Deb Lavoy of OpenText spoke elequently about enteprise purpose.
The ideal company no longer runs like a "well-oiled machine" but is a mesh of minds producing and learning. They can predict failure of enterprise application deployment based solely on whether the group has a strong sense of purpose.
Among people with purpose "Their common cores are aligned to a magnetic north. Personal politics takes a back seat."
The very handsome Tyler Knowlton of the Department of Foreign Affairs in Canada told a great story about helping the G20.
One year ago--he was in Toronto working on G20 meeting, his team in charge of electronic / social communications. Working with the G20 is challenging. The subject matter is complex. G20 has a rotating presidency. Each host / president starts from scratch. The lack of a central repository was frustrating.
The central delegate was sick of dealing with long email chains, lists, versions, and so forth. The delegate wanted to apply some of the thinking of Tyler's team to the problem.
He said that if they could come up with it in one month, and it worked, he'd pitch it to the other delegates. They had to switch gears to get tied into the G20 institution.
Email was just the pain point that got the delegate thinking. What they really needed was a system for multilateral negotations, communicating and collaborating.
Three things changed.
First, his team became much more ambitious. They felt that they were feeding into the "big picture." The more work they got, the bigger their contribution.
Second, they became confident and critical.
Third, they became very creative. They had artists, political strategists, web developers. He's learned that parameters foster creativity. Forced thinking about what they had to do, quickly.
They developed something relevant, but also exciting (I wish he had talked more about what they actually rolled out).
They dealt with Korea, and are now talking to France, and are alreading talking to Mexico. The other G20 office was disbanded, but their work is continuing to contribute to the G20 effort.
Wednesday, June 22, 2011
Enterprise 2.0 Conference, Day 2: Bert Sandie of EAI
Bert Sandie of games maker Electronic Arts, Inc. talked about how to create a culture of collaboration at your enterprise.
What drives people to collaborate?
People who are really good at collaborating do a lot of things that motivate them. They want to learn AND be social, for instance. Motivators for collaboration includes a desire to problem solve, altruism, learning, competition, recognition, and more. Make sure they get an email back to them and their manager about contribution.
At workshops they get to have a good time, but they have to come back and share what they learned.
Are you hiring enough new people? Are you hiring people who are willing to share?
Create physical environments that enhance collaboration.
Bring together special interest groups, run a workshop for 3 days, build a culture of collaboration around it (sounds like an old-fashioned KM Community of Practice!). When you know the people personally you can
What drives people to collaborate?
People who are really good at collaborating do a lot of things that motivate them. They want to learn AND be social, for instance. Motivators for collaboration includes a desire to problem solve, altruism, learning, competition, recognition, and more. Make sure they get an email back to them and their manager about contribution.
At workshops they get to have a good time, but they have to come back and share what they learned.
Are you hiring enough new people? Are you hiring people who are willing to share?
Create physical environments that enhance collaboration.
- White boards
- People sitting down
- People sit in a "pod"
- People move / change offices often
- If you're more than 35 feet away, you might as well be in a different building.
Different things work for different people. You have to try a lot of things, and you have to fail.
Bring together special interest groups, run a workshop for 3 days, build a culture of collaboration around it (sounds like an old-fashioned KM Community of Practice!). When you know the people personally you can
The easiest way to collaborate is face-to-face.
Changing behaviors takes "heads, hearts, and hands." Changing the way people think, feel, and behave. Right when they walk in the door you can change their behavior.
We need to lead the change in our organizations. If you aren't the expert (in change), find the people in the company who are. Start with people, your organization, and your environment.
Enterprise 2.0 Conference, Day 2: Evolution of Enterprise Collaboration (Ross Mayfield of SocialText)
Ross Mayfield is a real pioneer among vendors--his SocialText is one of the best applications that integrates appropriately with SharePoint. He looked back at the history of enterprise social application evolution and talked about the differences between enterprise and internet adoption of such tools.
He's talking about evolution, not revolution, in enterprise social applications.
Much of the revolution has already happened. He used to have to explain a wiki. You can now say with some confidence that there is an established category of enterprise software and that it consistently demonstrate business value in specific use cases.
