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Growing social media projects
from the ground up
Some observations for information professionals
Lee Bryant & Ruth Ward :: Perfect Information, May 2007
About Headshift

• headshift
  is a social software consulting and
  development group who apply emerging
  tools and ideas to the real-world needs
  of organisations:

   consulting & engagement
   prototyping and experimentation
   development and integration
About Allen & Overy LLP
About Allen & Overy LLP
The world of social software (aka web 2.0)...
... is entering the enterprise
Blogging tools         Wiki platforms            Newsfeeds / RSS



     Sui                     Sui                             Sui




           Combined suites             Custom build
                                   •   Systems integration
                                   •   API connectors
                 Sui                         Sui
                                   •   Intranet-based
                                   •   Blended solutions
                                   •   “Situated” software
Where enterprise social tools are heading

•   Lightweight, social interface
    onto corporate info
•   Social newsreading and
    filtering to create collective
    intelligence within the firm
•   Feeds and flows, not content
    objects or knowledge stores
•   Business social networking
•   More intimate, personalised
    information and analysis to
    support client relationships
Key characteristics of social software

•   “Applications that harness network effects to
    get better the more people use them...”
•   Fast, iterative delivery - not mega-IT projects
•   Networked individualism - not centralisation;
    self-interest drives uptake and growth
•   Leverage network effects for collective benefit
•   Combination of ecosystem of tools, data and
    services, not ‘one tool to rule them all’
A few existing use cases for social tools


                                         • External communication
• Information & knowledge sharing
                                           Issue management
  Ad hoc conversations and Q&As
                                           Participation via extranet / website
  Competitive intelligence
                                           Recruitment
  Employee to employee communication
                                           Thought leadership
  Sharing knowledge within groups
  Storing and finding information
                                         • Internal communications
  Working with contractors or partners
                                           Internal issue management
• Team collaboration                       Intranet development/replacement
                                           Leadership communication
  Creating and editing documents
                                           Training and personal development
  Documenting and organising work
  Project collaboration
                                         • Marketing and PR
• Innovation and R&D                       Campaign management
                                           Engaging with customers and media
  Innovation networks
                                           Monitoring brands and markets
  Prediction markets
                                           Promoting a product or service
  Rapid prototyping
                                           Social networking
  Social newsreading and bookmarking
Are firms ready for this ?
... and are information professionals needed ?




•   Social software promotes a culture of DIY
    consumer self-service and disintermediation
•   We are seeing a desire and ability among younger
    people to manage their own information flows
    and publish their own opinions
•   Where does this leave information and
    knowledge professionals as the guardians and
    gatekeepers of business information?
Yes! But the role gets more interesting...




•   Information professionals already understand the key
    issues and behaviours that will make social tools
    relevant to the business
•   Other key knowledge networking roles (e.g. Library,
    PSLs in law firms, analysts in financial services) will also
    be more important in feeding the firm with information
•   We are moving from individual request handling to
    managing feeds and flows within the business
Our experience of social tools in a law firm
                                                         ik v9i10.qxp     21/07/2006       18:39     Page 26




                                                              26    Case study: Allen & Overy




                                                                   A
                                                                                llen & Overy LLP is an
                                                                                international legal practice
                                                                                with offices in 19 countries
                                                                                on three continents, 4,800
                                                                   staff and 450 partners. The firm was
                                                                   founded in 1930 and today advises
                                                                   governments, banks, major corporates
                                                                   and institutions operating around the
                                                                   world. But notwithstanding its
                                                                   tremendous growth in recent years, Allen
                                                                   & Overy still retains the feel of a smaller,
                                                                   more intimate partnership, with a strong
                                                                   collegiate culture and reputation for
                                                                   innovation – as recognised in the Financial
                                                                   Times’ ‘Innovative Lawyers’ report.
                                                                        The allure of social media for Allen
                                                                   & Overy was superficially clear. But
                                                                   initially we were not too sure what we
                                                                   needed or, indeed, whether something
                                                                   so cutting edge would really fit-in
                                                                   among our lawyers. This article

•
                                                                   therefore documents the journey we
    Our project began as a 3 month pilot for 3 groups:             took from those tentative first steps
    20 months later we have approx 30 active groups                when we first floated the idea, to the
                                                                   global roll-out that is going on today.


