Education Writer's Association panel on Moving the Social Media Iceberg at the 2012 National Conference @ University of Pennsylvania. This was my portion of the pre-panel discussion. Thanks to all that attended.

1. 2012 National Conference
Philadelphia
May 17, 2012
Advocates’ Session:
Moving the Iceberg on
Social Media
Planning for Success

2. about me
Barry Reicherter
SVP, Digital Strategy & Ideas
Worked for: Widmeyer, Porter Noveli,
AOL, Active.com, Best Software
Client Work: Pearson, Elsever,
Association of Chiropractic Colleges,
College of the Holy Cross, Duke
University, Association of American
Publishers, CourseSmart
@barryreich
#widto
#EWA12
#EWAsocial

3. Text

6. get some planning religion
do better than the 70% of digital projects that fail

7. Digital Behavior Modeling
You
Keywords
Attributes & Roles
Conversation Maps

8. Step1 - Brand Essence

9. Step2 - Keywords

10. Step 3 - Attributes & Roles
Ca Cu Dv Au
Catalyst Curation Development Audiences
Re Du Ct Po
Research Duration Culture Policies

11. Step 4 - Conversation Map
Your Groups/Departments/Resources
Your comm channels (social, digital,
analog)

12. walk the walk
social inside is social outside

13. We hit a milestone in 2011
Half of Americans are using social networking sites

15. but...
many leaders question the value of Facebook
status updates

16. those who have launched programs with
much fanfare...
have seen them wither on the vine

17. those who have launched programs with
much fanfare...
have seen them wither on the vine

18. So what’s the problem?
• Most organizations treat internal social
media like a technology deployment
initiative
• And fail to understand it’s these new
relationships that are the real value

19. Internal social networks are different from
the start because...

20. Internal social networks are different from
the start because...
The users don’t
pick who they
want to be
connected to.

21. Too department-centric
IT, communications,
and support teams
find early traction...
but other teams not
involved in the
planning don’t adopt
easily

22. Culture confusion
• How personal should our ESN
be?
• Management doesn’t participate
or communicate importance

23. !
Lack of social business maturity
Figure 4. Most Organizations are Still Early in their Social Business Maturity
“What is your organization’s social business maturity level?”
Base: 81 companies with more than 250 employees Source: Altimeter Group
(surveyed by Altimeter Group Q4 2011)

24. So we need a new approach that
new fosters relationships

25. So we need a new approach that
new fosters relationships
1. encourages knowledge
2. captures knowledge
3. enables action
4. empowers employees

26. Enterprise Social Network
A set of technologies that creates
business value by connecting the
members of an organization through
profiles, updates, and notifications.

27. nuances that require a reframing of a social network. Altimeter found that there are six
elements of a social network that are similar — and yet different — between public and
Not just behind a firewall
enterprise social networks (see Figure 1):
Figure 1. How Public and Enterprise Social Networks are Similar – And Different
Public Social Network Enterprise Social Network
People Profiles Who you are, where you went to Similar to public networks, but also lists work-related
school, interests. associations and expertise (teams, projects, skills).
Object Profiles Places and brands also have Business objects (client accounts, documents,
identifies and activity streams. expense reports) also have activity streams
associated with them.
Updates and Created by the person. Can also Similar, created by people interacting with each other,
Activity Streams include chats, video, group as well as business objects and enterprise systems.
messaging, and event planning.
Notifications People can completely control Some updates may be required because of work
from whom they get updates. associations, updates from the CEO.
Relationships Two-way relationships, as well as Similar, but relationships may be predetermined
one-way follow/subscribe, always because of work associations (departments, team,
controlled by the person. project, location).
Permissions and The nature of relationships dictate Employees understand that all updates can be seen
Privacy permissions, so greater care must by their employer; hence privacy becomes less of an
be taken to make sure that private issue. Permissions become a greater concern in terms
information stays within the right of who has permission to see what information.
circles.
Source: Altimeter Group
The upshot is that enterprise social networks differ because of the special context that comes

28. pain points

29. Pain Point #1
Lack of Metrics
• Improve collaboration between teams
• Find experts or share expertise
• Sharing of best practices
• Support a strategic transformation of the organization
• Create a “virtual water-cooler” to increase sharing
• Reduce internal emails
• Faster decision making
• Streamline business processes
• Reduce volume of meetings
• Employee retention

