10 Strategies For Getting the Most Out of your Social Intranet

10 Strategies for Driving Business Value
with Social Intranet Software
by Dion Hinchcliffe

2
Introduction
Dion Hinchcliffe
• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• Social Computing Journal – Editor-in-Chief
• http://socialcomputingjournal.com
• ebizQ’s Next-Generation Enterprises
• http://www.ebizq.net/blogs/enterprise
• http://dachisgroup.com
• mailto:dion.hinchcliffe@dachisgroup.com
• Web 2.0 University
• http://web20university.com
• : @dhinchcliffe

Overview
• Examination of social computing strategies
• With a focus on Enterprise 2.0 and social
intranets
• Pragmatic exploration of how they can best
promote effective business results
• We’ll look for evidence of which techniques
work best.
• We’ll talk about how to realize them.

® 2010 Dachis Group. Confidential and Proprietary
AT&T | August 2010
The 2.0 Adoption Council
• Over 200 large firms
• Practitioners of
Social Business and
Enterprise 2.0
• Only companies with
over 5,000 employees
• Our research and
insight into these
hundreds of firms
drive best practices
and lessons learned

Social Intranet Summit | Dachis Group | October 2010
The drivers for next-generation business
• Pervasive global connectivity
• New friction-less interaction
platforms
• Focus on network effects
• Information superabundance
• Inherent transparency,
openness, and broadcast
• The rise of social capital

The Map of Social
Business Opportunity
Creating new rapid
growth online products
powered by:
• Peer Production
• Jakob’s Law
• The Long Tail
• Blue Ocean
• Network
Effects
Reinventing the
customer relationship
to drive revenue:
• Customer Communities
• Customer Self-Service
• Marketing 2.0
Driving costs down through
less expensive, better 2.0
solutions:
•Lightweight IT/SOA
•Enterprise mashups
•Expertise Location
•Knowledge Retention
Improving
productivity and
access to value:
•Enterprise 2.0
•Open APIs
•Crowdsourcing
•Prediction Markets
Business Remodeling
and Restructuring
•BPM 2.0
•Employee Communities
•Cloudsourcing
•Pull Systems
Change Management
•Transformation Communities
•2.0 Education
•Capability
Acquisition
Fostering
Innovation
•Internal Innovation Markets
•Open innovation
•Database of Intentions
Leveraging Innovation
•Product Incubators
•Open Supply Chains
•Product Development 2.0
•Some Rights Reserved
Innovation
Transformation Cost Reduction
Growth
Current
Business
State

The Story of KatrinaList & XM Radio
• Hurricane Katrina
– Survivors emerged and announced
where they were on their blogs
– People watching the Web’s
syndication “ecosystem” noticed
the reports
– A small group collected the reports
out of the blogosphere and
centralized the listing
– Over 50,000 survivor reports in the
first 3 days after the disaster
– Emergent phenomenon
– A critical example for how to rethink
solutions to traditional problems in
a 2.0 world in which we can
actually tap collective intelligence
• XM Radio
• Community for Customer
Service
The Social Business Lesson: It’s far better to
enable hundreds of opportunities in your community
rather than do everything yourself

The Elements of Social Business
Social Businessenterprise ecosystem
customers +
world
business partners
workers
Dynamic Signal
Metaﬁlter
Hivemind
Ecosystem
The signiﬁcant social computing trends of the last half decade
Web 2.0
Crowdsourcing
Social CRM
Enterprise 2.0
Social Media
Online Communities
integrated vision
intranet
extranet
Internet
High value, high scale,
cost effective, and
emergent business
outcomes
The strategic application
of social computing to
enterprise challenges:
Social Business Design
Source: Dion Hinchcliffe, Dachis Group, 2010 http://dachisgroup.com

What are the key elements
of a social intranet platform?
• A holistic social view community that meets
business needs
• Software that puts people and their
relationships at the core of their function
• User proﬁles that list all of the connections you
have with others
• Activity streams that display an ongoing set of
events and messages taking place in your
social environment
• Other social applications that makes most
activity public by default

Microblogs
Business
Trading
Partners
World Wide Web
Customers + Public
Trust, Engagement, Reputation
The Social Web
Public Social Networks
Interaction and Social Business
E2.0 Workﬂow
Uniﬁed Comm 2.0
E2.0 Compliance
Community Mgmt Social Web Tech &
Standards
Us
B2C
B2B
Customer
Communities
Worker
Online
Community
Driving the Agenda:
Today’s Social Networking
Landscape
1-2 billion
people

