Getting Started with Enterprise Social Networking

Getting Started withEnterprise Social

Networking

David StephensTechnical Sales Evangelist

WorkFlow StudiosPhoenix, AZ

[email protected] us on Twitter: workflowstudios

mailto:[email protected]

http://twitter.com/workflowstudios

Agenda• Introduction to Social Networking• The How and Why of Social Networking• IBM’s solution for ESN• Adoption and ROI• Customer Case Studies• Getting Started

What is Social Software?

• Wikipedia: Social software encompasses a range of software systems that allow users to interact and share data

• The terms Web 2.0 and (for large-business applications) Enterprise 2.0 are also used to describe this style of software.

BlogsForumsInstant MessagingMMOGsOnline StoragePrediction MarketsSocial Bookmarking

Social CatalogingSearch EnginesSocial GuidesSocial LibrariesText ChatVirtual WorldsWikis

What is Social Networking?

• Wikipedia: focuses on building online communities of people who share interests and/or activities, or who are interested in exploring the interests and activities of others.

• Generally made up with a combination of: blogs, forums, mashups, microblogs, podcasts, prediction markets, RSS, social bookmarks, social networks, widgets, and wikis

• A focus on people and communities• A social networking service (SNS) is a

service that has been designed to build and maintain a social network.

Enterprise Social Networking

• The purpose of an Enterprise Social Networking system is to collect unstructured information and connect users to relevant people and content

• Enterprises deploy these systems to employees, partners and customers.

• ESNs typically consist of:• User presence – through a profile and the

collections of content and comments• Connections – linking people to other

people and content• Functionality – such as blogs and wikis

which enables interaction between the users

IDC: “The Business Value of Social Networking Applications” October 2007

The Benefits of Networking are significant to the

Individual as well as the Organization

For Individuals, It’s about:

•Being and staying “in the loop”•Being “top of mind” for special projects, interesting work (Statistics show that more than 70 percent of jobs are found and filled through networking)•Increased visibility, efficiency & productivity•Improved opportunities to contribute•Being efficient by tapping into other’s expertise as mentors or consultants•Innovation through brainstorming and collaboration

For Organizations, It’s about:

•Improving the productivity of knowledge workers – since their work is highly collaborative and social •Getting everyone involved in innovation through collaboration •Making everyone’s talent accessible to the organization•Improving efficiency by leveraging the expertise of everyone •Improved social capital•Creates a dynamic environment that will provide sustainable business advantage through employee satisfaction & retention

Social Networking, Blogs, wikis ……

“When it comes to using Web 2.0 collaboration tools, the momentum is behind wikis, blogs, and social networking, though primarily among co-workers. Some 70% of InformationWeek 500 companies say their employees are using those tools this year, compared with 55% last year.”

InformationWeek 500, September 2008“Trends Web 2.0, Globalization, Virtualization, And More”www.informationweek.com/news/management/trends/showArticle.jhtml?articleID=210601098

"It will eventually be seen as essential to all large firms, encouraging more open and transparent communications with staff around the world, and helping to improve relations with existing and potential customers."

Nikos Drakos, Research Director at Gartner, July 2008“Study encourages businesses to embrace social networking”www.computing.co.uk/computing/news/2221395/study-encourages-businesses

Why should a business consider social

software?• Marketing to any audience

– Making yourself a better business for your customers

– Improving your working environment for your employees

• Location, Location, Location• Even those who “don't use social

networking” use Google search and get recommendations from their network which includes links to social sites.

