Why and how? 2.0 tools in the working environment
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Working withWEB 2.0 tools
Why? How?
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Communication technologies
change society in waves
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Innovations like these have
helped to democratizise
access to information.
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.
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Since information is power,
such innovations are often met
with scepticism and fear.
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But we must try to overcome
our scepticism and fears by
learning to see the value these
innovations bring.
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We Must Learn To Look Beyond Obvious
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RSS feeds
& readers
Social
Bookmarking
Sharing
websites Instant
Messaging
Wikis
Social Networks
Micro-blogging
Blogs
We Must Learn To See The Tools
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Share information
and experiences
with others
Consume relevant
information from
sources you trust
Share any
Information you
find with others
Share photos
with others
Communicate
spontaneously
and direct with
others
Contribute to
and use
collective
intelligence
Find and connect
with other people
Communicate
quick and informally
with others
We Must See The Needs They Adress
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As individuals, many of us
are already using these
tools to enrich and simplify
our (social) lives.
At work the mantra is“Communication. Communication.
Communication.”
The world is now flat.organization
Today, project teams use amazing web tools
anywhere in the world.to work together from
It’s a whole new paradigm.
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Our question today:
How can an organization
improve collaboration with
these simple and social tools?
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If HP knew what HP knows, we
would be three times as profitable.
Lew PlattFormer CEO of Hewlett-Packard
“”
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1.0
E-mailStatic WebsitesDiscussion forumsInstant MessagingChat Rooms
One-way & broad 2.0
BlogsWikisRSS MashupsPod- & webcastsSocial NetworksSocial BookmarkingFolksonomies
Simple & social
Dynamic WebsitesPortalsCommunitiesAgentsVIdeo ConferencingWeb servicesCollaborative filteringVOIP
Dynamic & interactive1.X
How the Web Has Evolved
Based on AIIM (2008) – Enterprise 2.0: Agile, Emergent & Integrated
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Mostly Read-Only Widly Read-Write
250 000 sites 80 000 000 sites
Collective
Intelligence
1996 2006
45 million users worldwide 1+ billion users worldwide
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All business are media businesses,
because whatever else they do, all
businesses rely on the managing of
information for two audiences -
employees and the world.
Clay Shirky“Here Comes Everybody: The Power of Organizing
Without Organizations”
“
”
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The Collaboration Challenge
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What Do We Mean With Collaboration?
Goal
Communication Interaction Collaboration
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Co
mm
un
ica
tio
n-
Ce
ntr
icOne-to-One One-to-Many Many-to-Many
Co
nte
nt-
Ce
ntr
ic
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E-mail is Being Mis/Overused
● Overuse and inappropriate use
● No structure or control
● Lock-in of key information
● Key information leaves
organization
● Information overload
● Enormous volumes of content
Many-to-Many
Co
nte
nt-
Ce
ntr
ic
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Workflow Systems Don’t Fit All Tasks or Users
● Does not fit user's workstyles
● Not supporting knowledge work
● Over-focus on approval
● Usually complex and requires
education
● Licenses not available for all
Many-to-Many
Co
nte
nt-
Ce
ntr
ic
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Portals Are Not Personal
● Mainly one-way communication
● Everyone cannot contribute
● Role needs <> individual needs
● One “truth” how to organize
information
● Tools and content in focus, not
people
One-to-Many
Co
nte
nt-
Ce
ntr
ic
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Key Ingredients for
Successful Collaboration
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Collaborative Culture
Consensus-driven
Informal
Fear of making mistakes Trial-and-error
Command-and-control
Formal
Hero-culture Mentoring-culture
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Easy to usePeople are
visible
Universally
accessible Informal &
spontaneous
Fits
Different
needs
Encourages
contribution
Fits my
work-style
Truly Collaborative Tools
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Collaborative Awareness
Me 1.0 Me 2.0
I interact with
others when I
have the time
I only use
I occationally
update myself
I interact with
others regularly
and self-initiated
I use
multiple
tools
I have
ambient
awareness
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What About
Knowledge Management?
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The “Rules” of Business Are Changing
Knowledge-based
Structure-based
The basis of the
operation is the
structure of the
activities.
The basis of the
operation is the
knowledge of
individuals.