30. From a technology viewpoint, the ESN space is still in its nascent stages — for example,
Yammer made its debut only three years ago in summer 2008. A wide assortment of
Pain Point #2
technology offerings have emerged, and their selection and deployment tend to fall into four
scenarios (see Figure 7):
Figure 7. Enterprise Social Networking Technologies Evolve from Three Scenarios
Scenario Why Pursue This Path Examples
Standalone solution It’s fast, easy, and cheap. Google+
Most are developing integration APIs. Salesforce.com Chatter
Socialcast
- Can exist independently Yammer
- Also can be integrated
into enterprise apps
Collaboration Collaboration platforms are already social Box.net
and in-house. ESN is a feature that is Cisco Quad
easily “turned on.” Clearvale
- Tends to be one major Drupal
platform in each Jive
organization Moxie
Mzinga
Socialtext
Telligent
Enterprise application While not inherently a collaboration Lotus/IBM Connections
add-on platform, it can turn on or layer on social Salesforce.com Chatter
technology to make them an ESN. SharePoint + NewsGator
TIBCO/tibbr
- Integration into critical
enterprise apps
Source: Altimeter Group
It may look like this is an emerging battle between scrappy start-ups like Yammer and
enterprise giants like Microsoft’s SharePoint, but the key word here is “integration.” Almost all

31. From a technology viewpoint, the ESN space is still in its nascent stages — for example,
Yammer made its debut only three years ago in summer 2008. A wide assortment of
Pain Point #2
r
technology offerings have emerged, and their selection and deployment tend to fall into four o pula
o st P
M ER
scenarios (see Figure 7): TH O
Figure 7. Enterprise Social Networking Technologies Evolve from Three Scenarios
Scenario Why Pursue This Path Examples
Standalone solution It’s fast, easy, and cheap. Google+
Most are developing integration APIs. Salesforce.com Chatter
Socialcast
- Can exist independently Yammer
- Also can be integrated
into enterprise apps
Collaboration Collaboration platforms are already social Box.net
and in-house. ESN is a feature that is Cisco Quad
easily “turned on.” Clearvale
- Tends to be one major Drupal
platform in each Jive
organization Moxie
Mzinga
Socialtext
Telligent
Enterprise application While not inherently a collaboration Lotus/IBM Connections
add-on platform, it can turn on or layer on social Salesforce.com Chatter
technology to make them an ESN. SharePoint + NewsGator
TIBCO/tibbr
- Integration into critical
enterprise apps
Source: Altimeter Group
It may look like this is an emerging battle between scrappy start-ups like Yammer and
enterprise giants like Microsoft’s SharePoint, but the key word here is “integration.” Almost all

32. Pain Point #3
Infrastructure Barriers
“Oh no, not another one”
platform proliferation
• each department adopts their
own platform or tools

33. Pain Point #3
Infrastructure Barriers
“Oh no, not another one”
platform proliferation
• each department adopts their
own platform or tools
• “cling-ons to legacy tools

34. Pain Point #3
Infrastructure Barriers
Doesn’t integrate with our existing workflows

35. Pain Point #3
Infrastructure Barriers
Access and accessibility for all
• diversity of location and
connection mode
• consistent user experience

36. 4 Values To Drive Culture Success
1.Encourage sharing
2.Capture knowledge
3.Enable action
4.Empower people

37. Value 1
Encourage sharing
• Creates two-way dialog
• Makes business personal
• Reduces power distance to leaders
• Connects globally, person to person
• Forms private groups

38. Value 2
Capture knowledge
• Identify expertise
• Avoid duplication and have better coordination
• Transfer knowledge
• Improve best practices

39. Value 3
Enable action
• Solve problems faster and better
• Bring outsiders in
• Streamline processes

40. Value 4
Empower people
• Give employees a voice
• Make meaningful contributions and innovations
• Increase engagement, satisfaction and retention

41. ESN action plan
Four essential elements
• Objectives
• Metrics
• Relationships
• Technology

42. performance scorecards
the best measurement is the measurement designed for you

44. Activity

45. Activity