Architecting the Building Blocks of Enterprise Social Networking
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Transcript of Architecting the Building Blocks of Enterprise Social Networking
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1© 2011 Cisco and/or its affiliates. All rights reserved.
Architecting the Building Blocks of Enterprise Social Networking
Michael GottaSenior Technology Solutions ManagerEnterprise Social Software
mikeg.typepad.com (personal blog)
@MikeGotta (Twitter)
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2
People, Media and ParticipationEnabling social networking within the enterprise
Peopleto
People
PeopleTo
Artifact
Peopleto
Activity
Communities
Conversations
Information
Projects
Processes
Teams
“Ties”
Media
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 3
Intractable Opportunities New & old challenges driving interest in social networks
Expertise location Exception handling Process cycle time Project coordination Information sharing Innovation
Business Value
Employee engagement
Talent discovery Social learning Onboarding new hires Participatory culture
Organizational Value
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 4
Enterprise Social NetworkingFirst generation efforts focused on a destination site
UnifiedCommunications
TraditionalCollaboration
Enterprise ContentManagement
Enterprise 2.0,Social Media…
Semantics and Social Analytics
Visualization
Well-Known EmergentTraditional
CollaborationE2.0 &
Social Media
UnifiedCommunications
Semantics& SocialAnalytics
EnterpriseContent
ManagementVisualization
SocialNetwork
Site (SNS)
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 5
From SNS To Platform & Ecosystem Centralization enables better local & remote integration
Network, Infrastructure & Management Services
Federation & Integration Services
“E2.0”
“E1.0”
CommonServices
Any Application(Internal / External)
Any Content / Site(Internal / External)
Any Device(@Work or @Home)
Forums
Sea
rch
Ser
vice
s
Metadata and Content Services
Vid
eo &
Un
ifie
d
Co
mm
un
icat
ion
s
Workspaces
Communities
Blog
Profile & Social Graph
Social Feedback(“Like”, “Follow”, “Rate”, “Reputation”…)
Semantics and Analytics
“Social-enabled” Applications
Act
ivit
y S
trea
ms
Wiki Tags
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 6
Social Networking Meets Enterprise ITAdding social context to architecture initiatives
IA Role
Information Architect
EA Role
Enterprise Architect
Technology Role
Products & Infrastructure
Solution Role
Applications Architecture
PeopleTo PeopleAlignment
Organizational ArchitectSociologist and/or Anthropologist
Social InsightVisualization, Semantics, Social Data
Stewardship
Community ManagementSocial Network Analysis, UXP design
Social PlatformGraph Engines, Event Processing,
Policy-based Controls
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 7
Intractable Opportunities “Personal Value” becomes an essential design point
Expertise location Exception handling Process cycle time Project coordination Information sharing Innovation
Business Value
Employee engagement
Talent discovery Social learning Onboarding new hires Participatory culture
Organizational Value
Identity Contacts & information Sense of community Visibility & reputation Social capital Skills/competencies Career advancement
Personal Value
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 8
Do we understand the design constructs?Formation, cultivation, mobilization & IT affordances
Front Stage
Assigned work, visibly volunteer
Newly hired, promotion, next project, new team…
M&A, outsourced, reduction in force, retirement
People, information, communitiesSeeking
Purpose
Transitions
Disruption
Back Stage
Cultivation of social resources (CSR)
Learn local folklore, gain/build co-worker support
Career issues, emotional support (personal)
Job opportunities, mentors, advice, personal motivations
Formation, Cultivation& Mobilization Contexts
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 9
SociologyAnthropologyPsychologyCommunicationsOrganizational Development
E-MailDiscussion ForumsInstant MessagingSocial Network SitesE2.0 / Social Media Tools
Social Networking Design PrincipalsConnecting theory, methods, practices and technology
Theory Methods TechnologyPractices
Social NetworkingDesign Considerations
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 10
My Activities
WikisBlogs
My OtherSocial Identities
My Social Feedback
+Ascribed Claimed Performed Reciprocated+ +
Enterprise Identity
Mike Gotta
JOB TITLE / ROLE
EMPLOYEE #TITLEDEPARTMENT
My “Enterprise Identity”
CONTACY INFOREPORTINT CHAIN
EXPERTISEINTERESTS SKILLS
My “Claimed Identity”
HOBBIES PERSONAL TAGS
EDUCATION
Design Consideration: ProfilesAllow people to construct their own identity
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 11
