old shit, reinvented, with more people online and trained.
But less considered is the fact that the success of the Web 2.0 companies versus the Web 1.0 ones were enhanced because they coincided with hardware that allowed us to capture more content instantly – namely images and video – otherwide Web 2.0 might have been a lot less differentiated."
He relates back to the beginning of internet and AOL. "The funny thing about AOL is that while you dialed up to the Internet, the goal of AOL was to keep you locked into their proprietary content and thus earned the classification of “walled garden” because they kept you inside AOL." From AOL he goes on to show how closed and open social networks has been successful or not. "The lesson was learned over 30 years in Silicon Valley: you create ecosystems where third-parties can innovate and thrive and you become the legitimate center of it all and can tax the system later.
He closes off with social networking trends he sees (- I only list a few of them):
- Social Networking is becoming mobile "and that adds new dimensions to how we use social networks. The most obvious change is that now social networks become "location aware.""
- Facebook is our social graph and will be so for the next decade, Mark says. He goes on to say Facebook with make our social graph portable or we'll move to new networks. Because "nobody exists in one social network." He thinks public and private network will be more separate in the future.
- There will be lots of focus on privacy in the future.
- Social networking will mix with everything we do. "As our social graph becomes more portable I believe that social networking will become a feature in everything we do."
What really struck me in these posts is that it shouts out: Openness always wins on the long run. Do you agree? This is the case in mobile, but also in social networking (tools).
Two other nice quotes to think about:
- "Twitter is much more. ... in a nutshell it is: an RSS reader, a chat room, instant messaging, a marketing channel, a customer service department and increasingly a data mine."
- "When you’re on Facebook you’re not on the Internet—you’re on the InterNOT."
Will cultural differences impact adoption of social media? Will culture “eat” social media for breakfast? or will social media “eat” culture?I find social media interesting because I see the relationship between social media and culture as bi-directional. The (company) culture has to fit social media (culture) for successful adoption. But I also see culture change due to social media use. I think this has to do with the underlying concepts of social media, like relational networks, information is social and humans as social beings. These concepts fit us people very well, because they are deeply human. Tapping into these concepts when rolling out social media is a key to success (and positive cultural change). Rolling it out as technology (non-human focus) is a key to failure (and negative cultural change).
Also refer to this interesting post about cultural differences. (HT, Ana Silva for pointer!)
- Fewer channels
- Offer relevant information
- Centralize content
- Create dialogue with staff
- To share knowledge in order to improve our services
- To accelerate problem identification
- Hard to find information and services you’re looking for
- Difficult to keep content updated
- Lack of collaboration tools
- Ordering new team spaces
- For pricing (free)
- For cleaning up unused spaces
- For ensuring the desired level of ‘brand building’
- federated search (based on FAST)
- move outside the firewall
- further integration
- Better support virtual teamwork
- Boost information sharing across functions
- Accelerate agility and responsiveness
- Advance innovation and solution creation
- Strive for long-term objectives but work in phases and take the time needed
- Position it as an integrated business platform with a clear business benefit and visible executive legitimation
- Recruit advocates from core business functions as early adopters and role models. Develop business relevant use cases and educate on community management skills. The whole project was done with 5 people: 1 knowledge management, 2 communication and 2 IT.
- Simplify business case to avoid complex benefits measurement
- It is a change project, plan it that way!
- The number of conversations related to the number of people who have access. After a year 85% is on board. This is OK, but...
- … they would like to measure the quality of interactions. This can be done by like/don’t like or rating functionality. But will it work. Will employees judge each other’s work? That’s a journey they are now taking.
- Search takes 20 seconds to return meaningless results
- Content out of date
- Difficult to navigate when based on hierarchy
- 1997: online communities based on Notes
- 2004: blogs
- 2008: social networking
The whole platform is built in-house, based on Lotus Domino.
- Docs (e.g. Forms), Spreadsheets Presentations
- Google Sites (best practices, wiki space, etc.)
