4-20-10NG Deloitte Social Computing Webinar

8/9/2019 4-20-10NG Deloitte Social Computing Webinar

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Enterprise Social Computingat Deloitte

April 20, 2010

Available in broadcast or dial-in:

U.S. & Canada: 1-800-768-5901

International: 00 +1 212-231-2900Access Code: 9520114

For assistance during the call:

Press *0 to reach a ReadyTalk operator

#dsocial


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J.B. Holston

CEO & President

NewsGator

Introductions

Ross Dawson

Author & Chairman

Lawrence Blank- Cook

KM Solutions Leader

Deloitte

Joseph Press

Specialist Leader

Deloitte

Patricia Romeo

HR Talent InnovationDeloitte


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NewsGator & Deloitte

D Street Story

Collaboration & Communities

Working With A Client

Question & Answer Session

Agenda

#dsocial


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DeloitteNet 2.0

Deloitte is both a customer & partner

Solution: Microsoft SharePoint Server 2007 &NewsGator Social Sites

Deloitte & NewsGator

Team SitesWeb Application

(Portal)

D Street

(My Site)Communities

Microsoft SharePoint Server 2007

NewsGator Social SitesMicroblogging

& Activity Streams

People & Profiles Mobile

Ideas

Discussions

BookmarksWikis & Blogs


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Social networking at Deloitte

The D Street story


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Copyright 2010 Deloitte Development LLC. All rights reserved.5 Social networking at Deloitte The D Street story

It started with a desire

To connect peopleacross functions

To enablecollaboration on

ideas and projects

To buildcommunities of

practice andinterest

To enhanceknowledge about

one another

To empowerpeople with a

personal brandingpage

To personalize thetalent experience

and make ourreally large

organization feelsmaller

All in a millennial friendly environment


7/36Copyright 2010 Deloitte Development LLC. All rights reserved.6 Social networking at Deloitte The D Street story

With D Street, professionals can find and connect with othersacross the organization, learn more about colleagues to

deepen relationships, find starting points for conversations,

share ideas and more. Theres even a blog for each of us to

express ourselves, share best practicesthe possibilities arelimitless. Now with the convergence of DeloitteNet, our portal,

communities are sprouting at Deloitte and collaboration will

evolve to a whole new level.

Today, D Street is driving collaboration andinnovation at Deloitte



How social media is evolving communicationsat Deloitte

Enables colleaguefollowing and

thought leaderactivity using feeds

and aggregation

Channels relevantinformation allowsusers to rate and

recommendcontent

Brings a new layerof information to

the reader byhyper linking

names to profiles

Provides a forumfor individuals to

appropriately

share ideas andbest practices

Eliminatesdirectories anddistribution listsand connects

people to everydaytools

Enablescommunities at

Deloitte

1 2

4 5

3

6


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Meet Patricia Romeo

The Deloitte way


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Meet Patricia Romeo Personal Profile

Personal Profile


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Social Network Graph


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Status Update & Activity Stream



D Street is the place Deloitte professionals go tolearn about their colleagues

0%

20%

40%

60%

80%

100%

120%

February

March

April

May

June

July

August

September

October

November

December

January

February

March

April

May

June

July

August

September

October

November

December

% of Deloitte that visited 3x % of Deloitte that has personalized their profile2008 2009



In 18 months, D Street has become a very popular application at Deloitte. Anaverage of 2,300 of the 26,000 active profiles are viewed by over 850 visitors per

day. D Street now hosts 3,000 blogs, 60,000 photos and 11,000 resumes and is

the place to connect at Deloitte.

D Street usage

0

20,000

40,000

60,000

80,000100,000

120,000

140,000

February

March

April

May

June

July

August

September

October

November

December

January

February

March

April

May

June

July

August

September

October

November

December

Number of Searches Number of profiles visited2008 2009



D Street timeline

Jan 08 Mar 08 Apr 08 May 08 June 08 July 08 Aug 08 Sept 08 Oct 08 Nov 08 Jan 09 Apr 09 Jan 10

Non-client

service

launch

Profiles

enhanced

w/service

lines,

industries

and

sectors.

