Produced by: Supported by:

Living and Breathing the Social Workplace

Michael A. Brown, PMPJPMorgan Chase

@MikeAaronBrown

Daniel KraftNewsGator

@DanielKraft

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Key topics and take-aways

• What do we mean by ‘social’ or ‘emergent’ collaboration?

• What are “social collaboration” or “emergent collaboration” systems?

• Why do they work?

• Why do emergent collaboration platforms help solve the problem?

• Some critical success factors to consider

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Think about how you solve problems today

@MikeAaronBrown @DanielKraft

Where should I

dine tonight?

What TV should I

purchase?

Which hotel has the best

view?

• Wisdom of the crowds• Expertise from the source• Trust• Speed

Why?

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The drive behind internal social collaboration

Concepts and power ofExternal social software

+

The expertise and knowledge ofyour internal workforce

=• An engaged workforce• Faster response• Effective collaboration• Better communications

Social Enterprise

#ngCollectiveTime4

Pro

duct

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Networkof Hands

Survival of the Social

@MikeAaronBrown @DanielKraft

#ngCollective

Networkof Minds

Time4

Pro

duct

ivit

y4

Survival of the Social

Networkof Hands

@MikeAaronBrown @DanielKraft

#ngCollective

Networkof Hearts

Time4

Pro

duct

ivit

y4

Networkof Minds

Networkof Hands

Survival of the Social

@MikeAaronBrown @DanielKraft

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13%

Source: McKinsey Global Institute

Product Development

24%

26%

5%

Operations & Distribution

Customer Services

2%

Marketing & Sales

Example: Financial Services

Business Support Functions

70%

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Let‘s have some fun

100m

100m

100m

Professional Services 11.3m

Consumer Packaged Goods 7.7m 100m

Financial Services 6.4m

Source: McKinsey Global Institute

Manufacturing 5.3m

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Putting ‘social’ into perspective

• “Collaboration” is nothing new

• Volume of information grows exponentially

• Access to that information becomes easier and cheaper

• Systems move from transactional to‘systems of engagement’

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Systems of record becoming systems of engagement

* John Mancini – AIIM (Association for Information and Image Management)

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What do we mean by ‘social’ collaboration?

• Social collaboration inside the company ≠ “Facebook for the Corporation!”

• Instead, social collaboration IS:

• New modes of communication

• More real-time collaboration

• Pull vs. Push (‘Subscribe to content’)

• Implicit and explicit knowledge – both content and content providers

• Breaking down traditional silos within the corporation

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Why have these platforms become so powerful?

• Globalization – business expansion, outsourcing, etc.

• Mergers & Acquisitions impacting ‘corporate culture’ and knowledge transfer

• Speed to market

• The “consumerization of IT” – ‘power to the people’

• Siloed business units

• Knowledge retention issues

• Mobile work force

• Collaboration or communication is more natural and fluid (conversation threads, micro-blogging, tagging content)

• Access to knowledge is made easier through expert search, robust user profiles and communities of practice

• Silos break down as employees begin to collaborate with people they may never have met before

• Employees become more engaged in helping one another solve problems and innovate solutions

• Mobile access to internal collaboration systems leverage the concepts of Facebook or Twitter in their simplicity and power (profiles, communities, activity streams, micro-blogging, etc.)

Challenges Opportunities

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Some real world examples

• Corporate recruiters come together to share requirements & candidates

• Lines of business across the country share best practices, updates on new government regulations and rulings, and presentation materials

• Software application users come together and help one another with problem-solving solutions, sample sites and information on product upgrades and features

@MikeAaronBrown @DanielKraft

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Why are internal social platforms so powerful?

• Internal social platforms break down silos quickly

• They level the playing field, flatting traditional corporate hierarchies

• “Expertise” bubbles up quickly

• People feel engaged and connected, leading to better productivity and willingness to help solve a problem

@MikeAaronBrown @DanielKraft

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Key takeaways

• Internal social collaboration is not necessarily about creating “Facebook” for the company. It’s more about:• Creating systems of engagement• Breaking down traditional silos and barriers to communication• Encouraging collaboration and communication

• When considering an internal social collaboration platform:• Understand where the communication pain points are in your company• Ensure both bottom-up and top-down participation• Identify use cases or business processes that could be enhanced• Critical mass matters! Social for 20 is not like social for 200,000

@MikeAaronBrown @DanielKraft