50 Ways to use Social Media, listed by

Objective• Listening: Gleaning market and customer

insight and intelligence• Talking: Engaging in a two way discussion to

get your message out (and get messages in)

• Energizing: Letting your customers tell your prospects on your behalf (viral, word of mouth)

• Supporting: Getting your customers to self-support each other

• Embracing: Building better products and services through collaboration with clientsJeremiah Owyang, Web Strategist from Forrester Research

http://www.web-strategist.com/blog/2008/07/15/50-ways-to-use-social-media-listed-by-objective/

Deployed to Employees

• Enhance teamwork• Discover new ideas• Accelerate innovation• Encourage cross-functional inputs to drive

better decision making• Creates a company culture of sharing and

learning• Increase communication by leveraging

intraemployee communications to a broader audience

• Increase retention and connection between the company and employees

Deployed to Customers

• Increase Web traffic with persistent engagement

• Drive marketing leverage by provoking customer-to-customer communication and viral marketing

• Gather real-time input from customers on their needs and wants

• Provide peer-to-peer customer support• Increase brand awareness and loyalty• Solicit customer-driven innovation

Deployed to Partners• Coordinate communications which can

accelerate cross-company performance• Increase sales through real-time market

intelligence and collaboration• Encourage coinnovation to better serve

joint customers and markets• Create an interdependant ecosystem of

partners which can drive increased revenue for all participants

Creating a Community• Purpose:

• build customer loyalty• improve customer service• provide value-add• increase awareness• create a place of pride

• Supplements the Social Media tools• May be able to create revenue streams• Allows for collaboration on your turf

IBM’s solution for ESN

Understand how your organization works

• Purpose:–build customer loyalty–improve customer service–provide value-add–increase awareness–create a place of pride

• Supplements the Social Media tools• May be able to create revenue streams• Allows for collaboration on your turf

Note: These are not meant to generalize nor stereotype. These are just guidelines that may help shed some light on different people's perspectives.

The “Ladder” of Social Software Adoption

Creators

Collectors

Joiners

Inactives

Spectators

Critics

Publish a blogPublish your own Web pagesUpload video you created Upload audio/music you created

Write articles or stories and post them

Post ratings/reviews of products/servicesComment on someone else’s blogContribute to online forums

Contribute to/edit articles in a wiki

Use RSS feedsAdd “tags” to Web pages or photos

“Vote” for Web sites online

Maintain profile on a social networking siteVisit social networking sites

Read blogsWatch video from other usersListen to podcastsRead online forums

Read customer ratings/reviews

None of the aboveBase: US online adultsSource: Forrester Q2 2007 Social Technographics Survey

18%

12%

44%

25%

48%

25%

Groups include peopleparticipating in at least one of the activities monthly.

Best Practices for Adoption

Identify business goals

Choose a pilot audience

Locate your advocates

Conduct a pre-assessment

Train the Advocates

Integrate with other services

Expand to pilot audience

Track usage and value

Highly motivated advocates, initial low level of adoption, focus

on seeding communities of information, value returned in

context for that lager user community

Lotus Lotus Connections Connections

Adoption Adoption CurveCurve

Data has gained critical mass and can now be used

as an asset in other services

such as improving search,

integration on corporate

websites (B2C, B2E, B2B)

BroadBroadGro

wth

Growth

EarlyEarlyAdopters

Adopters

Matu

re

Matu

reCom

mun

itie

s

Com

mun

itie

s

Wider deployment with growing rate of

adoption and content, value returned immediately to

adopters, and overall dataset growing in

size and quality

Setup Check points

Step 1: Identify Business Goals –Examples

• Facilitate increased communication across organizations and geographies

• Stimulate innovation of new ideas for products, services and go-to-market strategies

• Improve ability to more rapidly respond to customer needs and inquiries

• Reduce rework and improve quality of people's delivery materials

• Decrease the learning curve of new employees

• Make better decisions, knowing they were vetted by experts across the organization and reflect past experience

Pinpoint cross-boundary breakdowns in information flow and collaboration

Breakdowns between divisions (e.g., marketing and finance)

Breakdowns between separate locations

Breakdowns between employees at different levels

Breakdowns between long-time and newer employees

Breakdowns between former entities (e.g. new

acquisition)

Function

Geography

Hierarchy

Tenure

History

Step 2: Choose a pilot audience

• Choose groups that have the greatest need for creating deeper working relationships and sharing knowledge

People involved in researching technology or market trends

People tasked with generating new product or service proposals

Cross-discipline interactions where experts can help

Examples

• Salesforce and R&D

• Geographically dispersed engineering labs

• Call centers and engineering

Reminder: Not everyone in the pilot needs to be an active contributor!