Business

Resource

Groups,

and

program

checkboxes were

also added

Consulting

Launch

AERS and

FAS

Launch

Profiles

enhanced

w/regions

and cell

phone

numbers.

Script built

for large

groups of

users to

easily add

data to

profile withone click

Tax

Launch

Improved

the

blogging

feature to

make more

intuitive

Enabled

additional

search

capability

enabled by

creating

hyperlinks

on entity

and country

Imported

over 3,000

photos

from the

firm PPD

directory

Added

foreign

languages

to 20,000

profiles

Added fields for

our colleagues

serving on

foreign

assignments

Opened

guestbook to

display on the

profile page,

similar to Face

book's wall.

Provide random

display of photos

in gallery,

including hover-

over tool to see

photo title.

Enhanced searchfunctionality for

field-specific

searches

Integration of the

DeloitteNet portal

with D Street



The evolution of how Deloitte communicates

EmailInstant

messagingWeb 1.0

DeloitteNetWeb 2.0D Street

DeloitteNet2.01993 2002 2004 2008 2010

Microsoft

Outlook

Microsoft Instant

Messenger

Microsoft CMS

2002

Microsoft SharePoint

2007

Microsoft Share

Point 2007

PLUS Newsgator

1:1 interaction withowner-generated

content

Many to Many interaction with usergenerated content using blogs

Many to Many interaction withuser generated content using

blogs, chats, wikis, onlinecommunities, social bookmarks


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Collaboration and

communities at Deloitte

DeloitteNet 2.0 and Beyond



We started small to prepare for enterprisescalability

Personal Brand

and Network

Client Service

Excellence

Knowledge and

Innovation Growth

Process and

Operating

Efficiencies

Space prototypes

Portfolio of

capabilities

Governance and

risk management

Cultural

implications

Core

competencies

Best practices Provisioning

Training and

awareness

Security

Access

Intranet portal

Publishing sites

Collaboration

elements

Practice

Communities

Sponsored

Communities

Special Interest

Communities Governance

Limited training

Collaboration spaces

Training and

awareness

Infrastructure

Operation support

Center of Excellence

Community of

subject matter

specialists

Collaborationstrategy Early adopters DeloitteNet Enterprise



Vision Reality Current solution Future

Communities of:

Practice

Supporting large, go-to-

market practice areas.

Nearly permanent

Intent Supporting groups

targeting a specific

outcome (i.e., intent).

Usually transient.

Affiliation

Supporting groups

brought together by acommon characteristic.

Permanent or transient

Community means

something different

Building a sense of

community

How we serve clients

How we go to market How we organize

internally

Areas of expertise

Geography

Culture

Deloittes nomenclature:

Practice Areas andEnabling Areas

Talent programs and

networks

D Street communities

DeloitteNet evolution from

Gateways to

Communities

Practice

Practice Areas

Enabling Areas

Practice Sub

communities

Sponsored Programs

Networks

Special Interest

Driving continuous

improvement into

Deloitte processes,

people and culture)

???

Vision + reality = solution (and evolution)


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Governance Steering and leadership committees

Communities and Collaboration Review Team

Risk Management Plan

Program oversight and collaboration of key stakeholders

Processes

Provisioning process

Moderation and monitoring

Community development

Archival

Key aspects of current success


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Change management Stakeholder alignment

Communications

Training

Technology

Continuous improvement

Rapid development and release

Key aspects of current success (cont.)


