Exploring Early Enterprise 2.0 Methodologies

Climbing the Maturity Curve of Process and

Methods for Enterprise Social

Computing

Dion Hinchcliffe

Introduction

Dion Hinchcliffe• ZDNet’s Enterprise Web 2.0

• http://blogs.zdnet.com/Hinchcliffe

• Social Computing Journal – Editor-in-Chief• http://socialcomputingjournal.com

• Pragmatic Enterprise 2.0• http://hinchcliffeandcompany.com/pragmaticenterprise2/

• Hinchcliffe & Company• http://hinchcliffeandco.com

• mailto:dion@hinchcliffeandco.com

• Web 2.0 University• http://web20university.com

• : dhinchcliffe

Premise• Social computing is an effective new model

for meeting business objectives

• Can enhance productivity, drive innovation, cut costs, and more

• Integral to the modern workplace today

• However, social computing is a new discipline that combines freeform yet strategic business activity with Web 2.0 technology

• Most organizations today have a low level of capability around this new discipline

Social software +

guidedbusiness

outcomes

The Questions

• How can we adopt Enterprise 2.0 most effectively?

• What have we learned so far?

• How do we get the upsides without potential downsides?

• Can we identify best practices or are organizations too different to do this?

How do we besttransform our work

processes for the 21st century?

Challenges to Transitioning to Social Business Models

• Innovator’s Dilemma

• “How do we disrupt ourselves before our competition does?”

• Not-Invented Here

• Overly fearful of failure

• Deeply ingrained classical business culture

• Low level of 2.0 literacy

Pent up change is building on the edge of organizations and must be

recognized and dealt with

Top Down

Internal Knowledge ‘-Pedias’

Social CRM

BottomUp

Social Media Marketing“Official” Customer Communities

Social Portals & Intranets

“Guerrilla” Customer Communities

Enterprise Social Networks

Departmental Wikis

Reconciliation & Maturity

Business

Workers

Off-Premises Social Networks

Types of Enterprise 2.0

The

The Big Challenges

Key area where traditional process models often struggle

• Don’t respond to change quickly enough

• Poorly aligned with current business reality

• Lack of focus on driving consumption (or network effects)

• Too centralized and/or isolated

• Expensive and resource-intensive

• Overengineered in the wrong places. Excessively constraining.

At the Very Least, an E2.0 Methodology Must:

A) Address active business concerns (downsides)

B) Focus on delivering business value

C) Help an organization acquire social computing competency

Applying the “Web 2.0 effect” at work

• Enterprise 2.0

– Globally visible, persistent collaboration• Employees, partners, and even customers

• Leaves behind highly reusable knowledge

– Uses wikis, blogs, social networks, and other Web 2.0 applications to enable low-barrier collaboration across the enterprise

– Puts workers into central focus as contributors

– Case studies of early adoption consistently verifying significant levels of productivity and innovation

Enterprise 2.0 systems adapt to the environment, rather

than requiring the environment to adapt to it.

Perceived Benefits Of Enterprise 2.0

• Increased knowledge retention

• More adoption and actual use of knowledge management tools

• Better solutions that fit local business problems (via emergent structure and processes)

• Increased transparency

• Less duplication of effort

• Higher levels of productivity

Understanding Why E2.0 is

Different• Maturation of techniques

that leverage how people work best

• Realization of the power of emergent solutions over pre-defined solutions

• Nearly zero-barriers to use• And more...

The Enterprise 2.0 Checklist• SLATES

–Search

–Linking

–Authorship

–Tagging

–Extensions

–Signals

SLATES unboxed...

SLATES refreshed:

Enterprise 2.0: Richer Outcomes

Push vs. Pull Based Systems

Because the enterprise is not the Web

• We want to replicate the positive aspects of Web 2.0 platforms in the enterprise

• But our infrastructure is usually not very Web-like, creating significant impedance and diluted results

• Requires augmentation and adaptation to reproduce the same or similar results

Source: Oliver Marks

• Social networks focus on enabling interaction and conversation.

• Collaborative networks are focused on groups accessing and organizing data into actionable formats that enable decision making, collaboration and reuse

Social vs. Collaborative Use of Enterprise 2.0

Adoption Strategies• Gain and Enlist Top Down Support and

Overcome Turf Issues In Advance• Align Enterprise 2.0 Strategy to Business

Strategy (Find A Problem To Solve)• Align Enterprise 2.0 Applications to Key

Business Goals and Processes• Develop a Simple, Clear Business Case• Provide Strong Leadership for the Enterprise

2.0 Function(s)• Design Measures Aligned to Business Processes

Adoption Strategies Pt. 2• Listen to the Users, Involve Them in the

Design• Simplify the Access and Production of

Knowledge• Develop a Clear Communication Plan to

Promote the Effort• Involve all the Key Stakeholders, Eventually• Integrate all forms of Communication and

Documentation)• Develop a Clear Motivation Plan that Aligns

with Current Incentive Plans

Community Management• Guiding, administering, supporting, and

mentoring social groups

• Helps organizations achieve specific objectives with Enterprise 2.0

• Has proven invaluable at organizations with significant success:

