exploring early enterprise 2.0 methodology
DESCRIPTION
Presentation given by Dion Hinchcliffe at Enterprise 2.0 San Francisco 2009. Focused on climbing the maturity curve of process and methods for enterprise social computing.TRANSCRIPT
Exploring Early Enterprise 2.0 Methodologies
Climbing the Maturity Curve of Process and
Methods for Enterprise Social
Computing
Dion Hinchcliffe
Introduction
Dion Hinchcliffe• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• Social Computing Journal – Editor-in-Chief• http://socialcomputingjournal.com
• Enterprise 2.0 TV Show
• http://e2tvshow.com
• Hinchcliffe & Company• http://hinchcliffeandco.com
• mailto:[email protected]
• Web 2.0 University• http://web20university.com
• : dhinchcliffe
Premise• Social computing is an effective new model
for meeting business objectives
• Can enhance productivity, drive innovation, cut costs, and more
• Integral to the modern workplace today
• However, social computing is a new discipline that combines freeform yet strategic business activity with Web 2.0 technology
• Most organizations today have a low level of capability around this new discipline
Social software +
guidedbusiness
outcomes
The Questions
• How can we adopt Enterprise 2.0 most effectively?
• What have we learned so far?
• How do we get the upsides without potential downsides?
• Can we identify best practices or are organizations too different to do this?
How do we besttransform our work
processes for the 21st century?
Challenges to Transitioning to Social Business Models
• Innovator’s Dilemma
• “How do we disrupt ourselves before our competition does?”
• Not-Invented Here
• Overly fearful of failure
• Deeply ingrained classical business culture
• Low level of 2.0 literacy
Pent up change is building on the edge of organizations and must be
recognized and dealt with
Top Down
Internal Knowledge ‘-Pedias’
Social CRM
BottomUp
Social Media Marketing“Official” Customer Communities
Social Portals & Intranets
“Guerrilla” Customer Communities
Enterprise Social Networks
Departmental Wikis
Reconciliation & Maturity
Business
Workers
Off-Premises Social Networks
Types of Enterprise 2.0
The
The Big Challenges
Key area where traditional process models often struggle
• Don’t respond to change quickly enough
• Poorly aligned with current business reality
• Lack of focus on driving consumption (or network effects)
• Too centralized and/or isolated
• Expensive and resource-intensive
• Overengineered in the wrong places. Excessively constraining.
At the Very Least, an E2.0 Methodology Must:
A) Address active business concerns (downsides)
B) Focus on delivering business value
C) Help an organization acquire social computing competency
Applying the “Web 2.0 effect” at work
• Enterprise 2.0
– Globally visible, persistent collaboration• Employees, partners, and even customers
• Leaves behind highly reusable knowledge
– Uses wikis, blogs, social networks, and other Web 2.0 applications to enable low-barrier collaboration across the enterprise
– Puts workers into central focus as contributors
– Case studies of early adoption consistently verifying significant levels of productivity and innovation
Enterprise 2.0 systems adapt to the environment, rather
than requiring the environment to adapt to it.
Perceived Benefits Of Enterprise 2.0
• Increased knowledge retention
• More adoption and actual use of knowledge management tools
• Better solutions that fit local business problems (via emergent structure and processes)
• Increased transparency
• Less duplication of effort
• Higher levels of productivity
Understanding Why E2.0 is
Different• Maturation of techniques
that leverage how people work best
• Realization of the power of emergent solutions over pre-defined solutions
• Nearly zero-barriers to use• And more...
The Enterprise 2.0 Checklist• SLATES
–Search
–Linking
–Authorship
–Tagging
–Extensions
–Signals
SLATES unboxed...
SLATES refreshed:
Enterprise 2.0: Richer Outcomes
Push vs. Pull Based Systems
Because the enterprise is not the Web
• We want to replicate the positive aspects of Web 2.0 platforms in the enterprise
• But our infrastructure is usually not very Web-like, creating significant impedance and diluted results
• Requires augmentation and adaptation to reproduce the same or similar results
Source: Oliver Marks
• Social networks focus on enabling interaction and conversation.