- Online collaboration must start with real world collaboration (trust…)
- You will make mistakes (fail quickly and move on)
- Promote a culture of openness in teams (share early and often)
- Group editing
- Easy authoring tool (promotes contribution)
- Collective intelligence
Reason to Go Google is costs and the range of services. It’s a platform to build on.
Implementing social media features in intranet for effective employee engagement and internal communication #epem
- People search > search over all profile information. Employees fill in profile info, blogposts etc are automatically related, you can also follow others
- Compass profile > this is personal blogs, which is planned but not implemented yet
- Personal site > collects and shows all your personal information on the intranet (not MySite, but MS profiles)
- Poll > to get a feel of what the organization thinks of a certain topic
- Workspaces > collaborate within a restricted group
- Wartsila wiki > needs more promoting
- We are the Doers blog (this is not personal blogging but news with comments, they’re working on that)
- Discussion board > needs more promoting
- Highlight and banner on the intranet homepage
- Global news, blogpost
- Introductory site
- Training and demo
- Polling users
Overall strategy for employee portal evolution into an enterprise 2.0 platform and integration of effective use of social media for employee engagement and internal communications #epem
- Increased employee engagement
- Adapt to new reality. Viviane also relates to what young employees expect of corporate tools.
- More efficient use of staff
- Lower computing costs
- Reduced travel expenses.
Intranet governance and implementation of guidelines for the right and efficiënt use of social media tools and intranet apps #epem
Strategic intranet governance and business driven adoption of social media for increasing value @ BT #epem
- Finding the right person
- Finding the right information
- Joining a community of interest
- Sharing/creating views and opinions
Where's Enterprise 2.0 headed next? It's in the direction of providing real business value.
Enterprise 2.0 has been adopted at least a bit by most organizations. There's a nice spread of use cases, showed by research supported by Headshift.
Lee sees Enterprise 2.0 as a Trojan mice for organizational change. Small but impressive changes to the organization.
Enterprise 2.0 is still in the early phase, patchy and tool-centric (like the KM wave was in the beginning).
We're looking for quantifiable business improvements, like:
- lower operational costs
- networked productivity
- business agility
- effective management (move away from information hostages: businesses run by writing and moving report up and down the ladder)
- customer centricity (Listen! But many companies lack a structure to socialize what you're learned by listening)
Where is business practice going wrong?
- people, outdated view of motivation, behavior. Do we trust them. Trust is cheaper than control. We still have no real understanding of viral behavior inside organizations.
- process, an expensive way to orchestrate activity
- technology, a critique of the IT function. Businesses are spending lots of time on very basic stuff, like ERP/CRM. Light-weight processes with tools so employees can get things done. We used to believe that huge automation would lead to huge productivity improvements, which it did not.
What have we learned that can help here?
- human behavior, spread of influence in networks
- aggregation, flow, network effects, force multipliers
- open, collaborative working contexts
- designing for emergence and evolution
Moving beyond e2.0 adoption:
- social business program
- platform thinking for underlying capabilities (shows a really interesting picture of how this platform adds up technically)
- this will lead to an app store for every enterprise
- use cases and local, situated software
- e.g. better coping tools for information overload
Now he moves over to sharing open data to change behavior. Now the processes to send data up and down the organization is not real-time and not open. If it would be, every employee could change their behavior in increments.
Another future trends is social experience design: energizing networks. Lots of measuring and monitoring and changing on the fly. This could give you loads of information about the amount of engagement there is.
Finally, there are new opportunities for leadership. Leadership is not obsolete, but it will change. Or E2.0 helps business leaders to reach out. Intimacy at scale.
This can create meaningful change in organizations. It's not a full-frontal battle, or it shouldn't be. But it should weave in with the existing networks and structures. From biology we know we only need 5% to create flock!
Great end to the Enterprise 2.0 Summit!
If you don't impact the business process with Enterprise 2.0 you won't unlock value.