• 90% of users are lurkers/readers, 9% are active participants, and 1% are early adopters and evangelists (early adopters are your pilot audience!)

• Profiles are useful even if nobody updates them, especially if they’re woven into everyday business tools

• If participants seem overwhelmed, Dogearing their existing bookmarks is a low cost of entry to contributing

• Blogs can greatly accelerate the formation of dynamic networks across geography and organizational boundaries simply by encouraging people to post comments

• Choose a feed reader that everyone can understand, and include it in your education plans

Step 3: Locate your advocatesFind the “mavens”, “connectors”, and “salesmen” –

people who:• everyone goes to when they need to know what’s going on

• are “plugged in” to your organization and share what they learn with many

• can persuade others to become enthusiastic participants

You can guess who these people are,

but a more scientific approach will

produce more accurate results…

AL

MARCIA

AL

RANDY

GARRAND

TED

JACK

BECKY

TOMTINA

Locating advocates with a social network analysis (SNA)

• SNA is a set of methods and statistics that reveals hidden connections

• Data for an SNA are typically collected by surveying a group of people• "Please indicate how often you communicate with this person"

• Results are used to generate diagrams that reveal individuals and the connections between them

• A complete SNA, from determining the range of questions to generating a final report, typically takes 6-8 weeks of elapsed time *

• For faster viral adoption, find the people who bridge between different business units, functional groups, and geographies – “connectors”

Step 4: Conduct a pre-assessment

• Gather a baseline measurement so that the pilot’s future results can be properly analyzed

• Before they begin using Lotus Connections, ask your pilot participants how they accomplish the following (sample questions):

• Find information about people (such as their title, reporting structure, contact information)

• Find people based on skill, background or area of interest• Find information related to a topic• Find others with a common interest or practice• Keep up with a person or topic area• Develop new relationships with others within my organization• Improve my personal productivity or knowledge• Share my experience with others

Step 5 - Train the Advocates session

Conduct an in-person Train the Advocates session with your advocates so that they can teach others easily. During this session, ask them to seed the environment according to the “picture” you created in the previous step.

Consider setting up lunch-and-learn sessions for participants throughout the life of your pilot (or until you reach a tipping point)

Step 6: Integrate with other applications

Create more value through integration

• Consider integrating with existing collaborationtools such as email clients, discussion forums, wikis and teamsite repositories – integrate the Person Card!

• How about your:HR portal? Intranet news site?Existing employee white pages application?Internal Q&A applications?

Begin expanding participation in the pilot. Ideally this will happen organically – colleagues who are not officially in the pilot may start using Lotus Connections tools based on their interactions with the pilot participants.

When your IT organization is ready to scale the use of the tools, publicize the availability of Lotus Connections along with examples of best practice usage.

Encourage advocates to post screencasts or other overviews with their experiences. But, don’t rely solely on your advocates for publicity!

Step 8 – Setup up Checkpoints

Set up regular checkpoints with advocates and pilot audience to capture and share learnings from the pilot. Encourage these participants to blog about their experiences and exchange ideas on Lotus Connections

Consider setting up an early adopter community, and include the following tools: weekly phone calls, a forum, a wiki, and feeds from the support forum, as well as relevant Dogear and blog subscriptions.

Assess how much the pilot participants have achieved

After a 1-2 month period, assess how much the pilot participants have achieved in relation to the deployment goals. If necessary, brainstorm changes to your organization’s use of the tools for better effectiveness. Use the same questions that were asked in your pre-assessment.

Step 9: Track usage and value for ROI• Track the volume of usage (e.g., number of people

using a feature). Prepare your IT organization to support the use of the tool based on the business needs of your organization.

• Track the value, too. Again, conduct surveys that assess how social software aided people in their work efforts. Remember, even if a person never contributes, they can still “use” the tools.

ROI Measurement framework is quantitative & qualitative

Are people using the environment?

Is it sustained over time?