Ross reviews the history of social application development. SocialText tried to fit wiki behavior into an application you could install inside the firewall in 2002.
Microblogging inside the enterprise changed everything. It was a lot easier to deploy and people took to it very quickly.
In 2009 the "activity stream" became a dominant approach.
SocialText has tried to adapt web 2.0 tools. No matter how big your organization is, however, it's smaller than the Web. It's very different. If someone does something bad, you can fire them. Also, the scaling effect is not the same.
On the web, a core set of contributors is 1%, 9% actively use, 90% don't. In the enterprise, you have to bake it into the flow of work. For instance, in company 95% actively use it in the flow of the work.
Knowledge sharing is a by-product of getting these done in social systems. You have to accept that it will be imperfect. It doesn't matter so long as you are getting more of it shared.
You need to keep doing the security, IT Admininstration, reporting / auditing, and so forth.
Inside the enteprise, viral adoption generally won't happen.
SocialText provides a "social layer" where the existing enterprise objects (documents, projects, tasks, enterprise records) become a topic of conversation.
Discovering content through people and people through content is really powerful (agreed!).
In implementing better collaboration, focus less on technology and more on the goal.
Imagine a "Kickstarter" inside your companies that would let you quickly gain budget or backing for internal projects. There is more and more specialization on the web. They commonly add a slight amount of structure, organize people around a goal, but not too much.
He's talking about evolution, not revolution, in enterprise social applications.
Much of the revolution has already happened. He used to have to explain a wiki. You can now say with some confidence that there is an established category of enterprise software and that it consistently demonstrate business value in specific use cases.
Ross reviews the history of social application development. SocialText tried to fit wiki behavior into an application you could install inside the firewall in 2002.
Microblogging inside the enterprise changed everything. It was a lot easier to deploy and people took to it very quickly.
In 2009 the "activity stream" became a dominant approach.
SocialText has tried to adapt web 2.0 tools. No matter how big your organization is, however, it's smaller than the Web. It's very different. If someone does something bad, you can fire them. Also, the scaling effect is not the same.
On the web, a core set of contributors is 1%, 9% actively use, 90% don't. In the enterprise, you have to bake it into the flow of work. For instance, in company 95% actively use it in the flow of the work.
Knowledge sharing is a by-product of getting these done in social systems. You have to accept that it will be imperfect. It doesn't matter so long as you are getting more of it shared.
You need to keep doing the security, IT Admininstration, reporting / auditing, and so forth.
Inside the enteprise, viral adoption generally won't happen.
SocialText provides a "social layer" where the existing enterprise objects (documents, projects, tasks, enterprise records) become a topic of conversation.
Discovering content through people and people through content is really powerful (agreed!).
In implementing better collaboration, focus less on technology and more on the goal.
Imagine a "Kickstarter" inside your companies that would let you quickly gain budget or backing for internal projects. There is more and more specialization on the web. They commonly add a slight amount of structure, organize people around a goal, but not too much.
Enterprise 2.0 Conference, Day 2: Ming Kwan of Nokia
It was good to actually have a woman presenting a keynote at the general session. There hasn't been good gender balance here (she is one out of six presenters in this first tranche). Her presentation focused mostly on how employees can obtain actionable information through internal collaboration, and share that through external social channels. I wish there had been a few more concrete examples.
Nokia want to get the right information into the right hands at the right time.
They also want to make it actionable. What can employees do with all of that information?
Their principles include transparency across the organization. Their company works in 120 companies.
Another key principle is accountability, by having people take ownership and recognition.
Taking action is another principle. It's not about the volume of interactions, it's the qualtiy.
Return On Investment
Nokia developed a "social marketing KPI" framework. It starts with awareness, then moves to appreciation, with highest level of engagement is engagement (action, purchasing for instance).
Having a set KPI framework gains clarity around the business's performance. Ideally the new information leads to awareness that leads to action.
Third Ecosystem
Nokia wants to create a "third ecosystem" with Microsoft (beyond those of Apple, and Google, although she didn't say their names). In order to do that they will need to collaborate effectively with their partners, including agencies and suppliers.
