1. Creating a Vibrant
Social Network
Employees Will Love
Socialcast and Change Agents
Worldwide present a Webinar
Learning Series
MAY 2014 Twitter hashtag: #SCNow

2. Today’s Speakers
Joachim Stroh has been on
the traditional information and
knowledge management track
for more than 15 years before
shifting gears and moving on
to the people side of things,
always bridging the gap
between business and
technology (he is an architect
at heart). A master with
visualizations, he finds the
best metaphors to seek a
better understanding and to
get more people involved.
Bound to change the world by
changing the way we work. As
a father of eight fabulous kids
and husband to one
beautifully amazing wife,
Kevin Jones only has time for
the best things in life - no time
for the mediocre. His focus in
life is to lead others discover
their "WHY" and to help them
create the environment to
make it all possible. He
consults, speaks, makes
videos and challenges people
to make their work life
extraordinary.
Joachim Stroh, Speaker
Co-Founder, CAWW
about.me/joachim
Kevin Jones, Speaker, Co-
Founder, CAWW
about.me/kevindjones
vinJones.com
Simon Terry is a consultant,
speaker and board advisor
who helps organisations adapt
to face the changing future of
work through adaptive
leadership, design thinking,
learning, innovation and
collaboration. Building
leadership for the network era
is essential to make work
more human and to realise
the potential in people.
Simon Terry, Speaker
about.me/simonterry

3. Our conversation today
● Introduction: The Journey
Through Adoption to Value
● Policies: From Managing
Risks to Enabling Leadership
● Launching an ESN: Hard
vs. Soft vs. Targeted
Launches
● Building Adoption:
Towards Higher Rates of
Adoption Through Exaptation
and Adaptation

4. Starting the Journey with Your ESN

5. Adoption is the Path to Value

6. Not the Risks You are Looking For
Posting wrong things
Being critical
Wasting time
Fewer conversations
Dangerous records
Even mutiny

7. Just Another
Way to Work
● Use the same policies and
rules as apply in the
workplace or other
communications
● Leverage your normal
escalation
● Use performance
management

8. Add What is
Needed
● Governance
● Security
● Confidentiality and Privacy
● Industry requirements
● Geographic requirements

9. Engage Your
Community
● The community knows what
is needed
● What to do & What not to do
● Community champions can
lead, educate and guide the
right behaviours

20. Towards Higher Rates of Adoption
Through Exaptation and Adaptation
Joachim Stroh

21. The Fallacy of
Time
● We are masters of crafting elaborate
communications and technology roll-
out plans that carefully align with
normal employee distributions:
○ The Technology
Adoption Curve
○ The Generation Curve
● YET, despite all the planning efforts
and line-up of resources, adoption is a
hard problem to solve.
● How can we increase adoption rates
and remove the dependence on time?
○ Adaptation
○ Exaptation

22. The Technology Adoption Curve
Resources are
typically invested in the
early stages to ensure
sufficient momentum is
gathered. Time and
resources are of
critical importance.

23. The Generation Curve
Resources are
typically targeted to
satisfy the different
generation groups
with different kind of
messages. Time and
resources are of
critical importance.

24. Adaptation
● Adaptation is not about the
survival of the strongest or the
most intelligent; it is about who is
most adaptable to change.
● Example: a peppered moth
survived and thrived in an
industrialized Britain due to
adaptation of its appearance.
● In our context, organizations can
adapt if the internal or external
threat is clearly recognized, fully
understood and communicated.

25. ● Exaptation refers to shifts in the
function of a trait during evolution
(nature overturning a feature
request).
● Example: bird feathers may have
evolved for temperature
regulation, but later were found to
be a lot more useful for flight.
● In our context, employees can
find new and unexpected uses of
new technology, exapt a new
feature and cause a spike in
adoption.
Exaptation

26. A New Kind of Adoption Curve
Ubiquity: how
commonplace is a
new technology?
Certainty: how
well defined and
understood is it?

27. Social Change
● If the technology has the capability to bring people
closer together, then make use of it.
● Don’t shy away from creating a social movement within
the enterprise with self-selected champions and self-
organizing groups.
● This obviously works well for early adopters and groups
that are already very familiar with social media on a day-
to-day basis.
This is nothing new.

