“
The only irreplaceable capital
an organization possesses is
the knowledge and ability of
its people. The productivity of
that capital depends on how
effectively people share their
competence with those who
can use it.
Andrew Carnegie
”
Social Learning Cycle in the
Information Space,
Max Boissot
The basis of the
operation is the
structure of the
activities.
The basis of the
operation is the
knowledge of
individuals.
More complex work
environments
Your organization
Ignorance
Consumerization
of IT
Behavior
Changing
demographics
Power
You
Democratization
of media
Legacy
Until now, we have used IT
to automate people out of
the equation.
Now we need to put them
back and use IT to leverage
our collective human
capital.
Anything new?
How to collaborate?
When to contribute?
Where to find
stuff?
Who knows what?
How to share?
If we are more than 50 feet apart, we don’t
collaborate
Probability of communicating at
least once a week
0.30
0.25
0.20
0.15
0.10
0.05
0.00
0
30 60
90 ...
Tom Allen, MIT, 1977
Separation
distance in feet
Funny, I’ve got
the same idea.
I’ve got an
idea!
“The Strength of Weak Ties”, Granovetter, 1973
Didn’t know
that, great
idea!
Did you
know?
“The Strength of Weak Ties”, Granovetter, 1973
Time
E-mail
Apart
GAP!
Bulletin board
Intranet
Together
Face to face
Phone, SMS, Video
Conferencing, Web
Conferencing, IM
Together
Apart
Space
Reach
Accessibility
Usability
Immediacy
Transparency
“
Most of the barriers to group action
have collapsed…We can have groups
that operate with a birthday party's
informality and a multinational's scope.
Clay Shirky, “Here Comes Everybody: The Power of
Organizing Without Organizations”
”
… to have a social enterprise
before this decade is out
Topology
(Lifespaces)
Sociology
(Groups)
Psychology
(Needs)
Technology
(Tools)
Lewin’s Field Theory
• Behaviour is a function of the field that exists at the time
the behaviour occurs
Predictive
Practitioner $
Creative
Experimenter $
Social Media
Champion $$
avoid uncertainty, usage in one area
Clorox: Clorox Connects brainstorming
(e.g. customer service), measure results with customers and suppliers.
with established tools
Find new experts for product
development
embrace uncertainty, use small scale
EMC: EMC/ONE helping employees
tests, listening to customers (incl. social network on projects.
media), driven by small budget
Finding resources, $40m savings (est.)
Large initiatives for predictable results, Ford: Fiesta Movement campaign,
close collaboration incl. external
customer field testing 100 cars 6 mo.
parties, identify and enlist enthusiasts $5m campaign raised awareness and
generated 50k sales leads
Social Media
large-scale interactions with external
Transformer $$$ stakeholders, use the unexpected to
improve your business by analyzing
trends, large impact on the enterprise,
requires major cultural changes
Cisco: Integrated Workforce Experience,
~”Facebook wall” for the enterprise
Accelerate time to trust, ease
knowledge sharing with global teams
Evolving
Departmental
Leadership
Style
Team-Led
Culture
Receptive
Community
Building
Management
Community
Engagement
Participative
Community
Content
Mandated
Network
Analytics
Observational
Strategy
Objectives:
1. Get to at least next level through steady introduction of
core concepts and practices of more advanced
organisations
2. Start introducing company-wide initiatives and build
greater all round and more focused participation through
formative champion programs
3. Start focusing CM’s attention on building business value
Tactics:
1. Show examples of where the network has been positively
effected by good CM programs
2. Define and start building out generic champions program
3. Introduce metrics that can be used around measuring
and increasing business value
X
X
X
Opportunity
X
Applied