The Evolution of the
Enterprise Intranet
Welcome page with essential
company information
1.0
Bulletin board with basic
company communications
1.1
Corporate newsletter with news
items & simple doc management
1.2
Help desk with simple transactional
features (employee directory)
1.3
Corporate apps - More complex
transactions like eHR and self-service
1.4
1.5
Enterprise portal - Integrated identity,
content, and applications
Basic social features such as limited
blogs, wikis, and discussion forums2.0
Social networking - User proﬁles,
activity streams, and microblogging
2.1
Social operating system - Social apps
drive internal and external work
2.2
1990s
2000s
2010s
From http://blogs.zdnet.com/Hinchcliffe
Most
organizations
are here
today
•Basic intranet presence
•Informational directories
•Content push
Theme
•Content management
•Self-service
•Productivity apps
Theme
•Peer information sharing
•Collective intelligence
•Social business solutions
Theme

Internal vs External
Social Networking
Becoming
highly
porous

Signiﬁcant Recent Examples
• TransUnion - 50x ROI in high
value scenarios
• IBM - 29% reduction in e-mail
volume
• Siemens - Eliminating e-mail
entirely
• GE - Entire company has
transformed to enterprise social
media + UC

The social computing
challenges
• Cultural “chasms”
• Disruption
• Cost
• Risk
• Difﬁculty
• Repeatability

The biggest challenge is in
changing our thinking
However, it’s invariably a
people problem:

Where Can Social Intranets
Best Be Applied?
Product Development
Marketing
Sales
Operations | IT | Back Ofﬁce
Line of Business
Customer Service
crowdsourcing
online
community
cloud computing
mashups
open APIs
SaaS
Enterprise 2.0 &
Open Business Models
social analytics,
enterprise search
(social media
in the
enterprise)
Product Development 2.0

No small system can withstand
sustained contact with a much
larger system without being
fundamentally changed.

The motive forces of
21st century business
• Network effects
• Peer production
• Self-service
• Open business models
• New community power
structures
that we
know of so
far
^

Why are good Social
Business platforms
different?
• Maturation of techniques
that leverage how people
work together best
• Realization of the power
of emergent solutions
over pre-deﬁned
solutions
• Nearly zero-barriers to
use
• Highest degree of visible
shared value
• As well as...

The 2010 Social Business
Landscape

Strategies for Driving Business
Value with Social Intranets
10

1Deﬁne Your Problem First,
Select Your Technology Second

2Understand Why Social
Software Works and Focus
on Those Aspects

3
Effective enterprise search is a
central pillar of a successful social
intranet and is the key to ROI

4
Invest in a robust community
management capability, itʼs the
keystone of a social intranet

5Everyone needs a little collaborative
literacy, make sure they get it.

6
Social intranets arenʼt like classical
enterprise software;
Actively encourage emergent and
unintended consequences

7
Pick the right social platforms;
social is not a single product.
Also, itʼs OK to get it wrong, once

8
Donʼt make it optional.
Donʼt make it a second class citizen.
Provide clear usage policies.
Social
Intranet

9“You Can Skip the Pilot”; or
“Your Pilot Is Your Rollout”

10
Social intranets are a platform,
not an app.
Leverage the platform.

Other Key Lessons

Best Practice: Understanding how to set
up next to the old guard
• How are duplicate functions
dealt with?
• What about vertical apps that
are going social?
• What is the system of record
for knowledge?
• How does unstructured data
get turned into intelligence?
• Where does social identity
lie?
• Is one social business
platform the answer?
• Do you use a portal approach
or a side-by-side approach?
• How do customers and
partners get integrated?
ECM DMS KM Portal Uniﬁed
Communication
Enterprise 1.0 Enterprise 2.0
IT
evolution
Wikis Blogs
Social
Networks
E2.0
Suitesmicroblogs
community
platforms
The Context
CRM
Social
CRM
User
Proﬁles
Forums
integration

Best Practice:
The Enterprise 2.0 Checklist
• SLATES
–Search
–Linking
–Authorship
–Tagging
–Extensions
–Signals

SLATES unboxed...

SLATES, revised:

Best Practice: Overcoming the fact that
the enterprise is not the Web
• We want to replicate the
positive aspects of
consumer social platforms
in the enterprise
• But our infrastructure is
usually not very Web-like,
creating signiﬁcant
impedance and diluted
results
• Requires augmentation and
adaptation to reproduce the
same or similar results
• Linkability, SEO of social
knowledge, federated
search, etc.

Best Practice:
Lightweight Master Data Management
This is how your IT department will look at what comes out of your social environment
• Heading off legal,
compliance,
record keeping,
Sarbox,
enterprise search,
and much more.

