Social media and intranet case studies, best practices, & evolution by Toby Ward.
View Article  Social business is nothing new

(SAN JOSE, CA) “Digital work became more social… but work has always been social,” says Thomas Vander Wal, InfoCloud Solutions, addressing the KM World 2009 conference. “Businesses by nature are social – you need to have people in your organization talking to each other.”

 

Drivers of social media and enterprise 2.0 include:

 

  • Office productivity tools are not efficient for collaboration
  • Social tools augment face-to-face
  • Volume of information has grown
  • Gaps in enterprise tools, CMS, and other traditional work tools
  • Individuals are making a difference
  • Ease of sharing & connecting with others
  • Easier knowledge capture

 

“All of this is similar to e-mail in the 1990s. It was a strange new way of thinking… and now we’re using social tools and saying the same things that we did about email," adds Vander Wal.

 

“Social software creates a lot of information – many layers of information. We need tools to understand this information and structure for understanding.”

 

Vander Wal cites the 1–9–90 rule (Charlene Li) that helps understand the ‘who’ in social media: 1% creates the information; 9% curates it; 90% merely are consumers of the information.

 

SOCIAL MEDIA ON THE INTRANET

 

“We’re looking at our intranet and it’s an utter mess. Something is really broken here,” says Thomas, emulating a typical intranet client. “Social media helps fill in some of the gaps in the enterprise tools (example: BBC intranet: 115% wiki use in 7 years).”

 

When comparing Web 2.0 and Enterprise 2.0 Vander Wal has a clever analogy: Web 2.0 is like tunneling through a mountain (it’s tough to sort out the context in the mass of information, and problems are merely small cracks in a large mass); Enterprise 2.0 is like tunneling under water (it’s easier to get started, but problems quickly become massive problems). “Web 2.0 is about numbers of users, Enterprise 2.0 is about % of users (% of employees using social media).”

 

Vander Wal encourages the need for "social comfort" for employees:

 

  • Comfort with others (people to interact & share with)
  • Comfort with tools
  • Comfort with subject matter

 

“It’s been said that walled gardens are bad for the enterprise, but they give comfort to employees,” says Vander Wal, citing Andrew McAfee’s opening keynote at KM World 2009. “What we really want are comfortable walled gardens with permeable walls.”

 

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Follow Thomas on Twitter: www.Twitter.com/VanderWal

Follow Toby on Twitter: www.Twitter.com/TobyWard

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View Article  Enterprise 2.0: key ingredients & barriers

(SAN JOSE, CA) “Enterprise 2.0 is the use of emergent social software platforms by organizations in pursuit of their goals,” says the man who coined the phrase, Andrew McAfee, Principal Research Scientist, Center for Digital Business, MIT Sloan School of Management; Author, Enterprise 2.0.

 

“A key word is emergent… we’ve always been good at imposing things on people,” adds McAfee, who was addressing the KM World 2009 conference in San Jose. “What we’re now doing is not dictating what people need to do… but instead throwing out a technology blank slate, and letting people fill it in.”

 

Key ingredients for Enterprise 2.0 success:

 

  • Altruism: People want to help (stop obsessing about risks)
  • Process: Beware of the ‘one best way’ (use tools that let structure appear)
  • Innovation: Expertise is emergent (build communities that people want to join)
  • Intelligence: Crowds can be very wise (experiment with collective intelligence)
  • Benefits: Real, measurable benefits (increased innovation, employee satisfaction)
  • Impact: Sitting this one out is a bad idea (look at technology with fresh eyes

 

“I think it’s (Enterprise 2.0)  as big a leap forward in the 90s as enterprise-level technology (e.g. ERP),” stresses McAfee. “We’re not going back to business as usual.”

 

However, McAfee emphasized that failure is common and that it is, in fact, easy to ‘snatch’ defeat from the ‘jaws of victory’ by not avoiding some common barriers:

 

  • Declare war on the enterprise (“Its bad marketing to management.”)
  • Allow walled gardens to flourish (silos kill)
  • Accentuating the negative (spend less time on the risks)
  • Try to replace email
  • Fall in love with features (we don’t want more, keep it simple)
  • Overuse the word “social”

 

McAfee concluded his keynote address to KM World 2009 with the following quote from futurist Norbert Weiner in 1954: “The world of the future will be an even more demanding struggle against the limitations of our intelligence, not a comfortable hammock in which we can lie down to be waited upon by our robot slaves.”

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View Article  Innovative intranets

(SAN JOSE, CA) While an innovative intranet may be cool, and look great, a truly innovative intranet delivers true value and advances an organization's standing in its industry.

The Intranet Innovations 2009 report celebrates the winners of the 2009 Intranet Innovation Awards, produced by Step Two Designs, sharing remarkable ideas from across the globe.


Intranet Innovation Award winner, SabreTown (Sabre's social networking for employees)

Winning entries include intranets from all over the World including:

  • CRS Australia (Australia)

  • IDEO (USA), IBM (USA)

  • SunGard (USA/NZ)

  • NYK Group (UK)

  • Sabre (USA)

  • COWI (Denmark)

  • ChTPZ (Russia)

  • Prophet (USA)

  • AEP (USA).

The Intranet Innovations Awards celebrate new ideas and innovative approaches to the enhancement and delivery of intranets.Now in their third year, the awards have uncovered many innovative ideas from across the globe. Use these ideas to gain senior management support and to deliver an ever-better intranet.

For example, AEP, a US-based electric utility have created an online ideas system that has identified $8 million in savings, $2 million in the first month alone.

With winners across four categories (core functionality, communication and collaboration, frontline delivery and business solutions), there are valuable ideas for every intranet team.

The 198-page Intranet Innovations 2009 report shares the full results of the awards, including screenshots and details of the winning entries.

For more information:

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View Article  Intranet design
This is the story of a very profitable, successful, large enterprise that spent over $2 million on their intranet. When the intranet launched, it crashed in seconds. It has never gone live again (more than a year later).

Leaving an intranet design to the whim of a designer, a creative agency or any individual not working from a sound blueprint represents poor judgment, management, and is a recipe for disaster.

Sound intranet design follows a process that incorporates:

1- Business requirements (as expressed by management)
2- User requirements (as expressed by employees)
3- Strategic & functional planning
4- Governance
5- Best practices & usability

The process for arriving at the stage where a designer applies color and images to a design concept is one that should be taken seriously, and if done properly, may take a number of weeks. This process is the underlying foundation of a successful intranet design, one that is examined and outlined in the webinar Intranet Design – A Business Approach to a Winning Design.
Note: not all 25 intranets profiled during this webinar, but not are available for distribution. 

The story of the failed intranet, and the squandering of more than $2 million and years of worker hours, is ultimately a story about a failure in planning. Without sound requirements that drive a thorough intranet blueprint, culminating in the intranet design, your intranet risks failure.

Read More on Intranet Design:
Leading an intranet redesign
Intranet redesign: rolling content inventory
Intranet redesign: building a business case

Building an intranet blueprint

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