•   Blended solution using two products + custom Social media and professional services
    code + integration with internal systems (e.g. SSO)Jabbari, Allen & Overy’sout the
                                                    David                        chief
                                                                                                                  Case study –Allen & Overy
                                                    knowledge officer (CKO), set


                                                                                                                  Wiki’s law
                                                                   strategic context for knowledge
•   Seen within the firm as a great success that will              management (KM) at Allen & Overy in

    inform the next generation of knowledge and
                                                                   his recent ‘Know it all’ case study in
                                                                   Inside Knowledge in May 2006. Allen &
    information sharing systems                                    Overy, like other professional-service
                                                                                                                  Allen & Overy found implementing so-called ‘soc
                                                                   firms, realises that it is a knowledge-
                                                                                                                  relatively straightforward process – but one that
                                                                   centric organisation in which its greatest
                                                                                                                  and highly profitable.
                                                                   knowledge assets are its people.
                                                                   However, the traditional legal KM model
                                                                                                                  By Ruth Ward
                                                                   has focused more on documents –
                                                                   acquiring them and storing them – rather
                                                                   than on people, putting them together             To begin with, we sought outside   and programm
Group blogging as the centre of gravity
The importance of trusted communities
Newsfeed aggregation
Wiki spaces: Library Services
Wiki spaces: Enquiry handling
Social bookmarking & tagging
How we started




•   Explore:
    -  group cultures
    -  tasks, goals & needs
    -  information landscapes
    -  interaction styles
•   Try to build a system around
    real concrete needs
•   Importance of real workflow
    examples for new users
Addressing common scenarios
Current success measures



•   Increasing number of posts over first year
•   High readership on receipt of alerts
•   Diversity of readers and contributors
•   Meeting initially defined business objectives:
    • Self help and shared ownership – less admin
    • More member awareness and action
    • More pro-active communication
•   Success is surprisingly visible: 30% of the
    organisation are members of one or more groups
    (Overall we measure value not usage)
Our top 10 tips

1. Start small and work with just a few groups
2. Focus on groups who are enthusiastic and committed
3. Identify and involve the main site owner and other champions as soon as
   possible to develop a sense of shared ownership
4. Manage expectations of site owner(s) in terms of initial site support
5. Identify the group's business objectives for the site at the outset
6. Review with the group how they currently try and meet those objectives
   and what software they use to do so
7. Ensure the group understands the business and cultural implications
8. Select software to meet business needs, not the other way round
9. Don’t compromise ease of use - key selling point for users and editors
10.Monitor the sites and give ongoing support and feedback
Questions ?

lee@headshift.com
ruth.ward@allenovery.com

http://www.headshift.com

Photos courtesy of Flickr using Creative Commons license

http://www.flickr.com/photos/dplanet/94442623/
http://www.flickr.com/photos/arbron/77094898/
http://www.flickr.com/photos/jurvetson/105123875/
http://www.flickr.com/photos/kacey/252912749/
http://www.flickr.com/photos/victoriapeckham/164175205/
http://www.flickr.com/photos/markrjones/47761183/
http://www.flickr.com/photos/sgt_spanky/35811144/
+ screenshot from http://labs.digg.com/swarm

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Allen & Overy Social Software project case study