Do people perceive they are getting value

from their involvement?

Are new connections being formed?

How can social software effect Key Performance

Indicators?

Short Term Objectives Medium Term Objectives Long Term Objectives

Vitality Perceived Value Business Value

Vitality

0

20

40

60

80

100

120

140

160

180

200

28/2/08 17/3/08 25/3/08

MembersCommunities

25

30

35

40

45

50

55

28/2/08 17/3/08 25/3/08

About MeBackgroundPhotos

Profiles: There are 52 About me, 37 Background areas populated. 41 photos have been uploaded. 48 tags have been used to describe the individual profiles.

Dogear Bookmarks: 91 bookmarks have been created by 16 people. These bookmarks have been accessed 145 times.

50

75

100

125

150

175

200

28/2/08 17/3/08 25/3/08

AccessBookmarks

Communities: 121 Communities has been created by 19 people. There are 173 members associated with the 19 communities.

0

10

20

30

40

50

60

28/2/08 17/3/08 25/3/08

BlogsComments

Blogs: There are 30 blogs which have been viewed a total of 1476 times. xx blog is the most popular xx blog receiving 270 hits. 51 individuals have commented.

0

10

20

30

40

50

60

70

80

90

28/2/08 17/03/08 25/3/08

ActivitiesMembers

Activities: There are 25 activities utilizing 79 members.

Perceived Value

Evaluation criteria were the ability to:

Learn about the knowledge and interests of the XX Community

Better coordinate work

Connect with others with a common interest

Find / share information

Keep informed

Find and access expertise

Reveal new or different perspectives about an issue

Business Value: Individual Level

People that know me 23

People I know 23

Eigenvector Ranking 16

Betweenness Ranking 7

People that know me 31

People I know 35

Eigenvector Ranking 15

Betweenness Ranking 3

“Obtained a greater sense of the types of projects and activities on the go throughout XX. Was able to share information relative to recruitment and obtain feedback on particular

topics of interest.”

Business Value: Community Level

Density = 10%

Distance =2.28

Distance-Based Cohesion (Compactness) = 0.349

Correlation to Collaboration = 0.95

Shortest Path

Freq. Proportion

1 1356 15%

2 4190 47%

3 2754 31%

4 475 5%

5 44 > .05%

Density = 13%

Distance =2.24

Distance-Based Cohesion (Compactness) = 0.447

Shortest Path

Freq Proportion

1 1700 15%

2 5718 51%

3 3172 28%

4 547 5%

5 33 > .05%

Baseline Post Pilot

N/A 25-34 35 - 46 47-59

14% 11% 13% 10%

14% 13% 14% 14%

15% 12% 13% 13%

14% 12% 14% 14%

Pop N/A 25-34 35-46 47-59

N/A 21 13% 9% 11% 10%

25-34 33 11% 9% 11% 10%

35-46 47 11% 9% 10% 9%

47-59 13 13% 12% 14% 14%

Improvements

Business Value: Generational Level

Baseline Post Pilot

Pop A B C D E

A 10 9% 11% 8% 11% 8%

B 21 11% 9% 9% 11% 10%

C 50 11% 12% 11% 12% 12%

D 21 15% 9% 10% 13% 11%

E 12 13% 8% 9% 9% 8%

A B C D E

12% 13% 10% 15% 13%

11% 11% 10% 12% 11%

15% 16% 14% 16% 17%

16% 11% 11% 14% 12%

14% 10% 12% 13% 8%

Business Value: Job Responsibility Level

Baseline Post Pilot

Improvements

Pop A B C D E

A 33 8% 9% 8% 12% 8%

B 51 7% 13% 13% 11% 8%

C 5 10% 13% 13% 12% 9%

C 4 10% 7% 5% 5% 0%

E 21 13% 17% 20% 15% 25%

A B C D E

10% 12% 11% 16% 9%

9% 14% 14% 11% 11%

13% 17% 16% 15% 13%

10% 9% 5% 5% 0%

16% 19% 23% 20% 33%

Business Value: Work Location Level

Baseline Post Pilot

Improvements

Important ROI categories

ROI

Faster response to customer facing issues Improved effectiveness of intra- and inter-