Design Consideration: ProfilesProvide options to make social roles more visible
Jessica Savage
JOB TITLE: CALL CENTER AGENT
EMPLOYEE #: 00124
DEPARTMENT #: 015
HOBBIES: XXX, YYY, ZZZ
Enterprise Identity
“My Questions& Answers”
Blog and Micro-blog
Community
DiscussionForumWiki
DiscussionForum
Social Role“Answer Person”
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 12
Design Consideration: Social GraphView all interaction as part of a network context
“Project-based” Ties
Reporting-basedTies
Role-based Ties
Interest-based Ties
Social Networks
Teams Communities
Processes
Corporate
Business
Units
Business
Units
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 13
My Filtered View
Design Consideration: Activity Streams“Observable Work” helps mediate network connections
Post Blog Entry
Ask Question
Follow Tag/Topic
Schedule Meeting
Share Exception
Join Community
Start Web Conference
Follow Person
Tag Content
Act
ivity
Str
eam“Project-based” Ties
Interest-based Ties
Role-based TiesHelps mediate “Latent Ties”
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 14
Design Principal: Social AnalyticsCuration of activity streams reveals temporal patterns
Post Blog Entry
Ask Question
Follow Person
Tag Content
Act
ivity
Str
eam
Analytics
DataStore
SocialGraph
Policy Policy
My Filtered View
Recommendations
Alerts & Notifications
Patterns
Social Networking
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 15
Design Consideration: Social ObjectsInviting participation creates context for connecting
DigitalWork
Status Questions
Content
MeetingsExceptionHandling
Events
Cultivationof Social
Resources
IdentityConstruction
NetworkMobilization Affiliations
+Object Data Interaction Appropriation Sharing Analytics+ + + +
Social Object
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 16
InterviewsSurveysEthnographySampling & MeasurementSocial Network Analysis
Social Networking Design PrincipalsConnecting theory, methods, practices and technology
Theory Methods TechnologyPractices
Social NetworkingDesign Considerations
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 17
Methods: Survey (Example)Discovering relations • Think about the people with whom you interact regularly during your
day-to-day work activities. Estimate what proportion of those people with whom you interact regularly in a work related context work internal to Company ABC as opposed to external to Company ABC (i.e., a customer, partner).
• Slide the bar to the point on the line you feel best reflects the percentage of time you spend interacting with people internal to Company ABC as opposed to people external to Company ABC.
• Now think just about the people within Company ABC with whom you interact regularly during your day-to-day work activities. Estimate what proportion of those people with whom you interact regularly work within Name-Of-Manager’s-Group and the corresponding groups in your business unit as opposed to the rest of Company ABC.
• Slide the bar to the point on the line you feel best reflects the percentage of time you spend interacting with people inside Name-Of-Manager’s-Group as opposed to outside it.
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 18
Methods: Survey (Example)Discovering relations• Now, think specifically about the people within Name-Of-Manager’s-
Group and the corresponding external groups with whom you interact regularly. Please list their full names in each box below. Feel free to list as many or as few people as you think applies to you.
• You will be asked a few follow-up questions about each of these people on the next few pages. 30 spaces are provided for you to list names on this page. You do not have to list 30 names and fill in every space.
• Only list the names of people you feel best represent those within Name-Of-Manager’s-Group with whom you interact regularly. If you are unsure whether or not the individual is part of the survey pool, please go ahead and list them anyway.
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 19
Methods: Survey (Example)Uncovering media interactions and ties • For each individual previously identified, please select the method(s) of
communication you use to collaborate with them. Select all that apply.Interaction Types: F2F, e-mail, phone, IM, web conferencing, SNS, etc.
• How frequently do you communicate with each person within the context of your job? .
Range: 1 (rarely) – 7 (very often)
• How frequently do you go to each person for advice, information, or assistance to do your job better?
Range: 1 (rarely) – 7 (very often)
• How comfortable would you feel approaching each person to discuss sensitive topics?
Range: 1 (very uncomfortable) – 7 (very comfortable)
• How frequently do you go to each person to assist you with innovation, problem solving, and coming up with new solutions?