Nokia's "visualizers" helps managers identify what different teams are talking about (I didn't understand the value of having managers somehow be aware of what are no doubt thousands of conversations going on internally). Nokia's "Socializer" based on Headshift technology include tasking and pinging.
Nokia has had internal idea crowdsourcing for a while. They recently opened up crowdsourcing to the public.
Nokia want to get the right information into the right hands at the right time.
They also want to make it actionable. What can employees do with all of that information?
Their principles include transparency across the organization. Their company works in 120 companies.
Another key principle is accountability, by having people take ownership and recognition.
Taking action is another principle. It's not about the volume of interactions, it's the qualtiy.
Return On Investment
Nokia developed a "social marketing KPI" framework. It starts with awareness, then moves to appreciation, with highest level of engagement is engagement (action, purchasing for instance).
Having a set KPI framework gains clarity around the business's performance. Ideally the new information leads to awareness that leads to action.
Third Ecosystem
Nokia wants to create a "third ecosystem" with Microsoft (beyond those of Apple, and Google, although she didn't say their names). In order to do that they will need to collaborate effectively with their partners, including agencies and suppliers.
Nokia's "visualizers" helps managers identify what different teams are talking about (I didn't understand the value of having managers somehow be aware of what are no doubt thousands of conversations going on internally). Nokia's "Socializer" based on Headshift technology include tasking and pinging.
Nokia has had internal idea crowdsourcing for a while. They recently opened up crowdsourcing to the public.
Enterprise 2.0 Conference, Day 2: Spontaneous Association and Tom Kelly of Moxie and Tony Martins of Teva Canada
Tom Kelly from Moxie Software is presenting with Tony Martins of Teva Pharmaceuticals (disclosure: Teva is a client of my law firm's.).
Tom Kelly
Tom Kelly first spoke in somewhat repetitive fashion about how he thought businesses should approach implementing social software.
The most exciting companies to work at were the one where people are engaged. The speed at which things are moving has changed in tennis and football just as in our businesses.
Three key elements of any social platform are simple design (simplicity), knowledge, and thought leadership.
Knowledge is the key part of what we are trying to accomplish. Knowledge is about sharing what different people know to accomplish a given goal.
How do you design software for how people work? People work in groups, on projects. It must have an interative process to bring innovative ways for people to work. It should not bankrupt company.
We do need to integrate into existing systems. Like Facebook and Twitter, you can add something simple that will let people connect.
We can change from ""push" model of major enteprise software changes every 18 months to doing something simple (he keeps saying that!).
Tony Martins
Tony Martins runs the supply chain for Teva Canada. He started exploring social business in 2005, with Wikinomics.
The key ingredient is "spontaneous association." Human beings have an amazing ability to combine their skills to resolve problems. We are born that way, and can do it as long as we are allowed to.
Teva has used this in the organization.
There are many changes in regulations, consumer behavior, and the world around the company. The challenges they are confronting are not what they expected would happen. For instance, managers at Teva were spending more than half of their time addressing unexpected events.
A small group of people can come up with solutions much faster than a traditional command-and-control approach where problems are kicked up the organizational chart.
Provide environments where people can bring their skills together quickly. Spontaneous association has to happen somewhere. Over time, Teva found that virtual collaboration spaces (based on Moxie Software) worked well.
What happened in those spaces was becoming aware of those problems, and leaving it up to the people involved to address.
His most recent experience with business value of this approach was that between January and April of this year (2011), manufacturing cycle time was reduced 40% and reduced face-to-face meetings by 50%.
He'll be presenting in a workshop later today (with Sameer Patel).
Tom Kelly
Tom Kelly first spoke in somewhat repetitive fashion about how he thought businesses should approach implementing social software.
The most exciting companies to work at were the one where people are engaged. The speed at which things are moving has changed in tennis and football just as in our businesses.
Three key elements of any social platform are simple design (simplicity), knowledge, and thought leadership.
Knowledge is the key part of what we are trying to accomplish. Knowledge is about sharing what different people know to accomplish a given goal.
How do you design software for how people work? People work in groups, on projects. It must have an interative process to bring innovative ways for people to work. It should not bankrupt company.