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A sample community


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What makes a community strong or weak?Ultimately it is the community members participation what make or break a community

Strong

Weak

Last Updated: 3/22/2010


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Strong community traits Weak community traits

Compelling business need to

collaborate exists

Leadership highly engaged and

leads by example

Active community manager whoencourages and promotes

community growth

Members interested in the topic

Members committed to helping each

other New knowledge is being created

Community collaboration personally

benefits its members

Underlying technology easy to use

and increases productivity

Community topic is imposed on

members, rather than letting it

emerge from its members

Poor definition of community

objectives Leadership not engaged and/or

Community Manager not actively

supporting community and

encouraging participation

Not a critical mass of interestedmembers

Collective sharing not openly

encouraged

No compelling reason to return

Low adoption of collaboration tools

What makes a community strong or weak?


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Working with a client


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Best practices of social computing in globalcorporations

Improvecollaboration

Shareknowledge

Encourageinnovation

Facilitateconnectivity

Improvedproductivity

Client

connectivity

Improved client

service

Revenue

enhancement

Product

innovation

Speed to market

Market

differentiation

Management

processes

Staff

effectiveness

Cost reduction

High Impact Medium Impact

Social computing capabilities

Businessobjectives


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Global Company aiming to use social computing to transform the waytheir employees interact, locate experts and collaborate globally to

improve productivity, be better connected and serve their customers.

Project background

Approach Key deliverables

Deloitte facilitated eight global, cross-

functional Focus Groups with over 50

senior participants

The workshops identified 135 pain points

and 42 opportunities which resulted in 68

business requirements and 10 social

computing capabilities to address the

requirements. Deloitte reviewed the existing social

computing platform (based on

SharePoint/Newsgator) to determine its

suitability for supporting future

developments.

The project produced a series of social

computing videos to ensure a common

understanding of social computing

Ten capability charters were produced to

translate the social computing business

requirements into actionable project work

streams

An implementation was developed to turnthe ten charters into a project roadmap.

A master requirements database

connecting all deliverables back to

business requirements


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The journey started by mobilizing the businessto connect their needs to social computingcapabilities

Understand

Vision and

objectives

Review existing

business

requirements

Engage keystakeholders

Identify

required

capabilities

Understand

current 2.0capabilities

Develop high-

level plan

Identify gaps

In capabilities

Enhance

business

requirements

Prioritize and

select

capabilities

Outline tactics


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Social Computing has to be driven by thebusiness to meet their needs

Knowledge management

Disparate and dated knowledge

repositories limits the ability to

locate the information to respond

to customer issues and develop

new products

Social Computing

Existing platform not intuitive and

limited mobile access threatens

adoption and the ability to use

social computing effectively

Connectivity

Siloed and insular

communities prevent the

exchange of ideas and reduce

the ability to find and leverage

our diverse skills and

experiences

TeamworkLimited ability to hold online

discussions, share issues, work

together within and between

teams

Communication

Communications are not prioritized or

targeted, resulting in information

overload and inability to know what is

important


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Ten recommended social computing capabilitiesto address business requirements

Communication channels

Content management

User profiles

Knowledge management

Channel subscription

Collaboration

Enterprise search

Integrated view

of client knowledge

User experience

Personalisation

Illustrative


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Social computing tools for communities

Illustrative

Organizationalsite

Community ofpractice

Community ofinterest

Team site

Push Pull Pull Push/Pull

Wiki x x x

Blog x x

Tagging x x x

Rating/Ranking x x

Microblog x x x x

RSS x x x x

Visualization x x x

Friends/Network x x x

Communication channels x x

IM/Video x x x

Mash Up x x

Real-time collaboration x x

Social computing communities

Socia

lcomputingtools


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About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a

legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte

Touche Tohmatsu and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of

Deloitte LLP and its subsidiaries.