company communications Natural “economy” of finding and valuing ideas

Improved Growth Through

Innovation

Faster Task Execution

Improved Efficiency

Locate the right person in context of work Quicker access to best practices in context of

activity Ability to route and share information in resolving

issues

Increased Empowerment of

Key Resources

Reduced recruiting costs for expertise already available in the company

Reduced rework on overlapping projects Improved compliance via use of an integrated set

of tools versus disparate internet web applications

Greater leverage of key experts across an organization

Improved retention of younger employees Faster development of high performing resources

Sample Benefit Areas & Value Propositions

ROI of Improved Growth through Innovation

Faster response to customer facing issues

Decrease Costs Increase Customer Satisfaction Increase Revenue

Improved effectiveness of intra- and inter-company communications

Decrease Costs Increase Employee Satisfaction

Greater hit rate / faster time to value on new product or service innovations

Increase Revenue

Improved product sales from leveraging the input and user generated discussion in online communities

Increase Revenue Increase Customer Loyalty Increase Customer Switching

Costs


Innovation


Innovation

Benefits / ROI Examples

An equipment manufacturer’s Level 1 Customer Support representatives solve customers’ product issues faster by having access to product content and expertise which was bookmarked and tagged by Product Engineers and Level 3 SMEs

A company’s global field sales force has easy, instant access to the latest product information and market research through subscribing to the bookmarks of key SMEs in Product Development and Research located at HQ

A telecommunications company increases its revenues by being able to run more product trials and gather more product design feedback online from their business partners and customers via communities, blogs, and forums

An online retailer increases its customer insight and product sales from fostering online product and lifestyle discussions with customer communities using its products

ROI of Faster Task Execution

Faster access to current information about people, job roles, expertise

Decrease Costs Increase Employee Utilization

Faster execution by taking tasks ‘out of the inbox’ using Activities

Decrease Costs Decrease Cycle Time for Tasks Reduce Risk

Faster creation and communication of critical adhoc research by company analysts

Decrease Costs Decrease Time to Communicate Increased Revenue Reduced Risk




A global manufacturer decreases the time required to bring together cross geography engineering and product management teams by having greater visibility to employees job roles, expertise and skills regardless their location

A federal government agency reduces the time and cost required to collaborate across multiple government agencies in critical national emergencies by using Activities to coordinate responses and improve communications

A financial services firm increases access to critical research from financial analysts by using communities, social bookmarking, and activities to share immediate market insights and work together on creating new research analysis reports more quickly

ROI of Improved Efficiency

Reduce recruiting costs for expertise already in the company

Decrease Costs Faster Project Delivery Increase Employee Utilization

Reduce rework on overlapping projects

Decrease Costs Reduce Risk Increase Project Quality

Improved performance via use of an integrated set of tools versus disparate internet web applications

Reduce Risk Increase User Participation

Avoid duplicated IT infrastructure to support siloed collaboration technologies

Decrease Costs Reduce Time to Rollout New

Capabilities

Improved EfficiencyImproved Efficiency


A defense contractor decreases the cost of recruiting specialized engineers externally by finding existing employees by searching within enterprise-wide communities of interest and online employee skills profiles

A technology company reduces duplicate projects by encouraging online discussion within blogs and communities that helps surface similar or complementary projects across multiple departments or geographic locations

A manufacturer reduces the time and risk of rolling out a pre-packaged suite web2.0 tools and avoiding custom building, integrating with security, and rolling out disparate ‘1-off’ tools for point functionality

A global automobile manufacturer reduces the cost of maintaining a custom-written employee directory application while also decreasing the time to roll out new important capabilities to users such as social bookmarking