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The Knowledge Management Problem
●Knowledge is often stored in private
notebooks and in peoples heads
(tacit knowledge)
●Knowledge is typically exchanged
ad hoc and informally person-to-
person
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The Problem with Knowledge Management version 1.0
●Really not about people
●Knowledge treated as
a separate "thing"
●Knowledge management
seen as a separate act
●No return on contributions
●Does not blend with human
nature
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●Simple and social tools enable a convenient and user-driven way to
capture tacit knowledge and build collective intelligence
●Blogs and wikis are the 21st Century‟s notebooks and social networks are
the water coolers
What Web 2.0 Brings to Knowledge Management
BlogsWikis
Social Network
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PART IITools, Technologies
and their uses
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Enterprise 2.0 is the use of emergent
social software platforms within
companies, or between companies
and their partners or customers.
Andrew McAfeeAssociate Professor, Harward Business School
“
”
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How Web 2.0 is Penetrating the Enterprise
Wikis
RSS
Blogs 45%
43%
35%
IDC, “Quick Look Survey”, February 2007
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How Enterprises Are Using Web 2.0
The McKinsey Quarterly, ”How Businesses are using Web 2.0”, June 2007
Interfacing with
partners &
suppliers
Interfacing
with customers
Internal
collaboration 75%
70%
51%
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Being dismissive of blogs and wikis
because of how they are most of-ten
used, and talked about, today is a
mistake. What is important is how
they could be used.
The Gilbane Report Vol 12 no 10, 2005
"Blogs & Wikis: Technologies for Enterprise Applications?"
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Team
OfficeBusiness
Unit
Project
Enterprise
Community
of Practice
FriendsCommunity
of Interest
We Need Many Different Spaces for Collaboration
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Key Tools & Technologies
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ENTERPRISE WIKIS
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Collective Editing Made Easy
Get notified
Discuss
View history
Structure by linking
Edit without
approval
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WIKI
PAGE
How to Edit a Wiki
1. Check if subject exists
2. Exists = continue to next step
Does not exist = create a new
page
3. Edit the page
4. Save Previous versions
Edit
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Why Enterprise Wikis?
●Captures business information that otherwise would float around in
emails
●Easy to access and find information as the wiki is web-based and
provides search
●Easy and fast to edit thanks to simple interface and flexible format
●Easy to fix mistakes thanks to versioning and audit trail of unstructured
content
Anyone can contribute!
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Examples of Enterprise Uses
●Knowledge bases with corporate “how-to‟s”, information for new
employees, practical information
●Requirements management for capturing, negotiating and agreeing on
requirements
●Capturing "intelligence" such as competitor and industry activities and
consumer trends
●R&D quickly capture bookmarks and commentary on topics. write up
research proposals, notes, and experiments
●Corporate glossaries such as product terminology
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The decision to embrace wikis is part
of a changing ethic at the department,
from a „need to know culture‟ to a
„need to share culture‟.
Eric M. JohnsonOffice of eDiplomacy, US State Department
“
”
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ENTERPRISE SOCIAL NETWORKS
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What is Social Networking?
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The social network put all that we
were doing into context.
Richard DennisonIntranet and channel strategy manager at BT
“ ”
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Why Enterprise Social Networks?
●A shared social space for people who are apart in time and/or space
●Easy to find people to connect, communicate with and get to know them
●Rapid distribution of relevant and informal information person-to-network
●Build relationships across boundaries (organizational, geographic…)
●Provides a context for knowledge exchange
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Social Networks Enable More and Broader Interaction
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Key Features – Examples
Find & connect with peopleDescribe who you are in a profile
Share contentTag your own and other people‟s content
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Key Features – Examples
See network activities Participate in groups
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Visits & Views Downloads
Favourites
Tags
Social
Bookmarks
Editorial Selection
Embeds
Links
User Activities Brings Valuable Content to the Surface
Shares
Comments
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The Long Tail of Content Use
Usage rate
Total amount of content
1-5% above ”the water line”
Still findable and accessible,
but filtered out
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Social Tools Encouraging Disruptive Thinking at BT
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Collaboration in Practice
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Case Study: Team Collaboration
• Share ideas, opinions, experiences, news
• Distribute agendas and meeting minutesBlog
• Information to iroduce new coworkers
• Keep history of sales activities
• Use as knowledge baseWiki
• Collaborate on document deliverables
• Share presentations, documents, articles
• Store templates, resources, reference cases File Share
• Quick questions and statuscheckups
• Real-time conversations 1-to-1 or M-to-MIM
• Internal virtual meetings
• External virtual meetings
Web Conferencing
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PART IIIApproaching Web 2.0 at Work
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Reactive• Collaboration
choked or cut down
Managed• Collaboration
allowed to grow
Proactive• Collaboration
nurtured and cultivated
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Realize that Enterprise Web 2.0 is
unavoidable. Begin planning how to
deploy effective Web 2.0 capabilities
for maximum business value.
Anthony BradleyGartner
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”