If you introduce a new tool, you can't make them use it. Tools should fit in their daily routine. If not, users will easily reject it.
There were differences about using force to get people to adopt Enterprise 2.0 tooling. Most said, Don't use force, make it voluntary. But it does depend on the type of e2.0 project. For instance, an example was given about social project management. In this case you agree to do project management in this way. But with communities using (a bit of) force is restrictive.
Helping people use e2.0 tools and integrating them in their work processes requires patience and lots of training. Sometimes you even have to start by explaining what a webbrowser is. Focus on the e2.0 concepts not on the tools. Most people understand the concepts better than the tools... Enterprise 2.0 projects almost always start as push, not pull. Start by solving daily problems. Because most people don't ask for e2.0 concepts and tools.
Context is a key word in this area. Linking people (expertise), information, processes and tools. Formal processes, information need context to understand them.
We also see a role for e2.0 in the definition of new formal processes and improve them continuously. Basically most of us are unconsciously looking for improvements to business processes.
Social tools and formal business tools are not or hardly integrated. (At least we don't have examples... We do see vendors moving into that space, like SAP.) People are not middleware. Extra tools are see as a barrier for knowledge workers. E.g. they live in their email. Every extra tool for sharing, storing, etc is seen as a hassle.
Also see Emanuelle Quintarelli's notes here.
Don't have much to blog about this discussion. Not that it wasn't interesting for sure. One important thing to pass on is that the European companies in the panel have not changed their organizational structure based on their e2.0 implementations. The middle management does not have a new role, according to the panel.
There was lots of discussion in the audience about this topic via Twitter.
Knowledge work, ideas and the like are like black boxes. We can't look into them. We are finding ways to open up these black boxes.
Increasing transparency in organizations and between organizations decreases risks and enables value-creation.
Oscar points to two cases in which they tried to increase workplace awareness using blogs and microblogs.
Oscar remarks that many of the legal issues we are now concerned with are the same as when email was introduced.
Usability issues leads to workarounds. Employees start to email everything, label everything as Confidential, copy (locally) to ensure access, share with USB sticks.
Lesson 1: There's a real challenge in finding the right balance between security and privacy.
Lesson 2: We need a balance between control and empowerment. Governance is good, but it should not tip over in such a way that employees don't feel empowered. Control and empowerment should walk hand in hand: policies vs. training, restrictions vs. tools, control vs. trust. If there are too many restrictions people will refrain from sharing.
Lesson 3: Transparency must go both ways. Transparency is good, but users should be explained clearly what happens to their information. Facebook e.g. is not transparent both ways.
A culture of trust is more secure than a culture of control.
CheeChin Liew (BASF) is up on the stage.
Interesting how CheeChin compares the development cycles in the organization with the development of communication tools. The increasing speed in product development cycles at BASF requires different communication skills and tools.
Connect.BASF consists of three pillars:
- networking. Employees can be visible, profiles, in communities.
- knowledge sharing. Communities (there is overlap with point 1), tags and search etc.
- collaboration. Blogs, wiki's etc.
It is a global platform.
Ho did they start? It started in Communications (by Cordelia Krooß). They convinced to start a steering committee around this topic (@shake ) with a board member as sponsor. CheeChin was in R&D. He had launched wiki's there. E2.0 was not started by IT. IT came in later. This project is now permanent.
In the launch phase they focused on IT implementation a lot. They have connect.BASF days with external, inspiring speakers. They do a lot of demo-ing and presenting. Consulting is also part of the job, helping departments/groups understand e2.0 and use tools.
Up to the pilot phase BASF had 1000 users. Lots of communications up till then after that they stopped communications.
CheeChin shows in numbers how Connect.BASF went viral: 15000 users! But signing up is not the whole game, he warns. Growth has been nicely spread out over the regions.