• Collaborative networks are focused on groups accessing and organizing data into actionable formats that enable decision making, collaboration and reuse
Social vs. Collaborative Use of Enterprise 2.0
Adoption Strategies• Gain and Enlist Top Down Support and
Overcome Turf Issues In Advance• Align Enterprise 2.0 Strategy to Business
Strategy (Find A Problem To Solve)• Align Enterprise 2.0 Applications to Key
Business Goals and Processes• Develop a Simple, Clear Business Case• Provide Strong Leadership for the Enterprise
2.0 Function(s)• Design Measures Aligned to Business Processes
Adoption Strategies Pt. 2• Listen to the Users, Involve Them in the
Design• Simplify the Access and Production of
Knowledge• Develop a Clear Communication Plan to
Promote the Effort• Involve all the Key Stakeholders, Eventually• Integrate all forms of Communication and
Documentation)• Develop a Clear Motivation Plan that Aligns
with Current Incentive Plans
Community Management• Guiding, administering, supporting, and
mentoring social groups
• Helps organizations achieve specific objectives with Enterprise 2.0
• Has proven invaluable at organizations with significant success:
• Stories: SAP, CIA Intellipedia
• Now believed to be “essential” to E2.0
Online Community Management:Jack Of All Trades
Technical Management
Project Management
Product Management
Customer RelationshipManagement
Software Know-How
Feature Selection
Priority and ScheduleManagementDocumentation
Incorporation of Learning
MailingsEvents
IncentivesIssue Management
Professional DevelopmentNetworking
Distribution of Best Practices
Attend Trade Events
Brand Management
Advertising and Marketing
Business Development
Business Planning
Community Management
Content Management
online community management
Brand Support
Identify Opportunities
Listen/Join Conversation
Marketing Analysis
Impact Reporting
Ad RotationCorporate Organization
Team BuildingStaff Training
BudgetingTarget Definition
Revenue PlanningControl/Management
Moderation/Rule Enforcement
Incentives/Recruitment
Content Plan
Breakdown of an E2.0 Effort• Enterprise 2.0 efforts appear to consume resources
in roughly the following proportion:
• Tools: 15%
• Integration, Customization: 25%
• Community Management: 25%
• IT Support: 15%
• Project/Change Management: 20%
• Your Mileage Will Vary
Community Management, Cont’d• Critical Success Factor: The quality
of the community management team will directly determine the success of an Enterprise 2.0 effort
• Locating it has been a challenge for many (IT, HR, customer service, portal team, ECM team, project team, even marketing)
• Enlist volunteers from the community as well as dedicated workers
Understanding the Local Culture
• Different types of cultures in most organizations:
– Team
– Community
– Network
• Each cultural environment can enable or stifle collaboration and communication
Enabling Change at the Three Cultural Levels
• Team• Community• Network
Mature View of Enterprise 2.0 Functions
ECMEnterprise 2.0Tools
Mashups Situational Apps
The Context: Enterprise 2.0 Ecosystem
SOAdeeplylinked
structure(WOA)
Peer ProducedIntranet
Internal Business Applications and Databases
Enterprise 2.0 Applications
Blogs and Wikis(Social Media)
Prediction Markets(External and Internal)
Enterprise Social Network
Industry Social Network
Other Web 2.0 Tools(del.icio.us, Flickr,
Twitter, Friendfeed)Enterprise MashupsEnterprise Federated
Search
participation
OtherBackoffice
HRM
ERP
ERP
CRM
consumption
Customer Community
Traditional Enterprise Systems
Determining the ROI of Enterprise 2.0
• Project costs tend to be lower than classical IT efforts (Example: Transunion, $50K to reap $2M+)
• ROI is hard to measure because of cause and effect chains
• But when I is low, R is easier to reach
Traditional IT initiative
AKA Waterfall Process with a Defined Beginning,
Middle, and End
More Enlightened Agile Process
Highly iterative, more feedback loops, learning from experience before completing the effort
One Way of ImplementingEnterprise 2.0
1 Identify
2 Prepare
3 Assess
4 Pilot
5 Roll-Out
6 Manage
Business Opportunities, Risks, Silos, Priorities, Budget,
Create strategy, communicate plan, set expectations, develop policies, raise awareness, build skills, development infrastructure, measurement plan
Understanding competencies, determine stakeholder’s needs/concerns, understand grassroot initiatives
Create social computing environment, build capabilities, capture lessons learned, build critical mass
Expand audience and reach, incorporate lessons learned
Community management, guide-direct-moderate (don’t control),
The Perpetual Beta Era
• Products are never finished
• Users drive most of the innovation and change– Including new features and
testing
• Products co-evolve and change every day
• Most organizations aren’t here yet, but the Web is increasingly
The 2.0 Transformation Process in the Large
Looking at ECM methods
Also, There Is Emergent Architecture
What it all looks like
Risk Management & Change Management
Social Computing Patterns and Best Practices
Top Down
Social Computing Strategy, Architecture, Policy, and Governance
Enterprise Vision
Local Problem Solving
Corporate Initiative
Community Management & Support Processes
Content Management
Tools & Infrastructure
Project Management
Knowledge Management Business Intelligence
Delivery Models Communication Plan
Access, Search, & Discoverability
Business Needs & Requirements Exploiting Ad Hoc Opportunities
Security & Identity
BottomUp
Anatomy of an Enterprise Social Computing Effort
Cultural Change
Reactive ResponseCost Cutting
Viral Adoption
Universal Lifecycle of New Technology
and
Enterprise 2.0 Dynamics
Enterprise 2.0 Frameworks &
Methods Survey
Deloitte’s ECM Process
Ross Dawson’s Enterprise 2.0 Implementation Framework
Source: The App Gap
Source: Mazyar Hedayat
Conclusions• We are still at a low level of maturity when it
comes to Enterprise 2.0 strategy and methods
• Existing frameworks usually miss key Enterprise 2.0 elements today
• Adapting the best parts you think you need is often the most effective strategy
• Improvements are coming but a “Unified Process” for Enterprise 2.0 is unlikely