• User Generated Structure
–Freeform text applied to information
–Can be supported by site
• Or provided by a site that enables it
–After data is tagged, a list of all tags used is
extracted
–Emergent structure instead of upfront, and predeﬁned
(guessed)
–Opposite of taxonomy
–Hewlett Packardʼs ﬁndings
• http://www.hpl.hp.com/research/idl/papers/tags/
Best Practice: Tagging and folksonomy

A cognitive analysis
of tagging…

Best Practice: Focus on Enabling the
Highest Value Interactions
• Increased levels of productivity that were inaccessible until now
• Enablement of tacit interactions on a previously unknown scale
(Source: McKinsey & Company)
Enterprise 2.0 has
the potential to
increase productivity
in complex
interactions, where
previous attempts
have largely failed

Best Practice: Measure Your ROI
Early and Often
• The good: Project costs
tend to be lower than
classical IT efforts
(Example: Transunion, $50K to reap $2M+)
• The bad: ROI is hard to
measure because of
cause and effect chains
• But when I is low, R is
easier to reach
• Measure what you can
and analytics will help
• The net ROI numbers
coming in today are
hovering around 1-10x
ROI

The Trouble with ROI and Social

Best Practice: Focus your platform on
what is inherently good and effective
about social

Best Practice: Having a social business strategy
and process with all the necessary moving parts
1 Identify
2 Prepare
3 Assess
4 Pilot
5 Roll-Out
6 Manage
Business Opportunities, Risks, Silos, Priorities, Budgeting
Create strategy, communicate plan, set expectations, develop policies,
raise awareness, build skills, development infrastructure, measurement plan
Understanding competencies, determine stakeholder’s needs/concerns,
understand grassroot initiatives
Create social computing environment, build capabilities, capture lessons learned,
build critical mass
Expand audience and reach, incorporate lessons learned
Community management, guide-direct-moderate (don’t control)

Example Social Business Strategy
Risk Management & Change
Management
Social Computing Patterns and
Best Practices
Top
Down
Social Computing Strategy,Architecture, Policy, and Governance
Enterprise Vision
Local Problem Solving
Corporate Initiative
Community Management & Support Processes
Content Management
Tools & Infrastructure
Project Management
Knowledge Management Business Intelligence
Delivery Models Communication Plan
Access, Search, & Discoverability
Business Needs & Requirements Exploiting Ad Hoc Opportunities
Security & Identity
Bottom
Up
The Anatomy of an
Social Business Initiative
Cultural Change
Reactive Response
Cost Cutting
Viral Adoption

Best Practice: Selecting good social
business platforms

Enterprise 2.0 Ecosystem
SOA
deeply
linked
structure
(WOA)
Peer Produced
Intranet
Internal Business
Applications and Databases
Enterprise 2.0
Applications
Blogs and Wikis
(Social Media)
Prediction Markets
(External and Internal)
Enterprise Social
Network
Industry Social
Network
Other Web 2.0 Tools
(del.icio.us, Flickr,
Twitter, Friendfeed)
Enterprise MashupsEnterprise Federated
Search
participation
Other
Backofﬁce
HRM
ERP
SCM
CRM
consumption
Customer
Community
Traditional
Enterprise Systems

Microsoft SharePoint:
The Default Enterprise 2.0 Platform
• About 80% of large organizations already
have and are using SharePoint/MOSS
• Capable document-management tool
• Not perceived as an adequate Enterprise
2.0 platform
• Frequent Criticism: Requires heavy
customization, has poor social computing
capabilities, and is difﬁcult to use, too
structured, and heavyweight
• Often your ﬁrst and/or biggest challenge

Best Practice: Reconciling with portals
• 70% of those surveyed intend
to use Enterprise 2.0 in
portals.
• Widgets, Portlets, JSR-168,
WSRP
• Ajax and Web apps in portlets
• More and more E2.0 providers
realize the importance of
making portal-ready products
- Oracle and IBM in particular
- Concerns:
Social identity
Social graphs
Social applications (OpenSocial)

Best Practice: Getting it done
• Grassroots adoption
is a leading success
pattern
• CoIT is leading to
more autonomous
rollouts that are
reconciled later
• Lesson: Social
business can be
effective driven by
the business alone
• Be careful out there
though, IT can help
or hinder, either way

Adoption Strategies
• Gain and Enlist Peer Support and Overcome Turf
Issues In Advance
• Align Enterprise 2.0 Strategy to Business Strategy
(Find A Problem To Solve)
• Develop a Simple, Clear Business Case
• Provide Strong Leadership and Sponsors for the
Enterprise 2.0 Function(s)
• Design Measures Aligned to Business Processes
• Allow Users to Form Subcommunities

• Listen to the Users, Involve Them in the Design
• Simplify the Access and Production of
Knowledge
• Develop a Clear Communication Plan to
Promote the Effort
• Involve all the Key Stakeholders, Eventually
• Integrate all forms of Communication and
Documentation)
• Develop a Clear Motivation Plan that Aligns
with Current Incentive Plans
Adoption Strategies Pt. 2

