12. Your Personal Social Media
Compass Has Not Changed
You areYou are
responsibleresponsible
You areYou are
responsibleresponsible
Abide byAbide by
the rulesthe rules
Abide byAbide by
the rulesthe rules Add valueAdd valueAdd valueAdd value
Be honestBe honestBe honestBe honestBe yourselfBe yourselfBe yourselfBe yourself
Be mindfulBe mindfulBe mindfulBe mindful
Be respectfulBe respectfulBe respectfulBe respectful
13. Technology, Process, and Culture
Technology
How we enable it
Culture
How we live it
Process
How we do it
15. Integrated Workforce Experience
People: Connect and Find the Known and Unknown
Rich Presence
Information
Click to call,
chat or meet
Integration to
Blog Platform
Videos and content
authored or
Interests a
communities
easily access
People
16. 1
2
5
4
Key Tenets
1. Headline News Tab
2. Architectural Plays
3. Sales “Care Abouts”:
- My Bookings
- My Pipeline
- My Notifications
- My Commissions
- My Opportunities
Sales Network
Collaboration Panel
1
2
3
3
Integrated Workforce Experience - Sales
Communities: Access Relevant Information and Applications
Communities
4
5
18. Integrated
with
Exchange
for mail,
tasks and
calendar
Integrated
with
Exchange
for mail,
tasks and
calendar
Watch list
to monitor
contacts,
posts and
topics of
interest
Watch list
to monitor
contacts,
posts and
topics of
interest
Integrated Workforce Experience
My View: Work Your Way.
My View
Integration of
Functional
Community
News
Integration of
Functional
Community
News
Integrated
Access to
IWE Demos,
training and
IWE Help
Integrated
Access to
IWE Demos,
training and
IWE Help
22. CHARACTERISTICS
ADVANTAGES
DISADVANTAGES
•Ease of communication
•Concentration of skill sets
FEDERATED MODEL
•Mixed
•Distributed control
•Balance
•Wide input
•Optimizable
•High degree of
coordination required
DECENTRALIZED MODEL
•Bottom-up
•Control in business
•Strong link to business need
•Leverages diverse teams
•Lack of control over growth
•Point-to-point communication
challenges
CENTRALIZED MODEL
•Top-down
•Central authority makes
decisions for all
•Possible bottleneck
•Further from business
Governance Models
23. Vehicles for Governance
Use Existing Committees, Expand where necessary
IWEIWE
WorkGroupWorkGroup
IWEIWE
WorkGroupWorkGroup
• Enacts
• Reviews
• Manages Escalations
• Provides Executive
Sponsorship and
Strategic Direction
• Determines Funding
C&CC&C
BoardBoard
(Leadership(Leadership
SteeringSteering
Committee)Committee)
C&CC&C
BoardBoard
(Leadership(Leadership
SteeringSteering
Committee)Committee)
• Develops Governance
• Drives Alignment
• Defines Policies and
Processes
ExecutionExecution
Teams forTeams for
WorkGroupWorkGroup
ExecutionExecution
Teams forTeams for
WorkGroupWorkGroup
26. Community Taxonomy
Life Interest
• Social• Job Role
• Organization / Depart
• Customer / Partner /
Account
People
• Job Role
• Organization / Depart
• Customer / Partner /
Account
• Job Role
• Organization / Depart
• Customer / Partner /
Account
• Business Work
Groups
• Enterprise Council
• Product/Service
• Project/Program
• Support
• Executive Metrics
Work
• Business Work
Groups
• Enterprise Council
• Product/Service
• Project/Program
• Support
• Executive Metrics
• Business Work
Groups
• Enterprise Council
• Product/Service
• Project/Program
• Support
• Executive Metrics
• Business Work
Groups
• Enterprise Council
• Product/Service
• Project/Program
• Support
• Executive Metrics
27. Obstacles Remediation
Urgency to Deliver Balance
Accountability Create a structure
Centrally decide what’s best for the CompanyConflicting Organizational View
Lessons Learned
Are we there yet?
Adoption
Journey
Focus on Change Management and Comms
29. Conference Evaluations
Please take a moment to complete our online
conference evaluation: www.e2conf.com/evals
Your feedback helps us to continue to improve
the quality of our educational programs.
