social media: implications for technology and the organisational/employee interface gareth glover...
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Social Media: Implications for Technology and the Organisational/Employee Interface
Gareth Glover & Bowen Pan, Deloitte
© 2009 Deloitte Touche Tohmatsu
© 2009 Deloitte Touche Tohmatsu
© 2009 Deloitte Touche Tohmatsu
5
OK – so maybe a little more technical and specific:
What exactly is Web 2.0 / social computing?“Web 2.0” or social computing can be best described as:
A paradigm shift to user-generated content
Extending the control and flow of information to the users and communities that consume it
Trusting users as both participants and co-developers of the features and content we interact with
Embracing collaboration and “the wisdom of the crowd” for collective value
Web 1.0“Interrupt the mass audience”
Structured
Siloed
One size fits all
Passive audience
Top-down, one-directional
Web 2.0“Engage the individual”
Flexible
Collaborative
Communities
Engaged users
Top-down, bottom-up, and lateral
Power lies with: institutions, platforms, and technology
Power lies with: users, communities, and experiences
Mass audience
Company
Push Provide
Company
Push
Pull
Targeted, participative Targeted, participative audienceaudience
6
Basic Web 2.0 Concepts
• “Wisdom of Crowds”: the process of taking into account the collective
opinion of a group of individuals rather than a single expert to answer a
question. Wisdom of crowds forms the foundation of “crowdsourcing” –
a process whereby problems are broadcasted to an unknown group of
solvers in the form of an open call for solutions. Examples of this
include Wikipedia, Yahoo! Answers and vark.com.
• “The Long Tail”: a concept which describes the ability for social media
and online services to sell a large number of unique items, each in
relatively small quantities. Examples of this include Amazon and
TradeMe.
• “Peer to Peer”: a relational dynamic organized through the free
cooperation of equals in view of the performance of a common task, for
the creation of a common good. Within such a network, with forms of
decision-making and autonomy are widely distributed. Peer to Peer
(“P2P”) forms the foundation of a “social network”.
© 2009 Deloitte Touche Tohmatsu
Its moving fast .....
8
Examples of social computing tools
Chances are, you’re probably already using (or at least familiar with) one or more social tools or sites.
When you hear... Think of... Here’s what it is...
Socialnetworks
Technology that allows users to leverage
personal connections to link to and
communicate with friends, family,
colleagues or others with shared interests
Blogs
Simple online journal entries or update
messages which support text, photos or
video
Wikis
Collaborative Web sites that allows users to
easily create and edit the content,
leveraging the expertise of its users
RSS
(or “Real Simple Syndication”)
Technology that lets users subscribe to,
collect, and read regularly updated
content feeds such as blogs, sound files,
news, weather, and other information
Social tagging & bookmarking
(or “Folksonomies”)
Allows users to store bookmarks they
wish to remember / share publicly and tag
the bookmarks to facilitate searching and
sharing with others
9
Examples of social computing tools (cont’d)
When you hear... Think of... Here’s what it is...
Media sharing
sites
Websites that allow users to easily view,
share, rate, and/or respond to media
such as photos, video, and documents
without the need to install any special
software
Presence
(or “Microblogging”)
Very lightweight and portable software
which allows users to share their status by
publishing brief text updates, typically via
the web, text messaging, IM, or email
PodcastsOnline audio or video that users can
download to a device for offline
consumption
Social review
sites
Websites that allow users to search for
peer reviews on a product or service, as
well as to contribute their own ratings &
comments
MashupsA web service that allows users to easily
aggregate content from multiple
sources, creating additional value
Virtual worldsVirtual simulated environments which
users inhabit and visually interact in
through avatars and other media
© 2009 Deloitte Touche Tohmatsu
© 2008 Deloitte Touche Tohmatsu
The organisational/ employee interface
... is your organisation ready to embrace the coming change
12
Our employees are changing
We now have four generations of employees in the workforce, each with their own communications perspectives and preferences.1
VETERANBorn before 1946
BOOMER1946 - 1964
GEN XER1965 - 1981
GEN YER1982 - 2000
Style Formal Semiformal Not so serious; irreverent Eye-catching; fun
Content Detail; prose-style writing Chunk it down but give me
everything
Get to the point; what do I
need to know?
