My presentation at the Intranets2012 conference in Sydney, Australia this week. I explore how intranets are becoming more social and driving business opportunities and value.

1. Rethinking Intranets as Social Workplaces
by Dion Hinchcliffe

2. Collaboration Strategy Process for T. Rowe Price
Social Business by Design
• Published May, 2012
• From John Wiley & Sons
• The definitive management
strategy guide and handbook
on social business.
• Based on real-world
experience.
• The most complete and
business-focused statement
on what social business is
and why it’s strategically
vital.
• Recently #1 in Amazon’s Hot
New Releases
• Companion Web site at
http://socialbusinessbydesign.com
® 2010 Dachis Group. Confidential and Proprietary 2

3. Introduction
Spring 2012
Dion Hinchcliffe
• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• ebizQ’s Next-Generation Enterprises
•
http://www.ebizq.net/blogs/enterprise
•• EVP of Strategy
http://dachisgroup.com
• mailto:dion.hinchcliffe@dachisgroup.com
• : @dhinchcliffe
® 2012 Dachis Group 3

4. 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.

5. Intranet Congress
The Social Business Council
• Over 200 large firms
• Practitioners of
Social Business and
Enterprise 2.0
• Only companies with
over 10,000
employees (in
Europe 5,000)
• Our research and
insight into these
hundreds of firms
drive best practices
and lessons learned
® 2010 Dachis Group. Confidential and Proprietary

6. Intranet Congress
® 2010 Dachis Group. Confidential and Proprietary

7. Intranet Congress
Social Intranet Budget Sizes
Source:The 2.0 Adoption Council
® 2010 Dachis Group. Confidential and Proprietary

8. Intranet Congress 2011
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

9. Social As A Global Trend

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

11. The 50 Foot Collaboration Rule
• Workers are not likely to
collaborate very often if they are
more than 50 feet apart:
Take Away:
Surmounting this
obstacle is now
• Even with traditional electronic possible with newer
aids such as telephone, e-mail, and collaboration
remote video techniques

12. Motivation and Trends
• Knowledge workers currently spend 20% of their
time looking for the information they need to do
their jobs (1 day a week) Source: Forrester
• Intranets have frequently failed to address the informational and collaborative
needs of workers. Most are relatively static and infrequently updated.
• Approximately 42% of the economies of developed nations are “tacit
interactions”, meaning complex collaborative problem solving carried out by
knowledge workers. Source: McKinsey
• Organizations that adopt new collaborative tools like social for several years
see the amount of reusable knowledge grow much more rapidly that before.
Source: Jive
• Between 80%-90% of the information that organizations have spend hundreds
of billions collecting in IT systems over the last 30 years is inaccessible by
most workers. Source: Various including Gartner, IDC, others
Goal: Address these issues and make information
easier to find/share as well as faster to access while
also improving knowledge flow between associates.

13. Other drivers of social IT and business
• Drivers
- Downturn
- Growing Tech/Business Gap
- Low IT success rates
- Costly solutions
- Failure of centralization
13

14. 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

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

16. Internal vs External
Social Networking
Becoming
highly
porous

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

19. What might a social
intranet look like?

20. A Social/Collaborative “Dashboard”
Ad Hoc Process-Oriented Content-Oriented
A Due
Due
Soon
Social
Soon
Objects
Future
(Content Types)
Future
My Activity My My Recent • Most common content types
Stream Workstreams Social Objects (reports, support cases, new
product ideas, project
documents, etc.)
What Matters My Trending Events
• Decorated with metadata
(categories, tags, etc.)
• Attention stats
• Discussion, rating, and ranking
Main Focus: • Versioning
• Central focus for daily work
Workforce • Safety net for structured processes
• Accounts for all three major types of
Activity work activities (ad hoc, process-
related, and doc-centric)

21. • Easily accessible social content repository (intranet)
• Created through ad hoc, process-oriented, and content- Main Focus:
oriented activities in social tools or office productivity docs
• Makes discovery and reuse of intranet content very easy Business Knowledge
(creates high ROI)
repository
metadata
tag
cloud
Social Intranet Find
B Content tree
browser
search
engine
Create Version Request
Edit Organize Discuss
Activity Stream
• Status updates and microblog posts from associates
• Narration of all work with social objects
• Trending business events