ROI of Increased Empowerment of Key

Resources

Greater leverage of key experts across the organization

Increase Revenue Decrease Response Time to

Customer Issues Increase Employee Satisfaction

Improve recruitment and retention of younger “net generation’ employees

Improve Employee Recruitment Improve Employee Retention

Faster development of high performing human resources

Improve Employee Mentoring Improve Employee Retention Reduced Project Risk

Empowerment of Key

Resources

Empowerment of Key

Resources


A global systems integration firm encourages key experts (across executive, management, and front line roles) to blog and participate in communities of interest to share their experiences and increase the leverage of that expertise by less experienced consultants and technical specialists

A software company increases their ability to recruit net generation employees in the highly competitive market for software development talent by providing an innovative web2.0 environment for new employees to use for communication and collaboration

A global banking firm increases the quality and depth of their industry/geography/product based financial analysts by connecting online their senior and junior resources globally around key topic areas, market opportunities, or customer situations

ProductSpecialist

“Friend”

Customer

Sales person knows limited number of people at company

Leads are put into CRM system (eg, Siebel)

Customer may ask friends Very one-to-one relationship and

interaction

Sales

“Known”Colleagues

Current State Future State enabled Embedded Collaboration

Expertise, instant messaging, document retrieval integrated into CRM system (list of experts and related documents shown when done entering lead)

Sales person can simply click to reach expert Collaboration enabled with customer Company sponsors “product-related” community to foster

consumer-to-consumer interaction on “products”

ProductExperts

“Friend”

Customer Sales

SpecificSales Experts

Expertise

Engine

CRM with “Expert Links”

RewardsFor assisting

saleSponsored

ExternalCommunity

Customers deployments

• Banking, Government, Electronics, Business Services, Retail, Education, Insurance, and more

• Across all geographies including 15+ different countries• Sales, customer support, marketing, human resources,

etc… • Broad and thin

• One or more social software service deployed across the enterprise

• Link it to a common business task or problem• Narrow and deep

• Selected LoB for all Connection services• Create ambassadors to drive adoption for other groups

Business Challenge –Deutsche Bank Asset Management (DeAM) was looking for a new desktop platform to create what it envisioned as an “knowledge worker cockpit," an environment that would aggregate data from a variety of sources to facilitate instant teaming.

Business Value – The DeAM organization was no able to dynamically build new connections between people, sharing information and the tasks they are executing. DeAM helped its skilled workforce greatly improve productivity using activities to enable the client to respond to customer needs more timely.

http://www-01.ibm.com/software/success/cssdb.nsf/CS/LWRT-77EG3K?OpenDocument&Site=wp&cty=en_us

Business Challenge – Intuit was looking to replace its static corporate directory. Moreover, it wanted to offer its employees social networking tools to provide them with better access to company expertise and information to accelerate innovation

Business Value – Intuit now provided employees with better access to company information and expertise. By empowering their employees to better know and understand co-workers through their profile pages, bookmarks, blogs and communities to which they subscribe. In addition, they have the ability to centralize blogging and build communities relative to specific topics of interest.

Business Challenge – In an attempt to move into the expanding world of business social networking, The Bank of New York Mellon sought a way to allow employees to link up and share ideas, from professional concerns to personal interests.

Business Value – By giving employees a forum through which they can talk, share interests or collaborate on business projects, BNYM benefits that flow the blending of information and interests of the technical employee pool, which formed from the previous merger of the two banking companies. Not only will the employees be able to increase collaboration on integration, they will also forge stronger communal ties.

Business Challenge – The company invented an enterprise-wide portal called 'GATE2' to use the employees knowledge base in an efficient manner. Because it is necessary for Rheinmetall employees to work in flexible and process oriented teams in decentralized departments, the company is constantly looking for new technologies, tools and services to improve synchronous and asynchronous communication and collaboration.

Business Value – GATE2 virtual working solutions support Web conferencing, wiki, blogs, chat, team calendars, forums, white pages and activity management tools. The ability to tag is particularly valuable as it enables employees to find needed information more quickly. Rheinmetall now has 100% team transparency and employees have the ability to search for knowledge and experts all over the company.