We do need to integrate into existing systems. Like Facebook and Twitter, you can add something simple that will let people connect.
We can change from ""push" model of major enteprise software changes every 18 months to doing something simple (he keeps saying that!).
Tony Martins
Tony Martins runs the supply chain for Teva Canada. He started exploring social business in 2005, with Wikinomics.
The key ingredient is "spontaneous association." Human beings have an amazing ability to combine their skills to resolve problems. We are born that way, and can do it as long as we are allowed to.
Teva has used this in the organization.
There are many changes in regulations, consumer behavior, and the world around the company. The challenges they are confronting are not what they expected would happen. For instance, managers at Teva were spending more than half of their time addressing unexpected events.
A small group of people can come up with solutions much faster than a traditional command-and-control approach where problems are kicked up the organizational chart.
Provide environments where people can bring their skills together quickly. Spontaneous association has to happen somewhere. Over time, Teva found that virtual collaboration spaces (based on Moxie Software) worked well.
What happened in those spaces was becoming aware of those problems, and leaving it up to the people involved to address.
His most recent experience with business value of this approach was that between January and April of this year (2011), manufacturing cycle time was reduced 40% and reduced face-to-face meetings by 50%.
He'll be presenting in a workshop later today (with Sameer Patel).
Enterprise 2.0 Conference, Day 2: Chris Morace of Jive Software
My continued notes below--errors are below.
Chris is looking awfully corporate for a rep from a company with such hip-looking logos and video promos. This was a very interesting and well-paced presentation, however.
Enterprises are facing waves of disruption from changes in social, cloud, and other new technologies. We're all being asked to be more innovative, be more agine.
IT groups are increasingly feeling like more and more of their time is being spent maintaining antiquated enterprsie systems, and not enough times supporting business needs and innovations.
One conference attendee noted that he could talk to his children by video call from his hotel room, but couldn't get conferencing systems to work at most work meetings.
70% of employees are using unsanctioned cloud applications.
Social is "hot." There's social in Project Management, CRM, etc. etc. None of it integrates together. It creates new silos. IT professionals are going to be asked to address this system.
The app market is an example of the future of enterprise technology. Apps are easy to create, quite frictionless. It's pretty easy. Software is more of an impulse buy instead of a major decision. Each channel comes with millions of potential users and a distribution network. Apps are also integrated with the social graph.
Chris says we're moving to the "consumerprise" model. We used to have to explain why social apps were different from email etc. Now people get it because they are participating in their personal life.
To thrive in this area, you have to add value to the business AND protect it.
New models of consumption are critical. Need to be able to "pay as you go," very simply, so the app just "shows up." Less lockin for enterprise software. Vendors earn the right to have us use their product. We should be able to install an app with the click of a button.
The amount of time it should take to integrate a new system into the HR/ERM/ etc. enterprise system should be no more time than it takes to fill out a Help Desk ticket. It should also integrate with the internal social tools.
We also need easy ways to say that an app is OK or not. Maybe there need to restrict server location, internal or exterrnal storage, etc.
The policies of companies around personal mobile devices has changed. He thinks that companies will change their policies around new applications as well.
The seminal moment in the consumerprise was when Facebook opened up its platform.
There will only be a handful of winners. Christian Finn would call this a "nice dream."
Jive has a platform that can do much of this already. Hundreds of apps can work together. Jive will be the first to have an app market. This is a way we can get around the adoption challenges. We can really change the way people do business.
Chris is looking awfully corporate for a rep from a company with such hip-looking logos and video promos. This was a very interesting and well-paced presentation, however.
Enterprises are facing waves of disruption from changes in social, cloud, and other new technologies. We're all being asked to be more innovative, be more agine.
IT groups are increasingly feeling like more and more of their time is being spent maintaining antiquated enterprsie systems, and not enough times supporting business needs and innovations.
One conference attendee noted that he could talk to his children by video call from his hotel room, but couldn't get conferencing systems to work at most work meetings.
70% of employees are using unsanctioned cloud applications.
Social is "hot." There's social in Project Management, CRM, etc. etc. None of it integrates together. It creates new silos. IT professionals are going to be asked to address this system.
