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Cutter Summit 2012: Roundtable on ESN Adoption
- 2. Abstract
Knowledge management, collaboration, and social media are at
different stages of maturity, but they already seem to be
converging. Few people disagree, for example, that knowledge
flows better between people who have a connection to each other;
or that people who collaborate on a project tend to stay in touch
with each other and solicit each other’s advice later on.
How do enterprises transform this trend into an advantage?
During this roundtable, participants will share experiences and hear
advice on the corporate uses of social media, the connection
between communities of practice and social media, and how these
trends contribute to new workflow for the retention and sharing of
expert knowledge.
©2012 Cutter Consortium 2
- 3. Overview
This is a roundtable, not a tutorial
Please share:
• Who you are, what you do
• Your level of familiarity and involvement with the topic
• Successes obtained, issues encountered, concerns, future plans
• Opinions
My role:
• Facilitate
• Provide additional information and references
• Gather your feedback, compile it and send it out in a few days
Don’t forget to enjoy breakfast!
©2012 Cutter Consortium 3
- 5. Main Points in Claude’s Executive Reports
What is “social media”?
Comprehensive Types of Social Specific
Definition Media in Business Examples
LinkedIn
Social networks Viadeo
Visible.me
“Bidirectional Google+
communication, Blogs and Wordpress
using several microblogs Twitter
channels, with a
key audience, for Yammer
a sustained Forums and Igloo Software
period of time.” message boards Google Groups
Quora
Multimedia sites YouTube
Slideshare
(… expect more)
©2012 Cutter Consortium 5
- 6. “How Companies Are Benefiting from Web 2.0
(McKinsey, 2009)
Enterprise 2.0 Capability Is It a Social Medium?
Blogs Yes, only if there is a notion of “followers” and the ability to comment
Mash-ups No
Microblogging Yes, since the follower-followee relationship is typically fundamental
Peer-to-peer Yes (whatever this broad term really means)
Podcasts Not usually
Prediction markets No
Rating Yes, if there is a social component (“Like” button on Facebook)
RSS No
Social Networking Yes, by definition
Tagging Only if it is “social tagging,” i.e. collaborative, and if people get alerts
when their friends have tagged some information with a tag they follow
Video Sharing Yes, only if there is a notion of “followers” and the ability to comment
Wikis Yes, although a wiki may be “socialized” to a very small circle only, or
may be mandated reading in a department rather than being affinity-
based
©2012 Cutter Consortium 6
- 7. What Are Enterprise-Level Uses?
Per Cutter’s Andriole & Schiavone:
1. Social market research
2. Brand and marketing intelligence
3. Competitive intelligence
4. Product innovation and lifecycle management
5. Social customer service
6. Threat tracking
Another classification:
• Share knowledge – see the “social knowledge landscape” framework
• Get closer to customers – CRM, customer service, reputation watch
• Cultivate loyalty – including alumni networks, non-profit sponsorship
• Recruit
©2012 Cutter Consortium 7
- 8. Business Cases
Maintain contacts with clients, partners, suppliers – “the big
business card file in the cloud”
Recruiting – find candidates, or validate their suitability for a job,
through their social profiles and through shared connections
Ex-employee networks – for rehiring and to maintain loyalty
Socializing knowledge – people respond more readily to questions
from social connections
Dissemination of ratings and recommendations (e.g., Amazon)
Detect and correct service issues (e.g., Comcast on Twitter)
Organize employee responses to disasters
©2012 Cutter Consortium 8
- 9. Case Studies
Deloitte Australia, 2010 Amazon developed one of
• Using Twitter to recruit the first communities of
• Running an internal online film customers that provide