Business Challenge – The Film Foundation created a project called the Story of Movies. Because the contractors reside across the United States, project participants had been relying on e-mail communication to share documents and remain up-to-date regarding the project's progress. To improve collaboration among its dispersed project staff, the Film Foundation wanted to deploy a solution that would simplify document sharing and project management.

Business Value – By replacing its e-mail-based document-sharing process with the Lotus Connections solution, the Film Foundation improved the sense of community and communication among its project's mission-critical contractors and education experts. Now, the curriculum-development process is more streamlined, and it takes less time to create curriculum documents and materials. http://www-01.ibm.com/software/success/cssdb.nsf/CS/LWRT-77EFVF?OpenDocument&Site=wp&cty=en_us

Business Challenge – To thrive in the highly competitive market for outdoor adventure gear, Moosejaw Mountaineering needed to create an experience that would engage a customer community whose appetite for extreme sports is matched by a hunger for communication and collaboration.

Business Value – Moosejaw’s approach to multi-channel, social commerce was to implement a new solution from the to create a seamless, interactive, community shopping experience across every sales channel. Moosejaw is adding social commerce features like product level blogging, public facing customer profiles with photos, videos, adventure stories and gear lists for upcoming trips. Customers can interact with Moosejaw staff and with other customers on the Moosejaw Web site and then connect those threads on their mobile phones and when they come into the Moosejaw retail stores.

http://www-01.ibm.com/software/success/cssdb.nsf/CS/LMCM-7EEUDA?OpenDocument&Site=wp&cty=en_us

Business Challenge – PLI saw a compelling need for the legal profession to have a trustworthy place online to learn together, gain and share knowledge, and network with one another.

Business Value – PLI XChange delivers an online experience of wealth of practice-specific content, career-enhancing information plus insightful legal analysis from leading experts. Participants can use PLI XChange to meet other lawyers in the PLI community, including some of the leading practitioners in their fields, ask and answer questions, showcase their expertise among colleagues and clients, and prepare for and follow up on any of PLI's leading seminars. Added benefits of PLI XChange include free access to a wealth of problem-solving and career-enhancing information, plus insightful legal analysis from experts.

http://www.forbes.com/prnewswire/feeds/prnewswire/2008/10/30/prnewswire200810300900PR_NEWS_USPR_____DC42200.html

Business Challenge – A&P manages dozens of construction sites that require access to the most current plans, construction codes, special forms and manuals. The company needed an effective, timely and secure data collaboration solution that would allow it to quickly communicate with active construction sites and easily access necessary data.

Business Value – Utilizing IBM Lotus Connections, IBM Lotus Quickr and IBM Lotus Sametime software, A&P was able to improve data distribution and data exchange processes between construction sites and main offices, improve security for data access, improve user interface and site navigation experience, and reduce call-in support needed due to improved instant messaging capabilities and increased data access.

Business Challenge – Kennisportal.com's business goal was to increase its number of Web site visitors from 50,000 per month to 150,000 per month by 2010. Based on this ambitious business goal, the company had a strong need for innovative social software functionality.

Business Value –There are options to join knowledge communities and to track and subscribe to "thought leaders" on a specific subject by subscribing to blogs or bookmarks. It is also easier for visitors to get to know others that are interested and working on projects in the same knowledge areas and share ideas and thoughts with them. In short, there are more quality people and there is more time spent on the site, so there is more potential awareness, increased mindshare and more potential leads to business.

Business Challenge – Saxion sought to create an environment through which students could learn based on their own preferences and in the context of their location, time and objectives. Saxion realized that informal and social ways of learning could be a valuable addition to traditional forms of classical education, enabling knowledge to flow more freely.

Business Value – Lotus Connections software to support students' efforts to locate experts via profiles and social bookmarks. The client will form communities around knowledge subjects and provide students a podium for their thoughts, ideas and discussions using blogs. The Activities feature of the software is currently being used to coordinate working groups. With the solution from IBM, the client increased student satisfaction and retention levels.

Business Challenge – For the FAA Disaster Response team, the ability to track information and maintain and share accurate records during a disaster is critical.