For each evaluation, Enterprise 2.0 will make a
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Hinweis der Redaktion
Intros
Trends in the marketplace and work environment
Our own experience, IWE
Gov and Change Management to help shape experience
Main point: business and society are changing.
The Internet we helped create is changing the world. It started with technology in this distributed environment where information and services could be distributed literally around the world. On this slide, you’ll see some of the high profile books and articles that address this phenomenon.
In Thomas Friedman’s book, The World is Flat, he talks about how the exponential technical advances of the digital revolution have flattened the world – and by “flat” he means “connected.” Today it’s possible to do business with, or in other ways to communicate with or touch, millions of people around the world almost instantaneously. And this has been driven not by huge corporations or governmental bodies but by individuals.
Another best seller, Wikinomics, is subtitled “How Mass Collaboration Changes Everything” and describes the way multiple people can be working on a common product at the same time. This is the way that Wikipedia, the online encyclopedia that has grown larger than the Encyclopedia Britannica, is edited by self-selected users.
When information and services become democratized on a worldwide basis as they have, it fundamentally changes social structures. So it goes way beyond our industry. If you think of the way that organizations now can be created without people ever having to meet one another, or about how entire non-hierarchical, non-governmental, non-corporate societies, such as political organizations, can arise and become very powerful, then you understand just how big these changes are.
Communications is key to decentralization and distributed decision making
---------------------------------------------------------------------------------------------------------------
In Thomas Malone’s optimistic view of the future, the human values of creativity and freedom ultimately triumph, and business leads the way. This explosion of possibilities in work, and everyday life, will flow from the increasing ease and decreasing expense of communicating. Malone sees parallels between the emergence of democracies in political and business worlds, and technological advances in communications. He notes that in the age of the Internet, businesses are growing decentralized, markedly departing from “command and control” organizational models to newer environments where “workers seek advice instead of approval.” Empowered by new technologies, workers will exercise ever greater strength in important decisions -- even while corporations expand and sprawl across borders. Just as the printing press enabled large numbers of people to participate in the politics of their times, so will the Internet and evolving communications technologies enable workers to perform their jobs as more active decision-makers, across greater distances. For evidence of this massive shift, Malone explores the “e-lance” economy, as well as the success of eBay, a company with 130,000-plus off site “sellers” making up a global network of “small store owners.”
Finding the right person at the right time
Finding the right information at the right time
What to do next?
Other working on the same strategic initiative
Dynamic, changing environment
Collaborative
Platform for innovation
Agility of a small business
Learnings from deployment of grass roots technology along with the councils, boards, and working groups.
Technology is just one leg of the three-legged stool.
As we’re talking about fundamentally changing the way people work, we need to think about how to evolve our processes and culture to accommodate for it.
How do we change business processes to let the technology do what it does best?
What new processes can we build around this new technology that we couldn’t build before?
If we build it, how do we know if they’ll come? How do I drive adoption around this new work paradigm? Moreover, how do we do change management?
What kinds of changes do we need to make in the way we lead and manage people?
How do we incent participation?
Transition: These are the kinds of questions CIO’s need to answer as they continue to move the needle from being what the industry refers to as an “Enterprise 1.0” to an “Enterprise 2.0” organization.
Org structure changes
A model is needed for cross-functional decision-making and alignment
Culture of Competition – 3 mid-range router story
Decision Making – Transparent to who made the decision, who is accountable to the decision and does the decision have teeth.
Leadership – 20% might not be able to make the transition
Resources – CEO Conundrum
Accountability – VOIP Shared accountability story… Talk about accountability as a behavior, not a result.
Culture of Competition – 3 mid-range router story
Decision Making – Transparent to who made the decision, who is accountable to the decision and does the decision have teeth.
Leadership – 20% might not be able to make the transition
Resources – CEO Conundrum
Accountability – VOIP Shared accountability story… Talk about accountability as a behavior, not a result.
Protection:
You are responsible: Using social media is personal interaction, not corporate communications. You are personally responsible for the content you provide.
Abide by the rules: Respect copyrights, don’t share confidential or proprietary information, comply with our code of business conduct!