  • 1. Growing social media projects from the ground up Some observations for information professionals Lee Bryant & Ruth Ward :: Perfect Information, May 2007
  • 2. About Headshift • headshift is a social software consulting and development group who apply emerging tools and ideas to the real-world needs of organisations: consulting & engagement prototyping and experimentation development and integration
  • 3. About Allen & Overy LLP
  • 4. About Allen & Overy LLP
  • 5. The world of social software (aka web 2.0)...
  • 6. ... is entering the enterprise Blogging tools Wiki platforms Newsfeeds / RSS Sui Sui Sui Combined suites Custom build • Systems integration • API connectors Sui Sui • Intranet-based • Blended solutions • “Situated” software
  • 7. Where enterprise social tools are heading • Lightweight, social interface onto corporate info • Social newsreading and filtering to create collective intelligence within the firm • Feeds and flows, not content objects or knowledge stores • Business social networking • More intimate, personalised information and analysis to support client relationships
  • 8. Key characteristics of social software • “Applications that harness network effects to get better the more people use them...” • Fast, iterative delivery - not mega-IT projects • Networked individualism - not centralisation; self-interest drives uptake and growth • Leverage network effects for collective benefit • Combination of ecosystem of tools, data and services, not ‘one tool to rule them all’
  • 9. A few existing use cases for social tools • External communication • Information & knowledge sharing Issue management Ad hoc conversations and Q&As Participation via extranet / website Competitive intelligence Recruitment Employee to employee communication Thought leadership Sharing knowledge within groups Storing and finding information • Internal communications Working with contractors or partners Internal issue management • Team collaboration Intranet development/replacement Leadership communication Creating and editing documents Training and personal development Documenting and organising work Project collaboration • Marketing and PR • Innovation and R&D Campaign management Engaging with customers and media Innovation networks Monitoring brands and markets Prediction markets Promoting a product or service Rapid prototyping Social networking Social newsreading and bookmarking
  • 10. Are firms ready for this ?
  • 11. ... and are information professionals needed ? • Social software promotes a culture of DIY consumer self-service and disintermediation • We are seeing a desire and ability among younger people to manage their own information flows and publish their own opinions • Where does this leave information and knowledge professionals as the guardians and gatekeepers of business information?
  • 12. Yes! But the role gets more interesting... • Information professionals already understand the key issues and behaviours that will make social tools relevant to the business • Other key knowledge networking roles (e.g. Library, PSLs in law firms, analysts in financial services) will also be more important in feeding the firm with information • We are moving from individual request handling to managing feeds and flows within the business
  • 13. Our experience of social tools in a law firm ik v9i10.qxp 21/07/2006 18:39 Page 26 26 Case study: Allen & Overy A llen & Overy LLP is an international legal practice with offices in 19 countries on three continents, 4,800 staff and 450 partners. The firm was founded in 1930 and today advises governments, banks, major corporates and institutions operating around the world. But notwithstanding its tremendous growth in recent years, Allen & Overy still retains the feel of a smaller, more intimate partnership, with a strong collegiate culture and reputation for innovation – as recognised in the Financial Times’ ‘Innovative Lawyers’ report. The allure of social media for Allen & Overy was superficially clear. But initially we were not too sure what we needed or, indeed, whether something so cutting edge would really fit-in among our lawyers. This article • therefore documents the journey we Our project began as a 3 month pilot for 3 groups: took from those tentative first steps 20 months later we have approx 30 active groups when we first floated the idea, to the global roll-out that is going on today. • Blended solution using two products + custom Social media and professional services code + integration with internal systems (e.g. SSO)Jabbari, Allen & Overy’sout the David chief Case study –Allen & Overy knowledge officer (CKO), set Wiki’s law strategic context for knowledge • Seen within the firm as a great success that will management (KM) at Allen & Overy in inform the next generation of knowledge and his recent ‘Know it all’ case study in Inside Knowledge in May 2006. Allen & information sharing systems Overy, like other professional-service Allen & Overy found implementing so-called ‘soc firms, realises that it is a knowledge- relatively straightforward process – but one that centric organisation in which its greatest and highly profitable. knowledge assets are its people. However, the traditional legal KM model By Ruth Ward has focused more on documents – acquiring them and storing them – rather than on people, putting them together To begin with, we sought outside and programm
  • 14. Group blogging as the centre of gravity
  • 15. The importance of trusted communities
  • 20. How we started • Explore: - group cultures - tasks, goals & needs - information landscapes - interaction styles • Try to build a system around real concrete needs • Importance of real workflow examples for new users
  • 22. Current success measures • Increasing number of posts over first year • High readership on receipt of alerts • Diversity of readers and contributors • Meeting initially defined business objectives: • Self help and shared ownership – less admin • More member awareness and action • More pro-active communication • Success is surprisingly visible: 30% of the organisation are members of one or more groups (Overall we measure value not usage)
  • 23. Our top 10 tips 1. Start small and work with just a few groups 2. Focus on groups who are enthusiastic and committed 3. Identify and involve the main site owner and other champions as soon as possible to develop a sense of shared ownership 4. Manage expectations of site owner(s) in terms of initial site support 5. Identify the group's business objectives for the site at the outset 6. Review with the group how they currently try and meet those objectives and what software they use to do so 7. Ensure the group understands the business and cultural implications 8. Select software to meet business needs, not the other way round 9. Don’t compromise ease of use - key selling point for users and editors 10.Monitor the sites and give ongoing support and feedback
  • 24. Questions ? lee@headshift.com ruth.ward@allenovery.com http://www.headshift.com Photos courtesy of Flickr using Creative Commons license http://www.flickr.com/photos/dplanet/94442623/ http://www.flickr.com/photos/arbron/77094898/ http://www.flickr.com/photos/jurvetson/105123875/ http://www.flickr.com/photos/kacey/252912749/ http://www.flickr.com/photos/victoriapeckham/164175205/ http://www.flickr.com/photos/markrjones/47761183/ http://www.flickr.com/photos/sgt_spanky/35811144/ + screenshot from http://labs.digg.com/swarm