If and when I need it, I’ll
find it online
Context Relevance to my security;
historical perspective
Relevance to the bottom
line and my rewards
Relevance to what matters
to me
Relevance to now, today
and my role
Attitude Accepting and trusting of
authority and hierarchy
Accept the “rules” as
created by the Veterans
Openly question authority;
often branded as cynics
and skeptics
OK with authority that
earns their respect
Tactics Print Conventional mail Face-to-face dialogue Phone Some online information
Print Conventional mail Face-to-face dialogue Phone Online tools & resources
Online Instant messaging Conference calls Some face-to-face (if
they’re really needed)
Always online Wired through multiple
devices seamlessly Communicate with the
world
Speed Attainable within
reasonable time frame
Available; handy; easy to
get to
Immediate; when I need it;
I’ll ping you
Five minutes ago
Frequency In digestible amounts As needed Whenever Constant
13
Expectations of employees are changingWe can expect an ‘expectation wave’ for usage and adoption of social media as our incoming workforce brings their social computing habits with them.
Generation Y characteristics:
Matches the Baby Boomer generation in size and will be entirely integrated into the global workplace within the next ten years
Responds best to more networked, less hierarchical organizations; and places a high sense of importance on their workplace relationships
Consumes information differently from their Gen X or Baby Boomer colleagues
The upcoming “crew change” will make it increasingly important for employers to attract Generation Y with the tools and information they need to be successful.
More than three-fourths of workers age 20-29 believe that the “social” aspects of work (e.g., connectedness, collaboration) are very important to their overall sense of job satisfaction.
However, about two-thirds of employees from all generations believe that their organization’s leaders do not have a clear understanding of Gen Y’s communication preferences and perspectives.
15
Social networking plays a big part in talent retention and the way knowledge workers ‘get the job done’
One of the top reasons employees leave their companies within their first three years of employment is a lack of connectedness & sense of belonging to the organization
In fact, 90% of employees make the decision to stay at a company (or not) within the first six months of their tenure, underscoring the need for robust on-boarding and assimilation
Even entry-level employees are required to digest vast amounts of information, collaborate across geographical & hierarchical boundaries, and continuously multi-task & make quick decisions, all amid a flurry of distractions
Percentage of Employees Who Have Left Their Job Because They Felt Disconnected from the Organization
Many employees find themselves at odds with their work environment and require solutions
which will help facilitate communications, connectivity, information sharing, and productivity.
Participate
70%
I Feel Most Productive at Work When I Am Surrounded by Colleagues with Whom I Have a Good Working Relationship / Rapport
16
Online content usage by adult internet users in the U.S.1
45% of adults visit social networking sites on a weekly basis
29% of adults visit user generated content (e.g., YouTube, Photobucket) sites weekly
U.S. IT professionals who actively participate in work-related online communities2
Many employees are forming online social networks of their own with their work colleagues
There is evidence that social computing has been gaining significant traction outside of its
most youthful base of users.
Do not participate
30%
Participate
70%
Employee perspectives
Benefits to the Enterprise
© 2009 Deloitte Touche Tohmatsu18
Gen Y employees are
replacing the current generation
FACT #1
of employees
© 2009 Deloitte Touche Tohmatsu19
Gen Y employees will bring their
personal communication habits
FACT #2
into the workforce.
20
Enterprise social computing benefits
Staff Engagement:
Gain and maintain employee trust and respect for both the organisation and with each other, especially important in the current tough economic conditions, through staff engagement (both employer to employee and employee to employee);
collaboration and more streamlined communication
Turn that trust and respect into productive, profit driven activities through collaboration and more streamlined communication.