Range: 1 (rarely) – 7 (very often)
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 20
Methods: Survey (Example)SNA Maps: Messy Connections, Overlapping Ties
Groups
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 21
Methods: Survey (Example)SNA Maps: Finding Unexpected Collaboration
Team XYZ
Team ABC
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 22
Methods: Survey (Example)SNA Maps: Top Advisors For Ideas (Innovation)
Groups
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 23
Methods: Survey (Example)SNA Maps: Communication Pathways
GroupsOne way relation (not reciprocal ties) indicates interaction as broadcast message or channelswitching
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 24
Community-building FrameworksAdoption TacticsChange Management Programs“Social BPM”
Social Networking Design PrincipalsConnecting theory, methods, practices and technology
Theory Methods TechnologyPractices
Social NetworkingDesign Considerations
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 25
Change Management: The Long Journey Rarely “cause-effect”; expect ebbs-and-flows
Planning,Marketing &Education
FinancialManagement
ProjectManagement
ResourceManagement
CorporateCommunications
Audit &Compliance
BusinessUnits
ITOrganization
ResearchGroup(s)
+ + + +
ChangeManagement
Program
+HR &Legal
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 26
Adoption: The Psychology Of ChangeValue gained from a more participatory culture
AppliedResearch
UserExperience
Design
EarlyAdopter
Outreach
“SeedingTactics”
MediaLiteracies
CommunityEngagement
GovernanceProgram
ChangeManagement
Program
AdoptionProgram
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 27
Summary• New methods are likely
needed
• Blend and connect methodsto existing frameworks as itmakes sense
• Skills and competencies likely to come externally but should be grown internally over time
• Theory is relevant but needs to be expressed in your own organizational context
• Research needs to beapplied to your ownsituation
• Theory needs to belinked in a life-cyclemanner
• Expect push-back, this model relies on a lot of qualitative approaches
• Blend and connect practices into existing approaches (e.g., Community Management, Social BPM)
• Feedback loop based on experiences should flow back to affect assumptions
People,Media &
Participatory Culture
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 28
References
• Albrechtslund, A. (2008). Online Social Networking as Participatory Surveillance. First Monday, 13(3). Retrieved from http://www.uic.edu/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/2142/1949
• boyd, d. (2011, October 15). Embracing a Culture of Connectivity | Berkman Center. (video). Retrieved from http://cyber.law.harvard.edu/interactive/events/2011/05/danahboyd
• boyd, danah m, & Ellison, N. B. (2007). Social Network Sites: Definition, History, and Scholarship. Journal of Computer‐Mediated Communication, 13(1), 210-230. doi:10.1111/j.1083-6101.2007.00393.x Retrieved from http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 29
References
• Ellison, N., (2011, October 15). Benefits of Facebook “Friends” | Berkman Center. Retrieved from http://cyber.law.harvard.edu/interactive/events/luncheon/2011/06/ellison
• Engeström, J. (2005). Why some social network services work and others don’t — Or: the case for object-centered sociality :: Zengestrom. (n.d.). Retrieved October 25, 2011, from http://www.zengestrom.com/blog/2005/04/why-some-social-network-services-work-and-others-dont-or-the-case-for-object-centered-sociality.html
• Engeström, J. (2007). What makes a good social object :: Zengestrom. (n.d.). Retrieved October 25, 2011, from http://www.zengestrom.com/blog/2007/08/what-makes-a-good-social-object.html
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 30
References
• Gleave, E., Welser, H. T., Lento, T. M., & Smith, M. A. (2009). A Conceptual and Operational Definition of “Social Role” in Online Community. 42nd Hawaii International Conference on System Sciences, 2009. HICSS ’09 (pp. 1-11). Presented at the 42nd Hawaii International Conference on System Sciences, 2009. HICSS ’09, IEEE. doi:10.1109/HICSS.2009.6
• Jenkins, H. (2009). Confronting the Challenges of Participatory Culture: Media Education for the 21st Century. The MIT Press. Retrieved fromhttp://digitallearning.macfound.org/site/apps/nlnet/content2.aspx?c=enJLKQNlFiG&b=2108773&ct=3017973¬oc=1
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 31
References
• Pearson, E. (2009). All the World Wide Web’s a stage: The performance of identity in online social networks. First Monday, 14(3), 1–7. Retrieved from http://firstmonday.org/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/2162/2127
Annotated Bibliography
• Collaboration Thinking, Mike Gotta, http://mikeg.typepad.com/perceptions/2011/11/annotated-bibliography-background-for-literature-review-project.html
Literature Review
• Check back in early December
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 32
Thank you.