Social Media – Ignore or embrace?

Rick Mans - Social Media Evangelist

Andre Peschar

misschien kan deze tekst wat ingekort worden? Met name alinea's 1,2 4,5 zijn volgens mij van belang. Veel tekst leidt normaal gesproken snel af.

The World Wide Web has evolved from content oriented to interaction oriented over the past few years

Features

The Web as a Platform– Nowadays in the second

phase it can be used as a common development medium

Modularity and Open Source provides the basis for continuous improvement

Widespread participation through ease of use: people creating the content

Fast, interactive, and personalized

Network-based and community-centric

The Web guided by Common Sense– In a future phase it could

connect databases and thereby make intelligent choices for the user

Going from a Web of connected documents to a Web of connected data

Less of a catalog and more of a guide

Taking advantage of increasingly powerful computers that can quickly and completely scour the Web

Web 1.0Content oriented

Web 2.0Interaction

oriented

Web 3.0Intelligence

oriented

The Web as a series of Static pages– The World Wide Web start-up

phase focused on building the Web and making it accessible

Setup of protocols, standards and languages

Creation of Web sites, Web browsers and key portals by organizations

Internet access through Internet Service Providers

Feat

ures

Time

Features

Features

The Internet and its attendant array of consumer devices, networks and content sources have fundamentally changed how customers, employees and partners expect to interact with the enterprise (Gartner CIO survey 2008/2009).

HIRE SMARTER

Ernst & Young can reach out to more than 35000 potential new hires and recruiters on Facebook within minutes.

Don't rule someone out just because they once posted a drunken picture; you'll quickly rule out most hires under age 30. Look for patterns of good or bad judgment; an upbeat or a complaining personality; writing style and issue knowledge; and most crucially, positive or negative comments from other people who talk about them.

http://www.sxc.hu/photo/557070

WORK IS THE PLACE WHERE I USE OLD TECHNOLOGY

Perception

4 MYTHS ABOUT BLOCKING

The world always changes

MANAGERS WERE AFRAID EXCEL WAS TO STIMULATE WORKERS TO MAKE SPORTS- OR GROCERY LISTS DURING WORK HOURS

Social tools a disruptive technology?

The 4 myths

• Blocking will increase the productivity of the employee• We will save a lot of money since our employees are wasting the

bandwidth• No issues with downloaded inappropriate content / malware• Our reputation is at risk if our employees are online.

YOU ONLY BLOCK INTERNET ACCESS WHEN YOU ARE AFRAID TO TALK WITH YOUR EMPLOYEES ABOUT THEIR BEHAVIOR. PREVENTING BEHAVIOR DOES NOT SOLVE YOUR PROBLEMS, IT WILL PREVENT THEM JUST FOR A SHORT PERIOD OF TIME.

THE VALUE OF SOCIAL MEDIAROI?

Extending the social network to include ex-employees and suppliers can provide a high quality pool for recruitment

Derived BenefitsDerived Benefits

Tangible – Improved Planning and Collaboration Through Reduction in Number of Silos and Involvement of External Parties Those not directly involved in the design process can prepare in

advance for the impact of a product because they can see what is coming in the pipeline in advance and the business thinks less in silos

Increased involvement of external stakeholders and parties improves the quality of design

Intangible – Improved Supplier Loyalty The external collaborators feel more a partner than supplier and this

will make working with Playstation more attractive

Tangible – Improved Planning and Collaboration Through Reduction in Number of Silos and Involvement of External Parties Those not directly involved in the design process can prepare in

advance for the impact of a product because they can see what is coming in the pipeline in advance and the business thinks less in silos

Increased involvement of external stakeholders and parties improves the quality of design

Intangible – Improved Supplier Loyalty The external collaborators feel more a partner than supplier and this

will make working with Playstation more attractive

CompanyCompany

Playstation is a subsidiary of Sony and are a manufacturer of both portable and home games consoles

They also control a series of gaming software houses

Playstation is a subsidiary of Sony and are a manufacturer of both portable and home games consoles

They also control a series of gaming software houses

Web 2.0 InitiativeWeb 2.0 Initiative

Internal Wikis Wikis are widely used within Playstation They were set up to help executives

keep in touch with other employees In addition, the wikis aimed to ensure

that everyone in the organisation is better informed about new products were being developed and how this development was progressing

External partners, such as video editors, technical writers and musicians were encouraged to use the blog