Copyright 2010 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu
http://www.deloitte.com/abouthttp://www.deloitte.com/us/abouthttp://www.deloitte.com/us/abouthttp://www.deloitte.com/about


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Start Now

Register for our upcoming product webinar April 29, 2010 as we coverfeatures and benefits of enhanced social computing on SharePoint.

http://info.newsgator.com/SS2007ProductWebinar.html

For more information:

[email protected] or call 800-608-4597

Follow NewsGator on Twitter @newsgator

Subscribe to our blog -http://blogs.newsgator.com/daily/
http://info.newsgator.com/SS2007ProductWebinar.htmlmailto:[email protected]:[email protected]://info.newsgator.com/SS2007ProductWebinar.html


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Social networking and reputational risk in the workplace bySharon Allen, Chairman, Deloitte

Gartner case study on D Street by Nikos Drakos,

April 3, 2009

Mass Career Customization Aligning the Workplace WithTodays Nontraditional Workforce by Cathy Benko, Deloitte

(Harvard Business School Press)

Generation Y in the Workplace: Four things that wont

change regardless of the economy by Stan Smith, Deloitte Decoding Generational Differences: Fact, fiction...or should

we just get back to work? By Stan Smith, Deloitte

Want to read or hear more?
http://www.google.com/search?hl=en&source=hp&q=sharon+allen+deloitte&aq=0&oq=sharon+allen&aqi=g10https://dstreet.deloittenet.com/personal/promeo/DStreet/Lists/Publications%20and%20Content/Attachments/24/Gartner%20D%20Street%20Case%20Study.pdfhttp://www.totalpicture.com/shows/career-connections/economy-gen-y-w.-stanton-smith-deloitte.htmlhttp://www.totalpicture.com/shows/career-connections/economy-gen-y-w.-stanton-smith-deloitte.htmlhttp://www.deloitte.com/dtt/cda/doc/content/us_Talent_DecodingGenerationalDifferences.pdfhttp://www.deloitte.com/dtt/cda/doc/content/us_Talent_DecodingGenerationalDifferences.pdfhttp://www.deloitte.com/dtt/cda/doc/content/us_Talent_DecodingGenerationalDifferences.pdfhttp://www.deloitte.com/dtt/cda/doc/content/us_Talent_DecodingGenerationalDifferences.pdfhttp://www.totalpicture.com/shows/career-connections/economy-gen-y-w.-stanton-smith-deloitte.htmlhttp://www.totalpicture.com/shows/career-connections/economy-gen-y-w.-stanton-smith-deloitte.htmlhttps://dstreet.deloittenet.com/personal/promeo/DStreet/Lists/Publications%20and%20Content/Attachments/24/Gartner%20D%20Street%20Case%20Study.pdfhttp://www.google.com/search?hl=en&source=hp&q=sharon+allen+deloitte&aq=0&oq=sharon+allen&aqi=g10


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The new employee connection: Social networking behindthe firewall, ComputerWorld, August 2008

CSCW conference on Enterprise Social Networking

Workshop. September 2008, San Diego

Intranets Foster Teamwork, Communication, Society ofHuman Resource Professionals

A Name is No Longer a Name But a Hyperlink to a

Persons Profile ProductiveWise Publication December

23, 2008

Want to read or hear more? (cont.)
http://www.computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=Networking+and+Internet&articleId=322857&taxonomyId=16&pageNumber=1http://www.computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=Networking+and+Internet&articleId=322857&taxonomyId=16&pageNumber=1http://research.ihost.com/cscw08-socialnetworkinginorgs/http://research.ihost.com/cscw08-socialnetworkinginorgs/https://dstreet.deloittenet.com/personal/promeo/DStreet/blog/Lists/Photos/Intranets%20Foster%20Teamwork.dochttp://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/http://www.productivewise.com/longer-hyperlink-persons-profile-social-media-corporate-settings-case-study/https://dstreet.deloittenet.com/personal/promeo/DStreet/blog/Lists/Photos/Intranets%20Foster%20Teamwork.dochttp://research.ihost.com/cscw08-socialnetworkinginorgs/http://research.ihost.com/cscw08-socialnetworkinginorgs/http://www.computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=Networking+and+Internet&articleId=322857&taxonomyId=16&pageNumber=1http://www.computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=Networking+and+Internet&articleId=322857&taxonomyId=16&pageNumber=1

4-20-10NG Deloitte Social Computing Webinar

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