Encouraging participation:
Be Mindful. Your contributions to community discussions are public and will be public and searchable for a long time. Be mindful of the consequences.
Be Respectful: Show that you have listened and be responsive. If you disagree, do it respectfully. Don't use slurs, personal insults or obscenity, and always respect privacy concerns and other issues that may be considered objectionable or inflammatory.
Be yourself: Use your real identity and your real voice. State that you are with Cisco, but don’t use impersonal corporate speak.
Be Honest: Correct any mistakes you make as quickly as possible. Don’t alter older posts without indicating that you have done so. Tell the truth!
Add value: Be well informed, provide worthwhile information and perspective.
Technology is just one leg of the three-legged stool.
As we’re talking about fundamentally changing the way people work, we need to think about how to evolve our processes and culture to accommodate for it.
How do we change business processes to let the technology do what it does best?
What new processes can we build around this new technology that we couldn’t build before?
If we build it, how do we know if they’ll come? How do I drive adoption around this new work paradigm? Moreover, how do we do change management?
What kinds of changes do we need to make in the way we lead and manage people?
How do we incent participation?
Transition: These are the kinds of questions CIO’s need to answer as they continue to move the needle from being what the industry refers to as an “Enterprise 1.0” to an “Enterprise 2.0” organization.
Our platform was created around driving business impact
Tools and processes won’t be adopted and/or deliver quantifiable business value w/o CM and Gov
First look at how to prepare your organization for the upcoming change…
Unmanaged Systems and overlapping technologies have left a Legacy
Lack of instrumentation to report & delete unused spaces
Poor findability results in productivity losses
Inconsistent interfaces impacting User Experience
Ungoverned community creation results in dilution of ‘Single Source of Truth’
Taking a closer look at different Gov models, most companies use a Centralized approach, which is very hierarchical.
On the flipside, there is a Decentralized model, which is a “bottom-up” approach. This model encourages lack of control.
The model that Cisco is leveraging is a Federated approach. Distributed control allows for balance and optimization.
For example, IWE at Cisco has a core workgroup….
For the IWE program we have leveraged the same management structure that Harbrinder referenced earlier – Boards, Councils, and Working Groups.
Now we can see the Federated model in action by referencing how we’ve done things at Cisco…
Important for all guiding principles are balanced, to help drive adoption
Empowerment – the Federated model we saw in the previous slide, enables empowerment. Empowerment is about letting the people take some accountability.
Automation – enablement, efficiency, consistency and scalability
Transformation - cannot do too much at once otherwise Governance model won’t work.
Flexibility – for each organization, to meet their individual needs.
Automation example: Dup and activity checks, renewals
Flexibility and Automation…
Current Volume –
We are currently very limited in regards to how many communities we can launch each quarter, because all requests are high touch and funnel through their organizational representatives.
Future Volume –
There will be an automated approval process for many of the community requests which would be basic - project and program level communities.
Cross-functional communities will still require some level of high-touch but not as intensive as our existing model.
Community Taxonomy and Categories need to exist for the enterprise to build communities.
We have created community categories to help provide structure for community types, filter by them (search), brand categories by using templates to legitimize the content in those communities.
Approval for new communities can be routed to the appropriate approving bodies for each category (i.e. job role, organization/department, customer / partner / account, etc.)
IWE has been a three year journey, and we’ve learned a lot.
Remediation
Centrally decide what’s best for the Company
Balance what we have with what is to come
Create a structure to agree on cross-functional issues and compliance
Governance is a journey
Focus on Change Management and Communicate early and often
Sumer, Mesopotamia – 1st Civilization
True business transformation is accomplished when there is well though out governance and change management strategy. Balance is key.
Created government: made plans and decisions for the common good of people
Paleoanthropologists now date the emergence of anatomically modern humans to ca.150,000 years ago, 143,000 of those years were “wheel-less”. Prior to Sumer, people lived in small tribes scattered about, living in fear of conquest. They were transient.
Sumerians invented the wheel in the 5th Century in Mesopotamia, they also invented the sailboat, first written language, and the measurement of time – 60 minutes, 60 seconds
The Sumerians were the first group of people to document laws. They created ‘city governments’ to develop laws for the greater good of masses.