Internal Wikis Wikis are widely used within Playstation They were set up to help executives

keep in touch with other employees In addition, the wikis aimed to ensure

that everyone in the organisation is better informed about new products were being developed and how this development was progressing

External partners, such as video editors, technical writers and musicians were encouraged to use the blog

Derived BenefitsDerived Benefits

Tangible – Easier and Cheaper Recruitment Through Alumni Networks and External Networks Bringing Competitor Knowledge into Company 10,000 former and current employees signed up on the site 14% of the company’s new hires come from the alumni network saving

on expensive head-hunter fees Hiring back previous employees is less risky and they bring outside

knowledge back into the company on its competitors

Intangible – Cultural Fit of Re-Hired Employees Employees on the network are likely to fit KPMG’s culture so they are

easy to hire back

Tangible – Easier and Cheaper Recruitment Through Alumni Networks and External Networks Bringing Competitor Knowledge into Company 10,000 former and current employees signed up on the site 14% of the company’s new hires come from the alumni network saving

on expensive head-hunter fees Hiring back previous employees is less risky and they bring outside

knowledge back into the company on its competitors

Intangible – Cultural Fit of Re-Hired Employees Employees on the network are likely to fit KPMG’s culture so they are

easy to hire back

Company Company

KPMG is a global accounting and consulting firm

Their business is broadly split into Audit (accountancy), Tax and Advisory (which includes some management and investment consulting)

KPMG is a global accounting and consulting firm

Their business is broadly split into Audit (accountancy), Tax and Advisory (which includes some management and investment consulting)

Web 2.0 InitiativeWeb 2.0 Initiative

Social and Alumni Network KPMG launched an online alumni

network, which took a similar form to a social networking site in that each member had a profile

The front page listed company news, networking events and job opportunities

The site allowed old employees to stay in touch with one another and those still in the company

Social and Alumni Network KPMG launched an online alumni

network, which took a similar form to a social networking site in that each member had a profile

The front page listed company news, networking events and job opportunities

The site allowed old employees to stay in touch with one another and those still in the company

Collaboration on projects can be highly beneficial to companies, even if this collaboration is informal

Derived BenefitsDerived Benefits

Tangible – Reduction in Email Traffic Freeing Up Time, Improved Collaboration on Projects all at Low Cost The number of entries in the blogs and wikis are a clear indication that

people are collaborating on this infrastructure and using less email as a result so others do not waste time deleting unwanted emails

The governing body take on responsibility in addition to their main roles so no additional staff are required to run and govern this infrastructure

Intangible – Improved Employee Satisfaction Employees enjoy the responsibility and profile of being on the

governing board and contributing the blogs and wikis being read by their colleagues

Tangible – Reduction in Email Traffic Freeing Up Time, Improved Collaboration on Projects all at Low Cost The number of entries in the blogs and wikis are a clear indication that

people are collaborating on this infrastructure and using less email as a result so others do not waste time deleting unwanted emails

The governing body take on responsibility in addition to their main roles so no additional staff are required to run and govern this infrastructure

Intangible – Improved Employee Satisfaction Employees enjoy the responsibility and profile of being on the

governing board and contributing the blogs and wikis being read by their colleagues

Company Company

Motorola are a global telecommunications firm specialising in mobile communication technologies and consumer devices such as mobile phones

Motorola are a global telecommunications firm specialising in mobile communication technologies and consumer devices such as mobile phones

Web 2.0 InitiativeWeb 2.0 Initiative

Wikis, Blogs and Collaboration Motorola created an entire

collaboration infrastructure There are more than 2,600 active blogs There are 3,200 wikis online Platform managed by 250 part-time

volunteers, split by their responsibility for different subject areas

Members of the governing group meet on a bi-weekly basis to provide oversight and direction to the tools

Traffic has been diverted from traditional email to these systems

Wikis, Blogs and Collaboration Motorola created an entire

collaboration infrastructure There are more than 2,600 active blogs There are 3,200 wikis online Platform managed by 250 part-time

volunteers, split by their responsibility for different subject areas

Members of the governing group meet on a bi-weekly basis to provide oversight and direction to the tools

Traffic has been diverted from traditional email to these systems

Derived BenefitsDerived Benefits

Tangible – Faster Product Development and Less Duplication of Work 600,000 specifications are linked globally with 8,000 employees using

the wiki system P&G found 1,000 dyes or colorants globally, with dozens for blue

alone. Consolidating these to a standard palette globally saved money. A similar story was found in adhesives used across the company