Business Value – With Lotus Connections, the Disaster Response team will be able to share and save electronic forms, Lotus Sametime chat transcripts, voice mail messages and other electronic files into related activities. The activities can be accessed by team members located throughout the U.S. to help resolve challenges on the ground and ensure accurate records are maintained for post-disaster reporting to Congress. Lotus Connections will help save valuable time on post-disaster reporting and is expected to be a key tool used by the Disaster Response teams during this hurricane seasons. http://www-03.ibm.com/press/us/en/pressrelease/21749.wss

Business Challenge – The business requires accelerated growth and constantly improving service. R&D is what provides value to Imerys' customers and therefore the company is seeking a way to connect R&D more effectively to all of these disparate lines of business.

Business Value – Imerys rolled out IBM Lotus Connections to their Environmental Health and Safety (EHS) division. EHS uses Activities to respond to audits and incidents, enforcement and training. The department also uses Activities to track site visits, view to do lists, presentations, reports and even add pictures from their one week audit. Lotus Connections uses them to track and update the audit so the next person has easy access to all of the background information.

http://imerys.acrobat.com/optimus

How do you get started

• Our recommendation is that you should not deploy social networking to your enterprise without at least one of the following:• Business Value Assessment (BVA)• Proof of Concept (PoC)• Pilot

• For a PoC or Pilot, your options are hosted, SAAS and on-premise

• Our Recommendation: hosted POC

The BVA Engagement process is made up of three main steps,

Preparation, Workshop and Final Deliverable

Business Value Analysis and Presentation

BVA Modules & Engagement Flow

Business Portal Value Analysis•Value alignment consensus•Customized DayLife Demo

•High level technical implementation roadmap

•ROI analysis•Business portal design & deploy next

steps

•Interviews•3-5 functional interviews•1 hr eachTelecon or face2face

Discovery Research /

Preparation

•2hr ExecutiveOnsite Presentation

“How will it impact our current IT

environment”

“How can we financially justify our

portal project”

“What might the portal

experience be for us”

“What high value process improvements can we target”

“What should we do with a

business portal?”

Portal Architecture Assessment

ROICase

Day in the Life Demonstration

Process Modeling

Business Value

Alignment

•Client discovery and research…a must do•Workshop modules can be standalone or combined•Plan on 1-day module workshops + 1-week analysis

•Architecture Assessment 3-day workshop + 1-week analysis

The Lotus Connections PoC process is made up of three main steps, Preparation, Workshops and Final

Deliverable

Connections PoC Engagement Flow

Lotus Connections PoC Analysis

and Presentation

Discovery Research /

Preparation

Metrics Gathering and

Feedback Workshop

Business Requirements

Workshop

PoC User Adoption Workshop

Technical Requirements

Gathering Workshop

Connections PoC

Installation

•Interviews•3-5 functional interviews•1 hr eachTelecon or face2face

•2hr ExecutiveOnsite Presentation

•Audience: Technical Staff and Pilot Participants•Measurements of success• 3 hour session

•Audience: Management and Executives•Internal and External deployment•Policies•Governance•Mid-point in the pilot•Two ½ days afternoon and morning

•Audience: Pilot Participants•3 hour session•Education session

•Audience: Technical Staff•OS•Tiers•DB•Configuration•etc.•Telecon or face2face

Hosted PoC• Our hosting partner is Thought Leaders• Hosting options starting at $5K

• Hosted Connections for up to 90 days• Up to 200 users• Includes basic branding• Custom Login page• LDAP integration (on case by case basis)• Pilot to Production data migration

(additional fee)• Can also provide integration with

SharePoint and other 3rd party applications.

• Customized widgets, intranet and/or extranet hosting

• On Internap Data Center (55 Data Centers WW)

Questions?

David Stephens

Email: [email protected]: dvdstphnsGoogle Profile: dvdwstphnsFacebook Profile: http://www.facebook.com/dvdstphns LinkedIn Profile: http://www.linkedin.com/in/dvdstphns

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Getting Started with Enterprise Social Networking

Documents

Transcript of Getting Started with Enterprise Social Networking