This document summarizes Enterprise Social Computing and its transformation of collaboration and communication at Intel from 2004 to 2011. It describes how environmental pressures led Intel to adopt internal social tools like blogs, wikis and communities to improve knowledge sharing, reduce redundancy and connect a globally dispersed workforce. Examples are given of how different business units successfully used these tools. While adoption grew, challenges remained around leadership support, integration with existing systems and change management.
3. Evolution of Enterprise 2.0 at Intel Intel - Public 2004 2005 2008 2009 2010 2011 Inaugural internal blog by CEO “ Perfect Storm” Environmental Pressures Internal wiki launched Internal Community Platform Launched Consolidation & Integration Secure Internal to External E2.0 Grassroots Innovation Led to Mainstream Deployment
4. The Perfect Storm Environmental Pressures Converge on the Enterprise “ Identify the future that has already happened” –Peter Drucker Intel - Public Business Drivers Agility Business has to act quickly, respond immediately with relevant information at hand Face of Our IT Workforce is Changing Gen Y “ Connected” Gen Y entering & demanding new ways to work Baby Boomers Knowledge exiting with retiring workers Consumerization of IT Technology Employees using newer technology at home - demand same at work
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6. Building Enterprise 2.0 inside Intel Add Rich Capabilities to the Stack Self-Service Video, Ideation, Widgets, mashups, Mobile devices Intel - Public Identify Business Objectives Usage models, Segmentation, Business Impact, Governance, Change Management, Usability Studies, Proof-of-Concepts “ What makes the Information Workplace transformational is how the piece parts are built into a seamless whole that supports people in the way they want to work.” - Forrester Research Build a Solid Foundation Communities, Blog and forum, wiki, networking, Enterprise content syndication, Unified tagging & search Integrate into Business Processes Intranet portal, Intranet search, Traditional productivity tools (i.e. email, presence, meeting workspaces, document repositories)
Face of Our IT Workforce is Changing (North America industry data) A perfect storm is brewing. By the end of 2012: GenY will be at parity with BabyBoomers GenY may approach 20% of the population Hiring and retention will be critical Gen Y workers have been connected to technology in a different way than Gen X and baby boomers. They expect to be connected and communicate in the same fashion within work. “ 90% of companies are already lagging behind the thinking and skills of the future worker.” - Mark Beyer, Gartner Business Intelligence Summit, Chicago, Mar.2007 in KM World Magazine, May 2007 Baby Boomers will be exiting the workforce enmasse. KM systems to date have not effectively captured tacit knowledge. Tacit knowledge is knowledge that people carry in their minds and is, therefore, difficult to access. Often, people are not aware of the knowledge they possess or how it can be valuable to others. Tacit knowledge is considered more valuable because it provides context for people, places, ideas, and experiences. Effective transfer of tacit knowledge generally requires extensive personal contact and trust. Consumerization of IT: Historically workers have used the latest and greatest technology at work. This has shifted. IT Requirements are become defined by the needs of the user, not by IT itself Employees bringing in their own tech to workplace Having higher expectations because the tech they use at home is better than at work
It is how a company leverages its human capital that is essential to survival in the global economy . Rob Cross and Robert Thomas discuss in Driving Results Through Social Networks
The challenge in deploying social tools and shifting to a social enterprise is more about cultural and behavioral change, then it is about the tools. Information silos must come down. Resist the “velvet ropes” and orgs wanting to apply a social tool over a silo. This doesn’t achieve the end state. Tools must be intuitive and easy to use- the performance bar has been set by the consumer tools. If it takes a manual to use – throw it out the door. The User Interface is critical for adoption. IT doesn’t act quickly… because of the accessibility of these tools- employees will bring them in-house. Business partners will demand them. If IT won’t implement them, individuals and biz groups will.