The ability of other researchers to keep abreast of others’ work speeds product development as they can collaborate more or use one another's ideas in their own work

Tangible – Faster Product Development and Less Duplication of Work 600,000 specifications are linked globally with 8,000 employees using

the wiki system P&G found 1,000 dyes or colorants globally, with dozens for blue

alone. Consolidating these to a standard palette globally saved money. A similar story was found in adhesives used across the company

The ability of other researchers to keep abreast of others’ work speeds product development as they can collaborate more or use one another's ideas in their own work

CompanyCompany

Proctor and Gamble are a diverse global consumer products firm

Products ranging from dusters to toothpaste

Proctor and Gamble are a diverse global consumer products firm

Products ranging from dusters to toothpaste

Web 2.0 InitiativeWeb 2.0 Initiative

Wiki P&G set out to improve the productivity

of its R&D process The aim was to decrease the

perfectionist and siloed mentality of its researchers and involve more outsiders

This was achieved through the use of Product Lifecycle Management software which took researchers’ reports and put them into an online wiki for access by all

Wiki P&G set out to improve the productivity

of its R&D process The aim was to decrease the

perfectionist and siloed mentality of its researchers and involve more outsiders

This was achieved through the use of Product Lifecycle Management software which took researchers’ reports and put them into an online wiki for access by all

Opening your organisation’s innovation responsibility to all (including your customers) can provide a wealth of new ideas

Derived BenefitsDerived Benefits

Tangible – Low Costs of Running Business Operations Few staff are needed to run eBay as the content is generated by users In the eBay community customers also generate new ideas and guides

to help other users reducing the pressure on eBay to hire staff to do this

Intangible – Improved Idea Generation Content of blogs constantly gives eBay new ideas to draw on, whether

these ideas come from customers or actual paid staff it does not matter

Tangible – Low Costs of Running Business Operations Few staff are needed to run eBay as the content is generated by users In the eBay community customers also generate new ideas and guides

to help other users reducing the pressure on eBay to hire staff to do this

Intangible – Improved Idea Generation Content of blogs constantly gives eBay new ideas to draw on, whether

these ideas come from customers or actual paid staff it does not matter

Company Company

eBay are the world’s largest online auction site

eBay are the world’s largest online auction site

Web 2.0 InitiativeWeb 2.0 Initiative

Wikis, Blogs, Discussion boards, Chat Rooms, Mobile

There is little distinction between the company and its customers

In June 2006, eBay added an “eBay community” to the website which included wikis and blogs creating discussion boards, group, answer centres, chat rooms, reviews and how to guides

EBay also has a robust mobile offering including SMS alerts, WAP site and J2ME clients available for some markets

Wikis, Blogs, Discussion boards, Chat Rooms, Mobile

There is little distinction between the company and its customers

In June 2006, eBay added an “eBay community” to the website which included wikis and blogs creating discussion boards, group, answer centres, chat rooms, reviews and how to guides

EBay also has a robust mobile offering including SMS alerts, WAP site and J2ME clients available for some markets

Derived BenefitsDerived Benefits

Tangible – Improved Information Quality Despite the unpopularity of the open peer review system with more

senior staff, Intel noticed that it was “shaking things up” and quality of content and thinking on Intelpedia improved due to the peer reviewing taking place of submitted articles

Intangible – Employee Satisfaction and Loyalty The system could motivate more junior staff who see their ideas and

thinking incorporated in Intel’s knowledge base Job satisfaction from seeing article on Intelpedia to which you

contributed

Tangible – Improved Information Quality Despite the unpopularity of the open peer review system with more

senior staff, Intel noticed that it was “shaking things up” and quality of content and thinking on Intelpedia improved due to the peer reviewing taking place of submitted articles

Intangible – Employee Satisfaction and Loyalty The system could motivate more junior staff who see their ideas and

thinking incorporated in Intel’s knowledge base Job satisfaction from seeing article on Intelpedia to which you

contributed

CompanyCompany

Intel are the world’s largest computer chip manufacturer

Their chips can be found in anything from desktop PC’s to laptops to mobile phones to networking products

Intel are the world’s largest computer chip manufacturer

Their chips can be found in anything from desktop PC’s to laptops to mobile phones to networking products