BASF's communities grew emergently. "Don't coach them from the beginning." They have 4 types: experts and professions (U4O), projects and working teams (O4O), social networking (U4U), initiatives and services (O4U). (U=users, O=organization)
Best practices for adoption:
- people-oriented and voluntary character
- visible commitment from top management
- leadership by advocates and community builders
- transfer of communities and workflows
- sharing of benefits and success stories
The Alexander's kick off with an overview of their research. They point back to the research that was done on Groupware in the past. This is a basis for the research on Enterprise 2.0.
Archetype nr. 1: Exploration. Continuously identifying feasible usage scenarios for IT-services which are suitable for any use.
Archetype nr 2: Promotion. Coordinated communication and targeted training of IT-services with focus on certain modes of use.
Their research shows: Wikis and weblogs have gained maturity, making promotion the dominant strategy in corporate settings.
Microblogging has the explanation strategy. Research will continue to see if that changes.
Luis takes the stage. Talks about BlueIQ - driving social software adoption at IBM. IBM started with social stuff 40 years ago with their forums. But in the modern sense of social software they started in 2001. Points to the whitepaper about BlueIQ.
Evangelism of social software is done bottom-up at IBM, with 1600 IBM volunteering ambassadors. This relates to a community building program with a teach the teacher program. And their execs are on board!
- see value
- recognize business use
- all together now
- integrate workflows
- shift perspective
IBM is between 3 and 4. But in some parts of the business not even in 1.
But along all the stage levels make sure you have governance and guidelines, focus on adoption, focus on measurement and work on the infrastructure. End goal: the social business.
The future for IBM is to focus on Enterprise Workflows, even outside of the organization.
- Lee Bryant chips in. Large number of companies have reached first base. They have a blog or a wiki. But we're still in the realm of adoption of tools. Lee sees the two adoption archetypes. There's no prescriptive way to go. Evolutionary improvement is what we need. We need more self-propelling growth. We should keep the difference between the web 2.0 and enterprise 2.0 landscape. Open data is important. Orchestrate real-time data in companies to lead to behavior change. Also study user interaction to influence systems and change. Think deeply about individual and collective behaviors. These will be the source of future techniques.
Frank gives a list of 7 pitfalls of Enterprise 2.0.
- Don't care at all. Frank says: You are obliged to care.
- Since Enterprise 2.0 is freeform, emergent and easy to use - just let it happen. Frank says: in a closed system entropy/disorder always increases (2nd law of thermodynamics)
- It's not about technology... Frank says: It is.
- It's about culture... Frank says: It is not.
- You can not measure the ROI of it. Frank says: You can if you want to and have to.
- Information overload kills. Frank says: It does indeed. Shield yourself.
- With Enterprise 2.0 we've found the holy grail for everything (in the organization).
- Rob disagrees fundamentally with the thesis that it is about technology. The big successful companies have a business objective and then select tools to be successful. Analytics is important (they should map to a strategy). Rob missed 'resources' in the pitfall list. You need to assign resources to achieve your business goals with technology.
- Rob points to Texas Instruments to give an example that has 'community' in their strategic goals.
- Luis adds 'education' to the list of pitfalls. Train people to use the tools. And 'governance' is a topic as well. Bottom-up, top-down. Not everything goes bottom-up. Make sure you have some guidelines in place (- this is not the same as mandating, says Luis). Luis also disagree with the fact that the tools are the problem. Fear is also a big pitfall. Are you experimenting?
- Rob comments that Enterprise 2.0 is still a young industry. Luis says a recent study showed that in Spain only 3% of the companies used social media.
Bertrand kicks off by focusing on Cultural issues in general, between Europe and the US and it's implications for Enterprise 2.0:
- self protection: culture as an excuse
- local identity protection vs globalization and mergers
- different attitudes towards autonomy, rules, hierarchy...
- philosophy of work
- trust/mistrust vs companies, colleagues...
- will engage with colleagues
- organization boundaries that reinforce cultural ones
- who said legal?
Bertrand says this is a major issue and it's a good thing we are discussing it here. Every country with its own culture has to find it's own approach wrt e2.0.
