Most social initiatives fail Install and see who uses it No
clear objective No management buy-in No clear user value Led by IT
not business people Inappropriate governance Culture,
structuresMcKinsey Global Survey:Building the Web 2.0 Enterprise
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Where to start Solve real problems Communications critical
Motivated people Trust building People-centric processes
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Understanding users 1% 9% 90% All Mandating use does not impact
quality or quantity Consistent pattern of content creators,
critics, and consumers Content is driven by the active 10%European
Commission JRC: Web 2.0 in Government: Why and How?
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Active 10% personality typesMalcolm Gladwell, The Tipping Point
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Active 10% personality types Exploration & Production
OBrien Senior Vice President Jones Stock The community leverages
Coles Explorations Drilling Production knowledge to do Williams
Taylor Stock their jobs Shapiro Paine G&G Petrophysical
Production Reservoir Cohen Cross Sen OBrien ShapiroSmith Andrews
Moore Paine Cohen Cole JonesHughes Miller Kelly AndrewsRamirez
Smith Miller Hughes Williams Bell Cross Hussain Cole TaylorHussain
Moore Ramirez Bell Sen Kelly Social Network Analysis
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Important relationships Strong Ties Weak Ties Close
relationships Casual relationships Shared world view Varied world
view Team dynamics Professional Shared dynamics (interest)
knowledgebase & Specialised assets knowledgebase & Similar
perspectives assets & experience New approaches & Email
lists, phone, perspectives shared and managed Enables 6 degrees
documents, team- Communities, blogs, rooms wikis, tweets, IM
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People participate when the subject is important to them they
trust they have the right audience organisational roadblocks are
removed they play a key role in quality & governance
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Social collaboration success factors1. Senior management
involvement2. Users drive how it is used3. Users make it a part of
their daily routine4. Personal (not material) incentives5. Include
peer leaders in key roles6. Balance of freedom and controlThe
McKinsey Quarterly: Six ways to make Web 2.0 work
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Getting the balance rightTop Down Bottom Up Provide vision and
a Present and promote yourself collaborative environment Connect to
people and expand Be accessible and less formal your network Broad
input and spontaneous Create, share and participate interactions
actively Trust your co-workers and let Be a role model ideas flow
Coach and guide your colleagues Remove barriers and leverage
initiatives www.chooseportal.com 12
Accelerated adoption www.chooseportal.com 13
Appraise Social business goals Drive Innovation Support
communications Manage projects effectively Catalogue staff skills,
interests for opportunities www.chooseportal.com 14
Assess goals & choose the team Initiative goals Engage
inter-departmental team members Solve difficult problems Provide
peer review Share insights, practices Generate & rate ideas
Select team for: Cross-functional work, different locations and
different businesses/divisions Shown peer leadership Connectors,
mavens, salespeople www.chooseportal.com 15
Adopt tools, for day to day, personal use How to engage in
cross-functional work, in different locations businesses &
divisions How would YOU fit this Adapt tools to support your
projects for day to day interactions, brainstorming, into your
daily job? information sharing, and problem solving Understand how
to personally benefit while supporting team innovation goals
Establish best practice and success measures www.chooseportal.com
16
Adapt behaviours & recognise opportunities Understand
barriers to use (network speed, practices) Document unexpected
benefits (novel approaches, etc.) Gather ideas on how to improve
collaboration Determine relationship to other initiatives and
combine/link complementary communities www.chooseportal.com 17
Case study Support research activities Collaborate on research
activities across people and teams Extend core teams to include
regional and multidiscipline experts Access expertise when solving
shared or perplexing problems Support communications Communication
vehicle for management, innovation team, and other areas of
interest Generalised project resource to collaboratively manage
project constraints & resources Catalogue staff skills &
interests for projects, promotions www.chooseportal.com 18
Case studies: University manage bids (for funding) Improve
success rate by bringing together the most qualified team with best
practice from previous bids. Jointly select, compose, manage and
review bids. Global Sales Coordination Reduce customers ability to
shop around causing regional sale teams to compete against each
other Product Promotion Best Practice Provide European knowledge
base from all promotional campaigns, detailing displays, results,
improvements, competition etc. www.chooseportal.com 19
Process Resource Measures www.chooseportal.com 20
In summary Think big Start now! Broaden your definition of a
team Solve real communication problems Respect users world view
Help users drive use, participation Get the balance right Drive
toward critical mass www.chooseportal.com 21