1 IS Social Media in (and around) the Enterprise Learning Objectives To explore how social media applications (public or private) are not just for social purposes Instead, they are regular communication tools for and in organisations Indeed, for digital natives, it is part of their DNA 2 Preamble Organisations may not like it, but their customers are talking behind their backs This is not new but what is new(er) is that this talking can be listened to very easily Social media is a great enabler of communication between customers, employees and other stakeholders 3 Listening to the Chatter! But do organisations bother to listen to what their customers are saying? Are they aware? Look at CityUs MBA programme! My guess is that you engaged in some serious social media talking before you decided to apply to CityU! I suspect that now you are in, you are still talking and the key topics cover courses, classes, professors and what/who sucks? https://www.facebook.com/CityUSecretsPage 4 5 The Dark Side of Social Media Your company produces high-end smart phones in China and sells them worldwide. Your latest model, SX88, has been an excellent seller, and is factory- guaranteed for 3 years. However, 15 minutes ago, you (the CIO) received anfrom your CMO about an on-line discussion forum that reports several breakdowns of the SX88 after as little as four months. When you search for SX88 failure on Google, you find over 1000 hits, many on social media sites. How will you work with the CMO to stop this negative publicity? 6 Steps to Leverage the Social Web Monitor Gather data, experiences, opinions Assess & Analyse - what did you learn? Strategise What to do, set as a target, achieve? Test your strategy Embed in regular processes Review continuously. Keep listening. The social web is dynamic so you must be too. 7 The Wisdom of Social Networks Seem to be a powerful tool and a way of tapping into the 'wisdom of crowds'. Are crowds that wise? How about the folly/stupidity of crowds? Social networks need to be focused and refined so that they actually do add value. One way they add value is for knowledge management Problem solving and exchange of ideas The gold rush challenge - $1M to locate gold deposits (http://www.integragold.com/s/news_releases.asp?ReportID=713115)http://www.integragold.com/s/news_releases.asp?ReportID=713115 Crowdsourcing TED Crowdsourcing what does an ox weigh?! http://blog.ted.com/2012/02/29/of-oxes-and-the- wisdom-of-crowds-lior-zoref-at-ted2012http://blog.ted.com/2012/02/29/of-oxes-and-the- wisdom-of-crowds-lior-zoref-at-ted2012 Great minds think alike, clever minds think together. 8 9 Organisational Social Media Perspectives McKinsey reports widespread interest Social media is now seen as being both strategic and near ubiquitous Moreover, where social media is used it is also seen as contributing measurable value A strong focus on networking and automation Web services, collective intelligence and peer-to- peer networking are particularly popular But there is still some fear of the giant chatting function of social media Digital Work and Digital Cultures Digital natives constitute the majority of new employees entering the marketplace However, these new employees face an organizational culture that enshrines the vested interests, habits and values of a very different type of person At best, digital immigrants At worst, digital dinosaurs! 10 Tensions Digital tensions are found across most societies. Some kind of social media is virtually ubiquitous among digital natives. Some organisations do deliberately obstruct digital work. So, how do employees cope in organizational cultures managed by digital dinosaurs? 11 Digital Natives Are digitally literate, highly connected, experiential, social, and in need of immediate gratification. They tend to be more comfortable with extensive peer-to-peer collaboration Being connected is not only part of what digital natives do it is who they are. They consider the digital world to be part of their personalities. 12 Vodanovich et al., 2010 Digital Immigrants Digital immigrants are people who were born before such technologies became widely available and thus learned how to use them in their teens or adult life (Wang et al., 2012). There are more/less enthusiastic natives and immigrants who adopt to a greater/lesser extent. Digital Dinosaurs are the avoiders who minimise contact with any digital technology. 13 Case Study in a Global Hotel Chain Interviews with 86 employees in 16 hotels over 14 months across China All ranks interviewed from GM to clerical Hotels ranged from 2-star to 5-star We asked questions about problem solving techniques, knowledge sharing, organisational culture and digital work 14 Results Chinese digital workers leverage technology to create and maintain digital relationships (guanxi) with selected others Guanxi is ubiquitous in Chinese society and involves close interpersonal relationships premised on mutual respect, reciprocity and an obligation to help one another Many of our interviewees stressed that without guanxi, they could not accomplish their work since the cooperation of other people was critical 15 For Example I need to use QQ to contact external parties who refuse to use or the telephone. I leverage my guanxi with suppliers to gain favourable prices and discounts. I have guanxi with external experts in media and printing. This enables me to complete work at a higher level of quality and more efficiently. 