Web 2.0 InitiativeWeb 2.0 Initiative

Wiki In 2005, Intel launched Intelpedia which

was an internal Wiki site to which any employee can contribute

The peer reviewing nature of a wikipedia meant that some employee feathers were ruffled, as they didn’t like their entries being edited by their peers – especially those more junior

Within a year Intelpedia had amassed 5,000 of content and generated 13.5m page views

Wiki In 2005, Intel launched Intelpedia which

was an internal Wiki site to which any employee can contribute

The peer reviewing nature of a wikipedia meant that some employee feathers were ruffled, as they didn’t like their entries being edited by their peers – especially those more junior

Within a year Intelpedia had amassed 5,000 of content and generated 13.5m page views

At the end of 2009

13,339 content pages13,874 files uploaded. 38,934,813 page views

240,383 page edits.6.77 average edits per page

161.97 views per edit.

30,928 registered users

Maturity Levels in the use of Yammer

• If the network is full of listeners, no value will be created

• If the network is full of contributors a huge potential value is created

The full value of Yammer is realised only if the majority of the users are truly contributing to its content.

Incr

ease

d m

atur

ity

Value formula•Use Yammer for content creation•Contributing value in others content creation

ContributingLevel 5

•Share from own experience/telling their own story•Intiate and drive the conversation

SharingLevel 4

•Participate in conversationsof interest by commenting on others experience`/information•Do not initate or drive conversation

ParticipatingLevel 3

•Answer the ”social phone”RespondingLevel 2

•Listen in on conversationsListening Level 1

Yammer is an add-on to other existing tools for knowledge sharing

IntranetInternet Internal document strucureE-mail

Sources of information

• We will continue to use existing tools for knowledge sharing and information gathering

• Yammer is brilliant for reaching out and sharing information with colleagues outside your daily network

• Use Yammer as a search tool: Links posted on Yammer will guide you to other sources of information

CG Yammer stats

24

Day One 8am starting a brand new sales job,

needing to get up to speed fast

Eager to find out more about the

new product, the marketplace, and

who the key people are to

know

Updates profile tags with new product name

and other focus areas

Clicks on “connections” to see who else has

tagged themselves with

that subject

“Evangelist”…sounds promising

Reviews the list of people with the

“connections” tag

“Product Designer”…maybe, but might be too ‘techie’

“Director”…why not start at the top?

Clicks on Ronnie to learn more

Simple Use Case

25

Simple Use Case

Looks like this is the right person to

get started with

Could call direct right now or instant

message, but… don’t really have

that much to say to her yet

Decide to research using some of

Ronnie’s online resources linked off

her Profile

Can easily pivot across Ronnie’s:

•Communities,•Blogs•Bookmarks (e.g. ‘dogeared’ pages)

•Activities •all from her Profiles page

Decide to check out her bookmarks in Dogear first

26

Simple Use Case

Can immediately see a wealth of relevant information that Ronnie has bookmarked

Clicks through some articles to understand more about what she thinks is important

Decides to Subscribe to Ronnie’s bookmarks in order to stay up to date with what she’s reading

From now on, will get notified via a feed when new content is added

Can also see other people who have bookmarked similar content

Makes a mental note to circle back and check out these people later

27

Simple Use Case

Returns to Ronnie’s Profile to continue looking at the 360 degree view by seeing what Communities she is a part of

Wow, there is an entire Community of people focused on Lotus Connections

Decide to join the community and get plugged in

See what the community is about, and what content people are interested in

28

Simple Use Case

Great info and you can sense the passion about her work and the core principles used is developing the product

Can now easily contact Ronnie to start talking about the value I can bring to her team from the Sales side of things

But even without contacting her, I already have the benefit of her recent research, her online discussion, and the important content from the Communities she is a part of

Can subscribe to her blog as well to get updates when she posts new entries

Finally, decide to look at Ronnie’s blog and see what her point of view is ‘in her own words’

Definitely want to know what she thinks about “team collaboration”

Clicks to read the article and comments

SOCIAL BUSINESS

Organizational design, Business transformation, Performance, conduct and behaviour management, Human resources (or workforce) analysis and the management of workforce personal data, Training & development

Rick Mans

rick.mans@capgemini.com+31 6 512 10 144

http://twitter.com/rickmanshttp://www.linkedin.com/in/rickmans