Trust & Respect for the
Organisation
Productivity + Increased Profits
21
Enterprise social computing benefits – Enterprise 2.0W
isdo
m o
f the
C
row
ds
The
Lon
g T
ail
Pee
r to
Pee
r
Staff Engagement
Collaboration
Enterprise 2.0
Gen Y Enters the WorkforceFundamental Society Changes
Web 2.0 Characteristics
Web 2.0 Values to the Enterprise
Enterprise for the Web 2.0 World
· Employees create connections (intentionally or unintentionally) with one another and expand their base of trusted colleagues
· Establish and maintain strong workplace relationships
· Immediate feedback between management and employees
· Transparency of all information for employees at all levels
· Commitment and belonging through empowerment
· "Sense of community" increase employee satisfaction
· Quickly on-board and connect new hires
· Non-intrusively understand and address employee issues
· Attract talent who view collaborative, social technologies as a workplace necessity
· Better alumni relations through a strong online community
Talent Acquisition
Talent Retention
Peer to Peer Trust
Morale Reinforcement
Staff Engagement
Staff Engagement Case Studies
Best Buy uses its employee-only social networking site - Blue Shirt Nation as a window into employee opinions and viewpoints. On one occasion, executives got an inside view of just how important the employee discount was to employee engagement and decided that it was better for business to keep the program in its original form.
The U.S. intelligence community dispelled the perception that web 2.0 only engages with the younger generation by creating an internal wiki, Intellipedia, to bolster information sharing across 16 U.S. spy agencies in a post-September 11th world by combining human intelligence feeds-- Intellipedia’s top contributor is a 69-year old analyst.
The Home Depot enabled colleagues or bosses to recognise, praise, or write quick notes of appreciation to other employees on its internal social network -- a feature which helped motivate Gen Y workers
Dow taps into the company’s global retiree & alumni base through DowConnect, its corporate social network for potential contract opportunities when there is a talent shortage
The State of Missouri established their own Second Life island, “Eduisland3,” to nullify the perception of the public sector as technology laggards and attract tech-savvy twenty- to thirty-somethings. Its virtual job fairs were so successful that Eduisland3 now has nearly 10M residents.
Collaboration
Collaborative Feedback
Innovative Workforce
Streamlined Communication
· Harness innovations by unlocking creativity and ideas from any area of the company
· The diverse group feedback accelerates the problem-solving process and draws on collective talents and knowledge.
· Create a repository of reusable intellectual assets that is fresh and current
· More unconscious, and ubiquitous contribution to the knowledge base
· Productivity gains by rapidly getting information into the hands of people who need it
· Accelerate review cycles
· Test and refine new ideas with the market early in the process
· Reduce email volume by having users to "pull" information as opposed to mass-email chains
· Better control the distribution of information and minimize forwarding to unintended audiences
· Get valuable information out of peoples' email inboxes and make it available to others
Staff Engagement Case Studies
Sony’s PlayStation team uses an internal wiki as a way to minimize emails and documentation about unreleased products from leaking to outsiders.
Dresdner Kleinwort a large investment bank in Germany found wikis to be an efficient way to get projects up and running quickly between globally dispersed teams in Frankfurt, London, New York, and Tokyo. In fact, the efficiency and ease-of-use benefits were so compelling that just six months after experimenting with an internal wiki, its traffic exceeded that of the company’s entire intranet. The use of wikis and other web 2.0 tools such as Microblogging reduced email volume by up to 75% per employee and cut the company’s meeting time in half
Using web 2.0 technologies, Cisco allowed its employees and select partners to create and vote on TV and Internet ad content as part of the creative process. We need to decide if we want to tell more than one story in each example
Shell realised approximately $250K in cost savings by conducting its spring 2007 conference virtually and through social media and is exploring opportunities to conduct future conferences in Second Life.
Morgan Stanley created a system to convert email groups into online forums so that access and dissemination of the information can be better controlled.
Deloitte Australia and New Zealand found internal micro-blog as an effective collaboration and communication tool, with over 25% of its employees voluntarily signing up and contributing to its within the first few months. As part of designing its campaign slogans, Deloitte Australia used microblogging to engage its staff to brainstorm the best ideas. The Chief Marketing Officer was extremely impressed with the results – “it’s like having 4,500 chief marketing officers working at the same problem”. The end result: a campaign that has 100% employee buy-in and is highly effective in communicating Deloitte’s messages.
The Cost of Doing Nothing
Potential Barriers
28
Potential barriers
There are three types of challenges we must address in order to ensure the success of
social media in organisations:
Cultural factorsBehaviors, values, and attributes by which we live & operate as an organization
Personal biases & perceptionsAttitudes and preferences of individual employees and their resulting behaviors
Social computing-specific risksChallenges attributed specifically to social computing tools & technology
1
2
3
29
Organizational:
Possible cultural factorsSocial media needs to be made consistent with our corporate values, promoting a
culture that aligns social media more closely with “The way we do things around here”.
