Social Media Week Sydney - Master Class Kai Riemer
10
SOCIAL NETWORKING FOR WORKPLACE INNOVATION A/PROF KAI RIEMER THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL
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This is a slide deck with selected slides from my Master Class at Social Media Week in Sydney. The deck contains the most important frameworks and links to the full report or videos that provide further background on my talk.
Transcript of Social Media Week Sydney - Master Class Kai Riemer
SOCIAL NETWORKING FOR WORKPLACE INNOVATION
A/PROF KAI RIEMER
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
Observation: Many businesses do not quite know what to do with social networking, how to manageit, how to drive adoption and what it can do for them
Yammer screen shot
Kai Riemer - ERCIS lunch time seminar - 10/7/2012, Muenster
Discussion of tool vs infrastructure view of Technology watch this short video.
Why do we frequently overlook the platform character of technologies?
Because our management methods assumea tool view of technology.
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMER
“ESN roll-out is too hard and messy”
“Procrasti-nation and
time wasting”
“Facebook in my company?
Are you serious?”
“Not sure what to use it for (benefits?)”
“Can’t measure it,
won’t do it!”
“Typical solution looking for a problem!”
“Social has no place in business”
UNCERTAINTY & MISCONCEPTIONS
Start-up Neglect Excitement Productivity
Critical mass
Engage-ment
Tota
l use
r num
ber
Mes
sage
cou
nt
All messages
Self-referentialWhat’s that? I’ve seen
better!
That’s interesting!
It’s useful, try it!
How do I cope?
Can’t do without!
What’s appropriate?
Wid
enin
g ga
p si
gnifi
esIn
crea
se in
pro
ducti
vity
.
How does it work?
Risk of failure
t
{Social Network Emergence Process - SNEP model © Riemer et al. 2012, The University of Sydney}
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMER
SNEPSOCIAL NETWORK
EMERGENCE PROCESS
Download full report from here.
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMER
DISCUSSIONS & CONVERSATIONS
PROBLEM-SOLVING
CONTEXT STATUS UPDATES
EVENT NOTIFICATIONS
PROVIDE USEFUL INPUT
TASK COORDINATION
DECISION-MAKING
MEETING COORDINATION
IDEA GENERATION
INFORMAL COMMUNICATION
CONTEXTUAL USE CASE PROFILES
ENTERPRISE
• Large Enterprise• Context building• Networking• Crowdsourcing
PROJECT
• Mid-sized teams• Context building• Coordination• Alignment
WORK GROUP
• Small teams• Main work tool• Knowledge work• Micro-coordination
< 5%
5-10%
10-20%
20-40%
> 40%
of messages
S O C I A LSocialising Organising
Crowdsourcing
Informationsharing
Awarenesscreation
Learning & Linkages
Socialpraise
Informaltalk
Workcoordination
Meetingorganisation
Problemsolving
Idea generation
Statusupdates
Eventnotifications
Discussion & Opinion
Make theconnections.Learn about
others.Build common
ground.
Inputgeneration
Documentstorage
{The S.O.C.I.A.L. Use Case Framework © Riemer & Richter 2012, The University of Sydney: http://ses.library.usyd.edu.au/handle/2123/8845}
ESN Research @ USYD Business School 8
Download full report
Deloitte AU: Knowledge-intensive work practices
ESN Research @ USYD Business School 9
Yammer as a space for…
Information-sharing
Crowdsourcing ideas
Problem-solving & locating experts
Context & Relationship building
Knowledge practices:
()
( ! )
( ? )
(@)
Providing input
Creating newknowledge
Harnessing existing knowledge
Building the social fabric
1
2
3
4
Input from external sourcesis a key ingredient of any effective knowledge work.Information sharing is thebasis for serendipity.
The user group is drawn on for ad-hoc crowdsourcingof ideas. These online brainstorming sessions allow users to express ideas freely.
Users draw on the dispersedexpertise of the user group.Problems are solved andaccess to resources and experts is facilitated.
A shared background is thebasis for all knowledge workto happen. People get to know each other and build ashared context & awareness.
© Riemer et al. (2012), The University of Sydney: full report online: http://hdl.handle.net/2123/8352
THE UNIVERSITY OF SYDNEY
BUSINESS SCHOOL
DR KAI RIEMERMANAGING THE ESN ADOPTION PROCESS
• Coaching: ‘Nudge’ people in the right direction• Mentoring: Reverse Mentoring to ‘onboard’ older employees.
• Promoting: People who take ownership of the initiative (e.g. “Yambassadors”)
• Use Case Development: Use cases need to be developed in context
• Policy-making: Simple, but crystal clear policies about what is appropriate and what not (to reduce barriers to engagement)
• Management buy-in: Legitimise ESN through management participation
• Community management: Dedicated community managers look after the social networking space
• Cultivation: “Leadership in use” by setting positive examples
Individual
Group
Organisation
Social Network
