Oe Workshop Learning 2 0 Presentation

Personal and professional growth through communities of practice and Social learningOctober 7, 2009

Learning 2.0

Proprietary and confidential. © 2008 Perot Systems. All Rights Reserved. All registered trademarks are the property of their respective owners. FOR INTERNAL USE ONLY.

Proprietary and confidential. This information does not represent, and should not be construed as, legal or professional advice. © 2008 Perot Systems. All Rights Reserved.

Welcome

• Welcome & Introduction of Hostso Arend Schuring (Human Performance Consultant, Perot Systems/Dell)o Ravel Thai

• Tweetchat / Twitter Hastag #OECOPo Ask questionso Commento Interact with others inside and outside (during and after) the

workshop


• Describe Web 2.0 with examples• Suggest some ways you can create a personal learning

network to keep up with what’s important to you• Show how you can either create or enhance a CoP with

Web 2.0 applications.

Agenda


What is Web 2.0?

• What was once a library is now a café.• Web technology that has facilitated easy communication, information

sharing, user-centered design and collaboration. This includes, (but is not limited to):o Weblogso Wikio Social bookmarking & taggingo Social Networking Communitieso Instant Messaging/Presenceo RSS Feed Readerso Micro-bloggingo Podcasts, videocasts


Wikis (E.g. Wikipedia)


Wiki Revision History


Micro-blogging

• Updates in 140 characters• Similar to having a conversation vs.

leaving comments on blogso Share contento Get answers to questionso Instant gratification

• Twitter has grown more in number of users than other social networks

• 45-54 year olds are top demographic

• International use is on the rise


Learning with Twitter

1. Find people and follow themo Friendso Colleagues

• Listeno Ten minutes a day

• Contributeo Replyo Ask questions


Really Simple Syndication


RSS Reader example


Weblogs

• Time-stamped ‘diaries’ posted in reverse chronological ordero Technorati tracks 70

milliono 120,000 created dailyo Over 90% of blogs are

abandoned• Types of blogs (via Seth Godin)

o Cat – personal diaryo Boss – to a defined set of peopleo Viral – spreading ideas

• Encourage participation through comments


Social Bookmarking

• Store, organize, share, search, and manage bookmarks of web pageso See a website’s

popularityo Learn other sites

similar to the ones you bookmark


Podcasting

• Interview experts• Share presentations• Broadcast information• Connect at a more

personal level• Inspire


Social networking

• A social structure tied by one or more specific types of interdependencyo Facebooko LinkedIn

• Share photos, blog, comment, chat, post status updates (i.e. what are you doing?)

• Pligg / Ning – create your own social network

• Ambient awarenesso Strengthens relationshipso Creates weak ties to those we

don’t yet know

© 2008 Perot Systems Corporation. All rights reserved.

What is a Personal Learning Environment?

• A personal learning environment (PLE) or network (PLN) helps you as a learner manage your learning by:o Setting goalso Managing contento Communicating with others in the process


My PLE


Sample PLE (Bamboo project blog)


PLE Mapping

• Pair up into groups of 2-3• Take turns describing your PLE to your team members while one of them

maps it out• Include one or two new Web 2.0 technologies that you find interesting

o Include how you would use them


What is a Community of Practice?

A community is a blend of:• A virtual collaboration of personnel (inside and outside the enterprise)

that seek to share and advance the state of knowledge about a subject, process, or technology

• A body of knowledge, tools, processes, or techniques that are maintained to enhance an organization’s ability to deliver services and business value

• An industry-based, cooperative, or government organization that seeks to disseminate critical knowledge to its constituents

Workers spend a third of their time looking for information and are five times more likely to turn to a coworker rather than an explicit source of information


CoP Benefits

Benefits include the following:• Problem solving• Developing new capabilities• Leveraging best practices• Standardizing practices• Time savings• Increase in talent• Avoiding mistakes• Creating new knowledge


Perot’s Human Performance CoP


CoP Model


Steps to creating a CoP

• Step 1: Establish/identify a purpose• Step 2: Identify a community• Step 3: Understand the culture and behaviors• Step 4: Develop/support the community• Step 5: Monitor and measure everything!

Via SlideShare:- Communities of Practice:turning conversations into collaboration


What makes a successful CoP?