Current state(established order)
Risk aversion and fear of
failure
Consensus-driven decisions
Conflict avoidance
Traditional organization
hierarchies
Formal roll-outs, scaled
growth
Future scenario(with social computing)
Value in experimenting and
testing ideas
Collaborative decision-making
Open challenge to opinion
Democratized, flattened
structure
Organic adoption and growth
The CLIENT WayValues
Integrity
Trust
Diversity
Ingenuity
Protecting people &
the environment
High performance
is transformed into...
in alignment
with...
30
Individual:
Personal biases & behaviors
In addition to our company’s cultural factors, common individual biases and behaviors
could hinder adoption of social computing tools.
Bias / Perception Challenges
Although social computing software have a reputation for their flexibility and ease of use, some employees simply will not contribute, no matter what
Initial interest could trail off with fading enthusiasm and less frequent usage of the tools
Social computing is incorrectly perceived as trivial or “fun” by some -- and not necessarily as business productivity and collaboration tools
Lack of trust that information in the tools are accurate and up-to-date
Users may be unclear on the business uses of social computing
Mitigating Tactics
Allow some users to consume content without being forced into having to actively create or contribute
Focus on user pull, viral and peer word-of-mouth promotion & dissemination of the tools
Management support and example-setting of social computing as value-driven work tools
Create exceptional user experiences for the social computing tools
Ongoing education & awareness of social computing tools and their benefits
Tie social computing to the business process -- make these tools unavoidable to get employees’ jobs done
31
Technology:
Social computing-specific risks
Employees may post and distribute defamatory, harassing, abusive, misleading, or inappropriate content using social software
Security & data protection concerns, as information could make its way into the hands of the wrong person(s)
Mitigation: Leverage existing corporate information risk standards and business conduct policies to provide proper guidance to employees. Avoid ability to contribute anonymously.
The introduction of social computing raises a number of potential risks to the
organization, specific to the technology. Fortunately, many of these risks are easily
mitigated by existing policies and controls.
Social computing provides an avenue to violate existing policies (e.g., copyright, professional conduct) instituted by HR, Legal, IT, and other groups
Employees’ activities and content on social computing platforms could expose the company to legal liability
Mitigation: Review and modify existing policies, as needed, to ensure coverage specifically for social computing.
Employees could become distracted and spend inordinate amounts of time with social software, to the detriment of other critical tasks and responsibilities
Mitigation: Remind employees not to forget their job duties. Also, let employees know that they are encouraged to take some time out of the day for social computing, the same way we normally reserve time for emails daily.
Legal & Compliance
Risks
Productivity Risks
32
Technology:
Social computing-specific risks (cont’d)
Corporate & Hierarchical
Risks
Authority may be challenged as the playing field is leveled for employees, regardless of their position in the corporate hierarchy
Some loss of control of top-down messaging as well as the flow of information within the organization
Like-minded, disgruntled employees will have an easier way to find one another and take organized action against the company
Mitigation: Educate management about the paradigm shift that social computing brings and that the business value it produces far outweighs the potentially negative consequences.
At this point, it is difficult to foresee the long-term costs and capabilities required to support and scale social computing on an enterprise-wide basis
Mitigation: Approach social computing in a predictable and controllable environment by starting small and course-correcting as needed.
Technology Risks
Social computing software may not fit into the company’s enterprise architecture, resulting in security, integration or operational challenges
The market for social computing software is highly fragmented, with a bevy of products & services coming from small startups
Mitigation: Leverage Microsoft SharePoint as our core social computing platform, in-line with IT’s infrastructure strategy; build or buy additional capabilities to layer on SharePoint. Leverage MSFT partners.
© 2009 Deloitte Touche Tohmatsu
© 2009 Deloitte Touche Tohmatsu
© 2009 Deloitte Touche Tohmatsu
© 2009 Deloitte Touche Tohmatsu
© 2009 Deloitte Touche Tohmatsu
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