• Stories: SAP, CIA Intellipedia

• Now believed to be “essential” to E2.0

Online Community Management:Jack Of All Trades

Technical Management

Project Management

Product Management

Customer RelationshipManagement

Software Know-How

Feature Selection

Priority and ScheduleManagementDocumentation

Incorporation of Learning

MailingsEvents

IncentivesIssue Management

Professional DevelopmentNetworking

Distribution of Best Practices

Attend Trade Events

Brand Management

Advertising and Marketing

Business Development

Business Planning

Community Management

Content Management

online community management

Brand Support

Identify Opportunities

Listen/Join Conversation

Marketing Analysis

Impact Reporting

Ad RotationCorporate Organization

Team BuildingStaff Training

BudgetingTarget Definition

Revenue PlanningControl/Management

Moderation/Rule Enforcement

Incentives/Recruitment

Content Plan

Breakdown of an E2.0 Effort• Enterprise 2.0 efforts appear to consume resources

in roughly the following proportion:

• Tools: 15%

• Integration, Customization: 25%

• Community Management: 25%

• IT Support: 15%

• Project/Change Management: 20%

• Your Mileage Will Vary

Community Management, Cont’d• Critical Success Factor: The quality

of the community management team will directly determine the success of an Enterprise 2.0 effort

• Locating it has been a challenge for many (IT, HR, customer service, portal team, ECM team, project team, even marketing)

• Enlist volunteers from the community as well as dedicated workers

Understanding the Local Culture

• Different types of cultures in most organizations:

– Team

– Community

– Network

• Each cultural environment can enable or stifle collaboration and communication

Enabling Change at the Three Cultural Levels

• Team• Community• Network

Mature View of Enterprise 2.0 Functions

ECMEnterprise 2.0Tools

Mashups Situational Apps

The Context: Enterprise 2.0 Ecosystem

SOAdeeplylinked

structure(WOA)

Peer ProducedIntranet

Internal Business Applications and Databases

Enterprise 2.0 Applications

Blogs and Wikis(Social Media)

Prediction Markets(External and Internal)

Enterprise Social Network

Industry Social Network

Other Web 2.0 Tools(del.icio.us, Flickr,

Twitter, Friendfeed)Enterprise MashupsEnterprise Federated

Search

participation

OtherBackoffice

HRM

ERP

ERP

CRM

consumption

Customer Community

Traditional Enterprise Systems

Determining the ROI of Enterprise 2.0

• Project costs tend to be lower than classical IT efforts (Example: Transunion, $50K to reap $2M+)

• ROI is hard to measure because of cause and effect chains

• But when I is low, R is easier to reach

Traditional IT initiative

AKA Waterfall Process with a Defined Beginning,

Middle, and End

More Enlightened Agile Process

Highly iterative, more feedback loops, learning from experience before completing the effort

One Way of ImplementingEnterprise 2.0

1 Identify

2 Prepare

3 Assess

4 Pilot

5 Roll-Out

6 Manage

Business Opportunities, Business Case, Risks, Silos, Priorities, Budget

Create strategy, Communicate Plan, Set Expectations, Develop Policies, Raise Awareness, Build Skills, Develop Infrastructure, Measurement Plan

Understand and Address Competencies, Determine Stakeholder’s Needs/Concerns, Understand Grassroot Initiatives

Create Social Computing Environment, Build Capabilities, Capture Lessons Learned, Build Critical Mass

Expand Audience and Reach, Incorporate Lessons Learned

Community Management, Guide-Direct-Moderate (but don’t over control)

Disclaimer: This is our Pragmatic Enterprise 2.0 Process

The Perpetual Beta Era

• Products are never finished

• Users drive most of the innovation and change– Including new features and

testing

• Products co-evolve and change every day

• Most organizations aren’t here yet, but the Web is increasingly

The 2.0 Transformation Process in the Large

Looking at ECM methods

Also, There Is Emergent Architecture

What it all looks like

Risk Management & Change Management

Social Computing Patterns and Best Practices

Top Down

Social Computing Strategy, Architecture, Policy, and Governance

Enterprise Vision

Local Problem Solving

Corporate Initiative

Community Management & Support Processes

Content Management

Tools & Infrastructure

Project Management

Knowledge Management Business Intelligence

Delivery Models Communication Plan

Access, Search, & Discoverability

Business Needs & Requirements Exploiting Ad Hoc Opportunities

Security & Identity

BottomUp

Anatomy of an Enterprise Social Computing Effort

Cultural Change

Reactive ResponseCost Cutting

Viral Adoption

Universal Lifecycle of New Technology

and

Enterprise 2.0 Dynamics

Evaluation Questions• Does the Enterprise 2.0 method or framework:

• Embody waterfall or agile (iterative)? (Latter is better)

• Encourage the key aspects and enablers of Enterprise 2.0 (FLATNESSES)

• Focus on the lifecycle and community management issues beyond rollout

• Manage risk and concerns

• Put culture change and adoption issues on (at least) the same level of importance as tools and technologies

Enterprise 2.0 Frameworks &

Methods Survey

Deloitte’s ECM Process

Ross Dawson’s Enterprise 2.0 Implementation Framework

Source: The App Gap

Source: Mazyar Hedayat

Conclusions• We are still at a low level of maturity when it

comes to Enterprise 2.0 strategy and methods

• Existing frameworks often miss many key Enterprise 2.0 elements today

• Adapting the best parts you think you need is often the most effective strategy

• Improvements are coming but a “Unified Process” for Enterprise 2.0 is unlikely anytime soon

Questions

Slides: info@hinchcliffeandco.com

Pragmatic Enterprise 2.0tm

Effective Low Risk Social Computing

IntroducingPragmatic Enterprise 2.0

The Power of Social Business

MinusThe

Downsides

Exclusively from Hinchcliffe & Company and Partners

October 20th, 2009

See Also