• Clear purpose – what will it be used to do?• Creating a safe and trusted environment• Committed core group of active participants • Being motivated• Knowing the needs of participants• Having a clear action plan with activities to meet needs• Blending face-to-face and online activities

Via SlideShare:- Communities of Practice:turning conversations into collaboration


Appendix


Web 2.0:Overview

http://sethgodin.typepad.com/seths_blog/files/whos_there.pdfhttp://www.tagoras.com/docs/Learning_20_for_Associations_v1.pdf


Web 2.0 – Overview

While the tech sector reeled from the burst of the dot-com bubble in 2000, a strong current of innovation — enabled by unprecedented consumer broadband adoption, cheap fiber lines built during the last boom, and increasingly efficient hosting centers — was growing. In 2004, O’Reilly Media gave a name to the phenomenon of using the Web to efficiently connect people, content, and data, dubbing it “Web 2.0.”1Forrester defines Web 2.0 as:

A set of technologies and applications that enable efficient interaction among people, content, and data in support of collectively fostering new businesses, technology offerings, and social structures.

In Forrester’s view, the key hallmark of Web 2.0 is efficiency for end users, and the ultimate goal is to use technology like Ajax, rich Internet applications, blogs, wikis, and social networks to foster productive, advantageous behavior among employees, customers, partners, and other networks such as Social Computing, the Information Workplace, and collective intelligence

Source: Forrester


Enterprise Web 2.0 SoftwareThe term Web 2.0 has come to embody both consumer and business use of next-generation Web technology; however, this lumping together of services is too imprecise to be practical. As a result, most pundits and technology strategists segment the market between consumer Web 2.0 services and business Web 2.0 services. Forrester, refers to the business Web 2.0 market as enterprise Web 2.0, which encompasses Web 2.0 technology and service investments for both externally facing marketing functions and internally facing productivity and collaboration functions. Web 2.0 consist of:

• Purely consumer services are out. Consumer services like Blogger, Facebook, Netvibes, and Twitter are aimed squarely at consumers, and they typically offer free services supported by advertising. Because corporations do not pay for access to these sites, Forrester does not consider them as enterprise Web 2.0 sites.

• Advertising expenditures on consumer services are out. While companies do pay to advertise on consumer Web 2.0 sites, those advertisers are not paying for technology access. Instead, marketers are paying to reach consumers, and these Web 2.0 sites serve as a media channel.

• Enterprise marketing tools are in. Some marketers ultimately decide to build their own Web Words blog. Money spent to create and syndicate widgets, even on sites like Facebook or LinkedIn, would also be considered an enterprise Web 2.0 investment. 2.0 applications and communities — such as Intel’s vPro Expert Center and Kodak’s A Thousand

• Web 2.0 collaboration and productivity tools are in. Finally, Web 2.0 tools and technologies are beginning to find a home within the enterprise for worker productivity and collaboration.7 Offerings like those from BEA Systems, IBM, and Microsoft and from pure-play vendors like Awareness, NewsGator Technologies, and Six Apart all factor into the enterprise Web 2.0 market.

Web 2.0 – Software

Source: Forrester


Jeep

Flickr

Kodak

ShoreBank

Web 2.0 – Examples

Source: Forrester


Web 2.0 – Technologies

Source: Forrester


The Global Enterprise Web 2.0 Market will reach $4.6 billion in 2013. Social networking will remain the top spending category.

Firms spend more for internal use today, but external use spending will grow faster. Europe and Asia Pacific will become substantial markets in 2009.

Web 2.0 – Market

Source: Forrester


Web 2.0 – Trends and Predictions

Source: Forrester


• IT departments will take their heads out of the sand and embrace Web 2.0 technologies. To date, most IT departments have resisted Web 2.0 tools, often viewing them as consumer grade — of secondary concern to other major IT investments — or simply frivolous. But in 2008, Forrester expects at least half of the 42% of enterprises that say Web 2.0 is not on their priority list to add it by year’s end. Why? First, the IT shops that began experimenting with enterprise Web 2.0 tools for their own use in 2007 — for tasks like help desk ticket resolution, standards and documentation tracking, and IT project management — will begin rolling out these tools more broadly to lines of business as they pass IT muster. Second, CIOs will concede that they cannot quell passionate employees’ use of consumer-oriented or SaaS Web 2.0 tools and will mitigate risk by deploying enterprise-class tools in their stead. Finally, for IT departments aspiring to be more relevant to the business, enterprise Web 2.0 tools will be a high-impact, low-cost method to show leadership and innovation. Tech strategists should focus feature development on IT in 2008 and keep a sharp eye on integration and deployment. For many vendors, this means offering the previously unthinkable: on-premise software.