Now Mike Thompson (Headshift) who collaborated in a large research project on Enterprise 2.0. This research is still going on. First results can be found here. He says the research shows that it's more related to company culture than country culture if and how enterprise 2.0 concepts and tools fit. Ellen doesn't agree with this and does see country difference. On the other hand, Emanuelle agrees with Mike relating to the situation in Italian companies. Emanuelle says these cultural issues were there way before E2.0. And to him the biggest challenge is to demonstrate what's in it for them when rolling out new tools in general.
Agreement between the speakers is that culture is important. If it's a country or company issue is still open for debate/research.
I'm at the Enterprise 2.0 Summit in Frankfurt! I'll be live tweeting through this summit. I'll also try to summarize the talks as they pass by.
The first talk is about "Manager 2.0" by prof. Richard Collin (Grenoble Ecole de Management) and Rolf Schmidt-Holtz (CEO Sony).
Collin wonders if 2.0 is a good extension in Enterprise 2.0. 'It's just a version number'. It doesn't stress enough the future enterprise will be totally different.
A new space is emerging. Not in the economy of good anymore, but in the economy of information. (Before the economy of good there was the economy of territory.) The north point is not north, Dow Jones, but 'you'.
Information is the new steam. The industrial age is passe. And it's moving fast. He tells about how long it took the book and the pc to move into our world. And relates that to the speed in which the Internet moved into our world. This has implications for leadership!
How should be define leadership in this new information era? Here's one: a leader can be defined by an ability to get others to be connected willingly.
Leader for the Enterprise 2.0 era:
- value bricolage strategically
- design tinkering
He's the farmer of trust and a skills harvester.
Trust, walk the talk (is critical), you have to be what you see, be transparent, imagine, recognize and give (say merci!), to update and be update, to dare, focus on IT usage and not on the tools, to stimulate, to coach, solidarity and humility.
What defines a great leader? asks Rolf Schmidt, CEO Sony. They are good communicators, good colleagues.
Listening is important. The CEO don't know anything anymore. The distance between them and employees is too big.
You have the power, but don't have a knowledge, this goes for most CEO's. You have to be engaged, says Rolf Schmidt.
Great leaders rarely come out of big companies. Great innovations come from others, smaller companies usually, with constant dialogue.
Hardly any can come up with a great idea on their own. Points to the book and research by Steven Johnson, 'Where do good ideas come from?' Great ideas come to being by sharing.
Social networks (esp. Facebook) are key. The company is a social network. They developed an internal tool, Just Connect.
- Schmidt: Kill the old people... ;-) There's a fantastic young people coming up. Work hard, great marks at university, but they lack common sense. You need that to be a leader. You have to understand people. You have to be forgiving. Personality, you have to learn that at home, because you don't seem to learn that at university. People don't want to be impressed, but embraced.
- Schmidt stresses that we should stop spending time on email and instead spend time on thinking. Then communicate.
- Large companies will continue to exist. But for them to succeed they need to be authentic. Organize yourself in smaller, leaner cells. Decentralize. Give them daily decision power. But you need good people. That's what it comes down to.
Some time ago I said: Vacation First. I wanted to share my review of professor Andrew McAfee's book Enterprise 2.0 before I went on vacation. That didn't work out. I wish I could have written this review sooner, because the sooner you read this book the better. I'll tell you why.
Andrew McAfee coined the term 'enterprise 2.0' (in 2006) and has been one of the leading thinkers in the space of applying web 2.0 concepts and tools (or 'collaborative media' as McAfee likes to call them) to the workplace. This book summarizes his thinking over the years. Of course he's been blogging and speaking about this topic. So I was wondering if this book would bring me new insights. Well it did. And to me this is why I love books. You know thinking about the topic you're reading about in a book won't stop as soon as the book has been published. But a book does give you a summary of past thinking and concepts for future thinking. And all that in a limited amount of pages (instead of the endless amount of Internet pages...).
