1. The Social
Organisation
Andreas Klinke Johannsen
Leadership Network & Academy
8. November 2012

2. Hej, jeg er
Andreas Klinke Johannsen
• Digital Strategist (and volunteer firefighter)
• andreas.joh@nnsen.dk
• @andjohan
• LinkedIn: linkedin.com/in/andreasjohannsen

3. Intro

4. The “Social
Organisation”?

5. The organisation is social per definition
The Social Organisation refers to the
organisational use of digital, social tools

7. http://www.flickr.com/photos/spreenkler/
You need to find an answer to a problem at work.
What do you do? (raise your hand)
Look it up on the intranet?
Ask a colleague?
Ask someone in your network outside the organisation?
Google it?

8. Problems

9. Problems in today’s companies?
» Are we efficient enough?
» Are we innovative enough?
» Are we sharing knowledge?
» Do we have access to the
right human resources?
» Do we have a common culture
across divisions/countries?

10. What is our job?

12. Answering emails
—⇥really?!

13. 71% agree that it is easier to locate
"knowledge" on the web than to
find it within their internal systems.
⇥
AIIM Industry Watch Collaboration and Enterprise 2.0, 2009

15. 1997√ Efficient
√ Innovative
√ Sharing knowledge
√ Homogenous culture

16. 2001
— 63 employees
— specialised departments
— complex processes
— 5 countries

17. Two primary tools:
Intranet and mail

19. Traditional ways of
evaluating intranets:
— Usability
— Structure
— Content/news
But why do we have an intranet if it’s not for:
— Collaboration
— Productivity
— Building organisation
http://www.intrateam.dk/da/artikel/chr-hansen-har-danmarks-bedste-intranet
The Best Intranet in Denmark 2010

26. Work
Collaboration
Communication
Information

27. But the intranet is
primarily designed for
information and “usability”

28. Outlines for
solutions

29. People are social and work through relations
We need digital tools to support our relations

31. In a McKinsey survey of executives at 4,200 companies
around the world, 70 percent said that they were using
social technology in some ways and 90 percent of
those said they were seeing some degree of business
benefits.
Yet only 3 percent of companies could be identified
as fully networked, meaning that they were achieving
substantial benefits from use of these technologies across
all parts of the organization and with customers and
external partners.
McKinsey Global Institute, July 2012

32. McKinsey Global Institute, July 2012
“Most importantly, we find that social
technologies, when used within and across
enterprises, have the potential to raise the
productivity of the high-skill knowledge workers
that are critical to performance and growth in
the 21st century by 20 to 25 percent.”

35. Social tools use network structures to
share knowledge and facilitate collaboration

36. 37
We need to have a presence to develop
and maintain a common culture

37. Some tools can include external nodes
in organisation’s networks

38. Cases

39. DKW

40. German-English Investment Bank.
6000 employees.
Now part of Commerzbank.

41. Problems:
Email and meetings
takes too much time

42. Introduced wiki primarily for meetings
and marketing material
“For early adopters, e-mail volume
on related projects is down 75%;
meeting times have been whacked in half.”
(CIO, J.P. Rangaswami)

43. Advodan

44. Biggest chain og laywers in Denmark
Motto: “The network makes the difference”

45. 500 employees
37 offices across Denmark

46. Most important feature on website:
Find a person that can help me
in my area!

47. Yammer –<yammer.com

48. Who do I know that...
— knows...
—⇥can help me doing...
— can be part of my project...
— can connect me to...

49. An intranet centered around
people, skills and conversations
Intranet now primary tool for sharing
knowledge within areas of expertise
and across offices
Intranet now primary tool for
sharing knowledge
Higher job satisfaction

50. Discussion

51. What does it take?
(not counting technology)

52. Equally relevant for all
types of organisations?

55. Relation between
organisation and culture?

56. Internal/
eksternal