16 Corporate Perspectives The corporate culture prohibits use of social media applications at work they are blocked. As a senior manager in China remarked: There is no value in chatting. Web 2.0 applications have no role to play in our corporate culture. The Global VP for IT informed us that they have a zero tolerance policy towards software applications that might breach security. There is no BYOD culture here all employees must use standard platforms. 17 Resolving Tensions Employees cant fight management or the culture, so they work around Many use the networks designated for hotel guests to bypass management restrictions This may even be approved by local managers, who are also victims policy is set in global HQ, not locally. 18 19 Implications for the Organisation New skills, new employees, new culture Communication between departments Recognition of the value of innovation Leadership This is the CIOs job (If you have a CIO!) IS is not just for support! It is for innovation and agility. 20 A Recent (IM) Research Project We surveyed 253 employees & managers in four Chinese cities: Shenzhen, Beijing, Hefei, Xian M/F: 63:37; 75% BA/BSC or higher Age 26-35: 65%; 18-25: 25% # of IM contacts: 1-20: 45%; 21-50: 30% 21 IM Use at Work.20**.57** Work Interruption R 2 = 5% **.39** Communication Quality R 2 = 33% Interactivity R 2 = 32%.26** Mutual Trust R 2 = 50%.58**.55** **.50**.33** Group Outcomes R 2 = 40% Group Process Satisfaction Group Outcome Satisfaction Group Outcome Quality Results of Survey 22 Analysis & Implications IM use does predict work interruption But work interruption has no negative impact on group outcomes. Why? IM use has positive effects on communication quality and trust in team work Are workplace interruptions normal nothing special at all? 23 Analysis & Implications Interactivity is a key variable, driving trust and communication quality and ultimately group outcomes So, what next? Should organisations be more open- minded about IMs? Are the fears misplaced? Can we measure group outcomes more objectively? 24 Social Work in China I see increasing evidence of Web 2.0 applications, e.g. Instant messengers Microblogs being used as normal work tools for Collaboration & Communication Knowledge Exchange Marketing 25 Social Media Based Communications Many Chinese companies allow or encourage employees to use IM at work QQ is less common, esp in BJ/SH But it is used for large file transfer MSN was seen as being more formal RTX is quite common in high-tech firms Even Yammer is seeing some traction 26 For Example RTX (Real Time Exchange) or Yammer are used as corporate IMs in YinHai -TenCent iSoftstone Glodon Skype, G-talk and G+ is used widely in Thoughtworks 27 Resistance to Web 2.0? Not all organisations have strong senior management or grassroots support Management and customers alike can still be traditional and apathetic, seeing any IT as a cost, not an opportunity. CIOs need to cut costs through virtualization and then create new innovative opportunities for value Does Web 2.0 generate enough value to cover costs? 28 Public or Private Platforms? Concerns of public presence on Facebook, Twitter, etc. Private group on public platforms Enterprise Social Network (Enterprise 2.0) Internal communities Security, control Willingness to use? Consequences for partners, customers, 29 Which Enterprise Social Media Platform Provider? Forrester Research (2014) evaluated 13 providers : Atlassian, blueKiwi, IBM, Jive, Microsoft, Neudesic, OpenText, salesforce.com, SAP, Sitrion, Tibco, VMware, and Zimbra. 30 Inclusion Criteria Each platform needed to offer most or all of the following: Profiles, user home page, activity streams, community/group capabilities, tagging, discussion threads, blog, and wiki. Current market presence and staying power 31 Assessment Criteria & Positioning 1) core functionality 2) language support 3) architecture 4) event logs, monitoring & reporting 5) security 6) cross-platform support 7) engagement workplace readiness 32 Leaders and New Entrants IBM, salesforce.com, Jive, Microsoft Office 365, Zimbra, and Tibco Leaders all offer very mature and, more importantly, very complete offerings. There are also new offerings emerging all the time, like Telligent (previously Zimbra) which focuses on digital marketing communitiesTelligent 33 Six Social Media Roles for Executives Producer Start to create content; dont be passive Distributor/disseminator Forward and retweet Engage actively in this world Recipient Learn how to use the tools and filter out the noise; empathise with your employees consumption patterns 34 Orchestrator Create a suitable environment; raise the media literacy levels of reports and colleagues, engage with stakeholders Architect Balance the technical and organisational infrastructure. Encourage use but control irresponsible behaviour Fortune Teller Look for new opportunities The IoT will be the next challenge 50B connected devices 35 36 And Finally Please watch this TED video presentation http://www.ted.com/talks/sherry_turkle_al one_together.htmlhttp://www.ted.com/talks/sherry_turkle_al one_together.html Now, consider the implications of what Sherry Turkle says for global business about How we work How we communicate The culture we share 37 Who is Directing Social Media in the Enterprise? Is this the job of the CIO? CTO? CMO? Which people in the company are best connected to cutting edge Web 2.0 applications? Who is in the best position to assess the business value of Web 2.0? Management? Users? Consultants? How do you see Web 2.0 applications being leveraged for global business?