Best Practice: Social Analytics
• Understanding “human relationship capital”
• In reality, just getting insight to yours and othersʼ
social graphs
• A brand new ﬁeld but is already resulting in some
interesting applications
• Needed to measure results and manage the
community

Example: Facebookʼs Friend Wheel
• http://apps.facebook.com/friendwheel

Best Practice: Help Users Cultivate Weak Ties
Source: Bokardo
• “Volume control”
on what enterprise
conversations to
hear
• Smart follower
recommendations
• Expertise location
features
• Random follower
• Introductions
(facilitated by
community
management, etc.)

Reputation Systems
• Plug-ins or E2.0 application features that
allow user feedback of contributions
• Including posts, comments, and even tags
• Example: LiquidPubʼs
• Allow quality and portable reputations to be
established over time in E2.0 ecosystems
• Most useful for newish or large social
business environments

Best Practice: Expertise Location
• Workers spend 20% of their time
looking for the info they need to do
their work
• Especially true before tacit
knowledge can be captured broadly
in social business systems
• Allows identiﬁcation of tacit
expertise not previously widely
known
• Uses the public contributions and
reputation to develop proﬁles of
individuals in the organization
• Vendors include AskMe, Success
Factors, Autonomy, Sopheon, and
others.

Best Practice: Community Management
• Guiding, supporting, and
mentoring social groups
• Now considered critical for
successful long-term health of
social business platform
• Helps organizations achieve
speciﬁc objectives with Enterprise
2.0 including adoption and
sustainability
• Has proven invaluable at
organizations with signiﬁcant
success:
- Stories: SAP, CIA Intellipedia

Community Management, Contʼd
• Critical Success Factor: The quality
of the community management
team will directly determine the
success of an Enterprise 2.0 effort
• Locating it has been a challenge for
many (IT, HR, customer service,
portal team, ECM team, project
team, even marketing)
• Enlist volunteers from the
community as well as dedicated
workers

Breakdown of Social Business Effort
• Social Business efforts appear to consume
resources in roughly the following proportion:
- Tools: 15%
- Integration, Customization: 25%
- Community Management: 25%
- IT Support: 15%
- Project/Change Management: 20%
• Your Mileage Will Vary, But Not That Much

Case Study: Investment Banking
• Dresder Kleinwert Wasserstein
(DrKW)
• Used for Prof. Andrew McAfeeʼs
article introducing Enterprise
2.0
• Included both blogs and wikis
– Uptake was not automatic
– “depended greatly on decisions made
and actions taken by managers”

The DrKW Story
• Pioneers in the IT department at its London
ofﬁce sent a program called Socialtext to
several groups to see how it might be used to
facilitate different IT tasks.
• The wiki program spread so quickly that DrKW
then decided to launch its own corporate wiki.
• By October, 2006, the bank's 5,000 employees
had created more than 6,000 individual pages
and logged about 100,000 hits on the
company's ofﬁcial wiki.

Adoption Challenges at DrKW
• Initial efforts at Dresdner confused employees
and had to be reﬁned to make the technology
easier to use.
• More important than tweaking the technology
was a simple edict from one of the proponents:
– “Don't send e-mails, use the wiki.”
• Gradually, employees embraced the use of the
wiki, seeing how it increased collaboration and
reduced time-consuming e-mail trafﬁc.

DrKW Continued
1) Ease of Use
2) Little or no
upfront structure

DrKW: The Role Managers Played
• Providing a receptive culture
– “Iʼm not sure wikis would work in a company that didnʼt already have 360-degree
performance reviews”
• Offering a common platform
– Reduced fragmentation and encouraged connections between different groups
• An informal rollout
– Reduced constraints
and policy
• Managerial support
– Leading by example

Key Lessons Learned at DrKW
• Lesson #1: Viral adoption works. Once one group became
committed wiki users, both companies say, the trend inevitably
spread.
– In March, 2006, the Dresdner Kleinwort wiki had 20,000 monthly hits. By October,
that number had quintupled, often because one unit convinced another to start using
wikis.
• Lesson #2: Simple, clear messages about the tools and participation
by leaders leads to the necessary behavior changes in employees
• Lesson #3: Not just better collaboration. A new type of
collaboration:
– It was “a watershed moment to ﬁnd a tool that orchestrates a virtual free-flowing jam
session of ideas across different groups and units within the company—something
that's crucial for an organization that thrives on out-of-the-box thinking.”

Questions
Slides:
dion.hinchcliffe@dachisgroup.com

10 Strategies For Getting the Most Out of your Social Intranet

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