I like the way the book starts. It could have started by describing the new social tools and their underlying concepts. But it doesn't. Chapter 2 starts with several real-life cases we can all relate to. These cases make us reflect on information sharing and gathering problems in organizations. How can be solve them? What is the real underlying issue?
The next chapter goes on to explain the big shift. Is Web 2.0 really a paradigm shift or is it an incremental change? Or even just a hype? And how does this shift relate to businesses? Will it have effect only on the Internet or will it also change the way we do business?
Only then does McAfee go back to the issues mentioned in chapter 2. This interesting chapter explains the research on 'tie strength', pointing to Granovetter's work a.o. (which you should read as well!). Subsequently McAfee picks up every case of ch. 2 and shows how Enterprise 2.0 concepts and tools addresses the needs, whereas 1.0 solutions couldn't do the trick. I think this chapter will be an 'Aha moment' for many readers, definitely for those that are new to these concepts.
This book contains information for people in different stages of understanding and implementing Enterprise 2.0. The book describes 'technologies and technology based communities' like blogs, Facebook, etc. For many there is nothing new here. But what I like about the book is McAfee's honesty. McAfee describes how he got interested in Web 2.0 and how his thinking about Enterprise 2.0 started. He didn't 'get it' from the start, but slowly and steadily started to understand and research it. I think this applies to most people in this space. Almost none can say: I understood it from the start. Most experts in this field started out as sceptics. But then made the leap and started blogging, for instance, and by using social media started to understand and be excited about them. This fact is inspiring to all who just learned about Web 2.0 or Enterprise 2.0. It will hopefully get them started more quickly.
This also relates to one of the last chapters of the book: Red Herrings and Long Hauls. Many think Enterprise 2.0 is an instant success. You just set up a (micro)blog and your organization will change and speed up dramatically. McAfee warns us for this and clearly shows we should organize for the long haul. I think this also underlines the need for management and strategic choices to reap the long term benefits of Enterprise 2.0. Enterprise 2.0 requires deep changes in thinking about organizations, management, employees (users) and tools. Take time to help the organization understand these new concepts and tools.
Furthermore he also points to interesting research telling us that new tools have to be 10 times better than the tools we're using for them to be adopted. So, how much better is microblogging than email? Patience is necessary. Evangelizing, demonstrating, training and explaining as well.
This chapter also addresses the main obstacles (red herrings) to Enterprise 2.0 adoption. One topic I'd like to mention here is McAfee's research shows that "most people know how to act professionally in job-related environments, including digital ones". And therefore he has hardly seen Enterprise 2.0 adoption lead to security breaches like employees sharing IP sensitive information. He also points to the CIA using Enterprise 2.0 concepts and tools. They concluded "that the benefits of better and wider sharing of intelligence information outweigh the risks."
I love the way McAfee advises us to work on the adoption of Enterprise 2.0 concepts and tools. He starts out by saying we should connect with believers. Employees already convinced of the importance of social media and their use for organizations. Have them help educate and evangelize. Another important point he makes is to connect to the existing tool set. We use email a lot. So start there.
This book definitely calls for a follow-up! Topics for the next book could be about the following:
- There's lots of discussion about how the social tools relate to formal business and information processes. How this can be done and companies are actually doing it, is a great topic to systematically write down in a book. This would extend what McAfee says about 'in the flow' and 'above the flow' on page 184.
- There's some debate about what comes after Web 2.0. O'Reilly and Battelle call it 'Web Squared'. What does this mean for Enterprise 2.0? What would Enterprise Squared be? Or is it already there? Lots of thinking is being done on this topic as well. Again, this thinking could be summarized in a book as well.
This is not a complete summary. I picked out things I found very interesting. Just to show you I really enjoyed reading this book. I have advised many to read this book and hope this review will get you to do so as well.
Thank you for writing this book and sharing your insights, Andrew McAfee!
Note: This review has also been posted on Amazon in the review section of the book.