22. Becoming part of an ecosystem
The strategic application High value, high scale,
of social computing to cost effective, and
enterprise challenges: emergent business
Social Business Design Dynamic Signal outcomes
Hivemind
Metafilter Ecosystem
Social
Busine
enterp
rise ec s
osyste
m
s
rnet
t
ane
Inte
extr
customers +
world
net
business partners
a
intr
Web 2.0 integr
ated
vision
Crowdsourcing workers
Social Media Social CRM
Online Communities Enterprise 2.0
The significant social computing trends of the last half decade
Source: Dion Hinchcliffe, Dachis Group, 2010 http://dachisgroup.com

23. 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

24. 6 Recent Large-Scale Examples
® 2012 Dachis Group 24

25. Dachis Group
Status as of December, 2011
Source: Alcatel-Lucent
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.

26. Dachis Group
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.

27. Dachis Group
30K
Enterprise 2.0 Story
25K
Go/No Go
Stand-Alone Decision for
Solution Global Launch 20K
Acquired Owners
Board Member
Sponsor
15K
Concept Pilot Launch
10K
connect.BASF
First Conceived by Expert 5K
Internal Think Tank Interdisciplinary Communities &
Team Advocates Launch User
Involvement Communication Base
2007 2008 2009 2010 2011
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.

28. Dachis Group
‘s End-to-End Social Business Effort
Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With
Salesforce CEO Marc Benioff at Dreamforce 2011
Stats: 6,600+ Workers | 10M+ Facebook Fans | 15,000 Partners
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.

29. Dachis Group
The Burberry Lesson
• Social business leads to better connection
between workers and customers
• New types of sustained connections that result in
business value
• Wall Street analysts credit the fashion firm’s social
media strategy for a major rise in profit
21% Increase To The Bottom Line
(cc) 2012 Dachis Group. Creative Commons. Some Rights Reserved.

30. Intranet Congress 2011
Case Study: Investment Banking
• Dresder Kleinwert Wasserstein
(DrKW)
• Used for Prof. Andrew McAfee’s
article introducing Enterprise
2.0
• Included both blogs and wikis
– Uptake was not automatic
– “depended greatly on decisions made
and actions taken by managers”

31. Intranet Congress 2011
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.

32. Intranet Congress 2011
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.

33. Intranet Congress 2011
DrKW Continued
1) Ease of Use
2) Little or no
upfront structure

34. Intranet Congress 2011
DrKW: The Role Managers Played
• Providing a receptive culture
– “I’m not sure wikis would work in a company that didn’t 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

35. Intranet Congress 2011
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.”

36. Intranet Congress 2011
10
Strategies for Driving Business
Value with Social Intranets

37. Intranet Congress 2011
Define Your Business
Problem(s) 1st
1 Select Your Social
Technology 2nd

38. Intranet Congress 2011
social capital
weak ties
2
Understand Why Social
Software Works and Focus
on Those Aspects
knowledge retention
network effects

39. Intranet Congress 2011
emergent metadata
social data ecosystems
3
Effective discovery is a central pillar
of a successful social workplace
engineered serendipity
social analytics
enterprise search

40. Intranet Congress 2011
guiding adoption
fostering a social culture
4
Invest in a robust community
management capability. It’s the
keystone of a social intranet
bringing groups in
silos together

41. Intranet Congress 2011
culture of sharing
narrating work
5 Everyone needs a little collaborative
literacy, make sure they get it.
observable workstreams
labeling for (re)discovery

42. Intranet Congress 2011
don’t overstructure
Social intranets aren’t like classical
6 enterprise software;
Actively encourage emergent and
unintended consequences
help users apply social tools in
new places

43. Intranet Congress 2011
integration governance
7
Pick the right social platforms;
social is not a single product.
Also, it’s OK to get it wrong, once
shootouts
2-5 major tools

44. Intranet Congress 2011
Social
Intranet
8
Don’t make it optional.
Don’t make it a second class citizen.
Provide clear usage policies.
But it won’t push out the old
ways of doing business. At first.

45. Intranet Congress 2011
Two wave adoption
9 “You Can Skip the Pilot”; or
“Your Pilot Is Your Rollout”
Go big
Learn a lot from early users
(just as long as they’re your real users)

46. Intranet Congress 2011
Jakob’s Law (Be Everywhere)
Users As Platform
10
Social intranets are a platform,
not an app.
Leverage the platform.
Build social business solutions

47. Questions
Slides:
dion.hinchcliffe@dachisgroup.com