The app market is an example of the future of enterprise technology. Apps are easy to create, quite frictionless. It's pretty easy. Software is more of an impulse buy instead of a major decision. Each channel comes with millions of potential users and a distribution network. Apps are also integrated with the social graph.
Chris says we're moving to the "consumerprise" model. We used to have to explain why social apps were different from email etc. Now people get it because they are participating in their personal life.
To thrive in this area, you have to add value to the business AND protect it.
New models of consumption are critical. Need to be able to "pay as you go," very simply, so the app just "shows up." Less lockin for enterprise software. Vendors earn the right to have us use their product. We should be able to install an app with the click of a button.
The amount of time it should take to integrate a new system into the HR/ERM/ etc. enterprise system should be no more time than it takes to fill out a Help Desk ticket. It should also integrate with the internal social tools.
We also need easy ways to say that an app is OK or not. Maybe there need to restrict server location, internal or exterrnal storage, etc.
The policies of companies around personal mobile devices has changed. He thinks that companies will change their policies around new applications as well.
The seminal moment in the consumerprise was when Facebook opened up its platform.
There will only be a handful of winners. Christian Finn would call this a "nice dream."
Jive has a platform that can do much of this already. Hundreds of apps can work together. Jive will be the first to have an app market. This is a way we can get around the adoption challenges. We can really change the way people do business.
Enterprise 2.0 Conference, Day 2: Lee Bryant on Social Business Intelligence
I was not able to attend Day 1, except remotely via the live stream. Today I'm in person at the Hynes Convention Center in Boston, my hometown and base for the Stanley Cup Champion Bruins (sorry, had to slip that in here somewhere).
Below are my notes for the first set of keynotes.
Lee Bryant of Headshift is first up.
"Social Business Intelligence: The Future of Listening"
He's talking about data-driven business improvement, the subject of a recent study by Andrew McAfee.
The term "Humanizing" the enterprise predates the term "Enterprise 2.0." All those using wikis, blogs and so forth are generating lots of data. How can this data be leveraged to help the business?
Some at this conference have already talked about "Big Data" "activity streams" "actionable insight" and mapping social activity to key business KPIs.
Social business is not just about direct collaboration with others. We're also interested in using signals and filters to share "ambient intelligence"
Lee's colleague Dave Gray is a "visual thinking" guru. He calls small teams with a high degree of autonomy "pods." Amazon is an example of pods. No team should be bigger than what you can feed with two pizzas.
Data is not just about aggregate measures, it's about specific insights into how teams behave.
We can leverage the analysis strategies that companies are using to look at consumer web behavior. The practice of social media monitoring in the past has been too narcissistic--"Do you love me" "Do you like my brand in this place" etc. We'll see a move to a more intelligence-driven approach. We should be looking at things the business can change.
People have been hiring "quants" primarily so far to "get people to click ads." This is not ideal.
Google person says that they have the data to predict divorce two years in advance based solely on spending (searching). It's not about showing off the size of your data (insert NY U.S. Congressional Representative joke here).
We can learn lessons for approaching data from sports. Two Red Sox championships were driven by "Moneyball." People are also starting to map soccer data. They track kilometers run "at top speed" versus "total amount run" because the former correlates with goals scored.
We need to immerse ourselves in the data. Insights too often stop at the marketing department, although they might not be in a position to make the changes required.
We need to move to machines that generate signals of key events, and pipe them around the organization, making sense of them with social analaysis.
Social analysis is applying "many eyes" to the data. How can we stimulate people to take action based on information derived from socially derived information.
Nothing motivates people more than feedback given in the course of the workflow.
He talked at a very abstract level. I wish there had been more concrete examples of social business intelligence and analysis in action.
Below are my notes for the first set of keynotes.
Lee Bryant of Headshift is first up.
"Social Business Intelligence: The Future of Listening"
He's talking about data-driven business improvement, the subject of a recent study by Andrew McAfee.
The term "Humanizing" the enterprise predates the term "Enterprise 2.0." All those using wikis, blogs and so forth are generating lots of data. How can this data be leveraged to help the business?
Some at this conference have already talked about "Big Data" "activity streams" "actionable insight" and mapping social activity to key business KPIs.