festival, Only@Deloitte ratings for books, music,
• Having “digital natives” mentor electronics and appliances
“digital immigrants”
• Running a marketing campaign TripAdvisor.com uses
that used Yammer, Twitter and
customer recommendations
LinkedIn
to balance the ratings from
• Connecting peers in the Risk
Services practices through its owner, hotels.com
Yammer groups
• Creating a fantasy football Kraft Brands created a
league for their clients during multimedia Web site to
the World Cup promote its image
©2012 Cutter Consortium 9
- 10. Social KM: “It’s Not Just What You Know,
It’s Also Who You Know”
circa 2000 2011+
Content Commu-
Content Commu- Management nities
Management nities
Social
Collaboration Collaboration Media
10
©2012 Cutter Consortium
- 12. Mutual Help
in an ex-
Employee
Social
Network
There were 20
answers to the
initial question
within a month,
including several
within the first 24
hours
©2012 Cutter Consortium 12
- 15. Fears, Uncertainty and Doubt
Leakage of confidential information
Perception that the enterprise no longer cares to pick up the phone or
meet with its clients
Loss of productivity
Dilution of traditional corporate prerogatives and channels
Uncertainty about corporate and personal benefits/rewards
Abuse by employees
Employee poaching
Malware introduction
Privacy violations
Legal/ethical conflicts
Successive investments in short-lived platforms
©2012 Cutter Consortium 15
- 16. The Impact and
Cultural
Challenge of
Communities in
the Enterprise
©2012 Cutter Consortium
- 17. From Fear to Reasoned Adoption
Organizations have two paths in front of them:
Success
Leverage
Education
Awareness
Ignorance
Fear
Control
Understand business objectives Failure
Articulate a vision of what you want to achieve
Educate senior management (who know the least about this)
Write a good but simple governance plan
Have a simple usage policy that encompasses all electronic media
If you create an alumni network, use an external social network
Pilot, stay the course, stay agile (deliver quickly and often)
©2012 Cutter Consortium 17
- 18. Mitigating the Risks
Adopt a strategic framework to decide where and why to apply a
social strategy
Do not waste too much time on“return on investment” (ROI)
analysis
• Difficult, elusive, subject to disbelief
• Instead, minimize the costs (open source or cloud-based prototypes)
and demonstrate value incrementally
Reverse mentoring: “digital natives” should spend time educating
the “digital immigrants”
Create very simple “electronic communication policies” that are
open-ended enough to accommodate future new media
©2012 Cutter Consortium 18
- 20. Social Media Policy Sources
SOCIAL MEDIA COMPLIANCE POLICIES, SOME SAMPLES
(Source: Harold Nierop. Reproduced with permission)
IBM - http://www.box.net/shared/static/7n2xt3ebzm.pdf
British Telecom - http://www.box.net/shared/static/llarpa9dnh.pdf
International Federation of the Red Cross (IFRC) - http://www.box.net/shared/static/hrjk0nln59.pdf
The Coca Cola Company - http://www.box.net/shared/static/1ifmdpdzb2.pdf
UK CIPR - http://www.box.net/shared/static/fudf5fx1je.pdf
WOMMA - http://www.box.net/shared/static/qxqj2zrd9v.pdf
US Federal Trade Commission - Principles for Online Behavioral Advertising -
http://www.box.net/shared/static/ssrv55sedo.pdf
US CIO Council - SN Use by Federal Departments - http://www.box.net/shared/static/89149s00yu.pdf
REGULATORY REQUIREMENTS ON THE USE OF SOCIAL MEDIA
(Source: Harold Nierop. Reproduced with permission)
Osterman - The Impact of New Communications Tools - http://www.box.net/shared/static/exvkqvcleu.pdf
Osterman - The Need to Archive SN Content - http://www.box.net/shared/static/byobpxpzi7.pdf
US - FINRA - Supervision of Electronic Communications - http://www.box.net/shared/static/odja4zxt08.pdf
US - FINRA - Guidance on Social Media Web Sites - http://www.box.net/shared/static/75ytdooycl.pdf
US - FINRA - Communications with the Public - http://www.box.net/shared/static/s16c8jzigp.pdf
©2012 Cutter Consortium 20