• Trial deployments in 2007 will deepen in 2008. Forrester has seen the adoption of enterprise Web 2.0 tools consistently follow a tried-and-true pattern: technology investigation, experimentation, rollout to small groups or teams, and finally widespread adoption. The vast majority of deployments followed this pattern in 2007, but as of yet very few have hit the point of pan-enterprise adoption. While every deployment is not expected to balloon to its full potential in 2008, its expected that enough will grow to provide solid revenue growth within existing installed bases.

• Mashups will mature and eat into other major markets. Of all the enterprise Web 2.0 product categories, the mashup market saw the most innovation in 2007; IBM, Microsoft, and Serena Software all made major forays into the market. Forrester expects such innovation to bear fruit in 2008 as the market coalesces around a more cohesive set of business processes, value propositions, and usage metaphors. Enterprise mashups will move from a few one-off pilots to true enterprise-class software in the coming 12 months. That said, there will be no shortage of volatility on the supply side as mashups begin to take large bites out of the RSS, portal, search, and enterprise application integration (EAI) markets. So who wins those dollars? The vendors that can exert the most influence on standards boards and industry groups will push advantageous standards — such as the OAuth mashup authentication standard — and the vendors that can best articulate mashup value to the public will set market expectations.

Web 2.0 – Trends and Predictions (contd.)

Source: Forrester


• Major acquisitions and market exits will experience a drought. In the long run — three years out — the enterprise Web 2.0 market will not have the carrying capacity to keep all of today’s active vendors thriving, but very few will cash out in 2008. Expect major acquirers — namely IBM, Microsoft, Oracle, and SAP — to keep growth as organic as they have to date. Overall, Forrester does not expect any major acquisitions. Tech strategists should look to larger vendors as partners and distributors rather than exit strategies. That said, there are several major wildcards that could knock this market off its tenuous equilibrium. Google and Salesforce.com could easily spark a run for Web 2.0 SaaS vendors with one or two smaller acquisitions, and a major acquisition of a leading startup vendor — such as Microsoft buying NewsGator — has the potential to result in the kind of vendor rollup that the BI market saw in 2007.

• More midtier vendors will enter the space, capturing spend. Vendors will to continue to pour into the enterprise Web 2.0 space in 2008. But unlike the first wave, very few entrants will be small or startup vendors. Instead larger, established vendors in adjacent markets will offer Web 2.0 features and functionality en masse — just as Web content management vendor FatWire Software has done with its TeamUp product. Others will pivot outright to capture enterprise Web 2.0 dollars — as software configuration tools management vendor Serena Software has done with its business mashup product. Mashups in particular will draw in vendors from the search, portal, and EAI markets. In general, 2008 will see the entry of many midlevel software firms with niche offerings and specialized services fragmenting the market and intensifying competition. The real winners here will be those firms entering the enterprise Web 2.0 market — they can augment current offerings with simple Web 2.0 features — while existing Web 2.0 vendors, particularly pure-play vendors, will lose as they are forced to compete with a larger pool of competitors and in niche markets.

• Consultants and systems integrators will conduct a strong build out of capabilities. Forrester expects a growing group of consultants and systems integrators to follow behind the leading edge of the enterprise Web 2.0 market. In 2008, look for services vendors to come to market with strong offerings for companies adopting enterprise Web 2.0 tools and processes. Unlike many business technology markets, Forrester expects far greater demand for process engineering and change management services than for systems integration because many of the early adopters have reported much more difficultly with cultural change and adoption than with technology integration and optimization. Look for services vendors like Accenture, Capgemini, Deloitte Development, and IBM Global Services to capture much of this nascent services market.


Source: Forrester


• Microsoft’s SharePoint will continue to steamroll the market. While many will argue about the quality of SharePoint’s wiki, blog, and social networking functionality, the number of IT shops that look to Microsoft for Enterprise 2.0 technology speaks for itself. For SharePoint, 2008 will be another banner year. Forrester expects that the IT departments taking a leadership role in enterprise 2.0 deployments will look at SharePoint first.11 Furthermore, the sheer volume of employees already using SharePoint makes partnership one of the more attractive moves for the smaller, best-of-breed Web 2.0 vendors, thus improving the quality of SharePoint and driving even greater usage. While the rest of the market — analysts included — will continue to gripe about SharePoint in 2008, Microsoft is clearly in an enviable position and can afford to wait for the market to come to it.


Source: Forrester


Appendix I – Knowledge Management Hype Cycle, 2002

Source: Gartner


References

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