Social business is not just about direct collaboration with others. We're also interested in using signals and filters to share "ambient intelligence"
Lee's colleague Dave Gray is a "visual thinking" guru. He calls small teams with a high degree of autonomy "pods." Amazon is an example of pods. No team should be bigger than what you can feed with two pizzas.
Data is not just about aggregate measures, it's about specific insights into how teams behave.
We can leverage the analysis strategies that companies are using to look at consumer web behavior. The practice of social media monitoring in the past has been too narcissistic--"Do you love me" "Do you like my brand in this place" etc. We'll see a move to a more intelligence-driven approach. We should be looking at things the business can change.
People have been hiring "quants" primarily so far to "get people to click ads." This is not ideal.
Google person says that they have the data to predict divorce two years in advance based solely on spending (searching). It's not about showing off the size of your data (insert NY U.S. Congressional Representative joke here).
We can learn lessons for approaching data from sports. Two Red Sox championships were driven by "Moneyball." People are also starting to map soccer data. They track kilometers run "at top speed" versus "total amount run" because the former correlates with goals scored.
We need to immerse ourselves in the data. Insights too often stop at the marketing department, although they might not be in a position to make the changes required.
We need to move to machines that generate signals of key events, and pipe them around the organization, making sense of them with social analaysis.
Social analysis is applying "many eyes" to the data. How can we stimulate people to take action based on information derived from socially derived information.
Nothing motivates people more than feedback given in the course of the workflow.
He talked at a very abstract level. I wish there had been more concrete examples of social business intelligence and analysis in action.
Thursday, April 7, 2011
ILTA KM Blog Launched!
I have not been particularly rigorous about posting on Caselines of late. Part of that is some effort that I and others have been spending on gearing up for a new venture, the ILTA KM Blog. I'll be continuing to spend much of my blogging energies over there.
The ILTA KM blog will include posts by me and Patrick DiDomenico; we'll be managing it together. It will also include periodic posts from the ILTA KM Steering Committee, and from the ILTA PG membership, a diverse and smart group of people. I hope you will check it out and follow what's happening.
The ILTA KM blog will include posts by me and Patrick DiDomenico; we'll be managing it together. It will also include periodic posts from the ILTA KM Steering Committee, and from the ILTA PG membership, a diverse and smart group of people. I hope you will check it out and follow what's happening.
Thursday, March 31, 2011
Defense Attorney In Court With iPhone
Fastcase has been promoting a recent, dramatic story from the Pittsburgh Gazette in which defense attorney Marc Daffner, in the middle of a hearing, calls for a recess, whips out his iPhone, and views notes on the sentencing guidelines that by report led to a reduction of 5-10 years of sentencing.
I have a few comments.
I may of course not have the whole story, but if this made such a difference, shouldn't Mr. Daffner have done his research well in advance? That was a nice save, however, I wonder what else he might have missed.
I also couldn't help noticing that the newspaper misspelled the name of the vendor as "FactCase" in the story. And the vendor's link to the original story is broken. Technology doesn't always work as smoothly as the story implies.
I do agree that greater access to caselaw, statutes and regulations is a great thing, for lawyers and the public, and I appreciate Fastcase's efforts on that front.
I also appreciate that mobile device access is not only cool, it can also help peripatetic lawyers provide better service to their clients. Certainly law firm IT departments are receiving pressure to make the services they provide available to lawyers with such devices, because they are so easy to use and convenient.
I have a few comments.
I may of course not have the whole story, but if this made such a difference, shouldn't Mr. Daffner have done his research well in advance? That was a nice save, however, I wonder what else he might have missed.
I also couldn't help noticing that the newspaper misspelled the name of the vendor as "FactCase" in the story. And the vendor's link to the original story is broken. Technology doesn't always work as smoothly as the story implies.
I do agree that greater access to caselaw, statutes and regulations is a great thing, for lawyers and the public, and I appreciate Fastcase's efforts on that front.
I also appreciate that mobile device access is not only cool, it can also help peripatetic lawyers provide better service to their clients. Certainly law firm IT departments are receiving pressure to make the services they provide available to lawyers with such devices, because they are so easy to use and convenient.
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