28. Serendipitous Change
● If the technology has the capacity to find new uses
beyond the originally anticipated one, make use of it.
● Sometimes the new use is inherent in the software
(similar feature, done more effectively), sometimes the
new use needs to be carved out (exapted).
● This obviously works well if the software allows for a
certain degree of freedom and the users are allowed
for a certain degree of experimentation.
This is a new opportunity.

29. Structural Change
● If you have the means of carrying out structural changes
(example: change a policy to support cross-departmental
work or change a procedure to openly communicate
performance goals), make use of it.
● Make it clear that the organization needs to take concrete
measures to adapt at this point, or the survival of the
organization or unit is at stake.
● This obviously works well in the context of dramatic
changes inside or outside the organization in which you
can open a window to gain the trust and respect for each
other.
This is a new opportunity.

30. “Houston, We
Have a Problem”
● This is the filter device that the
crew on board of the Apollo 13
spacecraft assembled on the fly. It
saved their lives.
● Adaptation: a serious threat is
communicated and understood.
The crew has to adapt.
● Exaptation: a box of spare parts
forms the basis to create
something new, something that
goes beyond its intended use.
● Adoption: the device kicks in, the
CO2
levels in the capsule drop
and the crew returns safely back
to earth on April 17, 1970.

31. Questions?
Art:KennyRandom

32. Credits
Cast
First Speaker Simon Terry
Second Speaker Kevin Jones
Third Speaker Joachim Stroh
Crew
VP Marketing, Socialcast Joan Bodensteiner
Visual Lametta, CAWW Joachim Stroh
Image Credits
● Cover slide
Yarn Bombing / Guerrilla Croche
● Q&A white frame by Kenny Random Street Art
● Apollo 13 cabin shot by NASA
● Peppered Moth shot
http://www.barbielindsay.co.uk/attachments/Image/Peppered-
Moth.jpg
● Infinite time
http://mombizcoach.com/images/2013/05/Infinity-Time1.jpg
● Macaw feathers by Michael Fitzsimmons
http://michael--fitzsimmons.deviantart.com/art/Macaw-
Feathers-Green-Blue-378174747
● Rainforest tribe
http://host4.images.cdn.fotopedia.com/flickr-6975832995-
max_2560.jpg
● Icons for change
http://www.flaticon.com/authors/freepik
All CAWW slides are licensed under share-friendly
Creative Commons BY 4.0 (i.e., "use at will").
www.changeagentsworldwide.com
Image Credits (continued)
● People “Across a Crowd” by Thomas Hawk at http://www.flickr.
com/photos/51035555243@N01/7215052318
● Server by Robert at http://www.flickr.com/photos/12967790@N00/66531124
● "Self Portrait” by Billy Wilson at http://www.flickr.
com/photos/32132568@N06/4659033632
● “John” by Jeremy Brooks at http://www.flickr.
com/photos/85853333@N00/5076480914
● “Eva #1” by naezmi at http://www.flickr.
com/photos/66586987@N00/4748411938
● “Snowflake macro: relief” by Alexey Kljatov at http://www.flickr.
com/photos/53601471@N08/11322614585
● “Niagara Falls Peaceful Solitude” by Bud at https://www.flickr.
com/photos/87519500@N00/2182376536
● “If you Only Knew… The Flower Of The Dark Side” by JD Hancock at http:
//www.flickr.com/photos/83346641@N00/3517813158

33. About Change Agents Worldwide
We are a network of progressive and
passionate professionals, specializing in future
work technologies and practices. We designed
Change Agents Worldwide to function as a
cooperative, where value is realized by every
node in the network. As the network grows, the
benefits compound exponentially. We believe
change is coming fast to the enterprise. We
believe in the principles that drive the evolving
web: chief among those are transparency,
sharing/collaboration, authenticity and trust. We
are excited about new behaviors, structures and
technologies that will fuel healthy, productive
disruption to industrial-age beliefs, taxonomies
and processes. We share a passion for
introducing change to large institutions that
results in a step change in productivity, higher
engagement and richer experiences.
Visit http://www.changeagentsworldwide.com/