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


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


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)


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


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


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


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


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


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


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”


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


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”


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


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


InterviewsSurveysEthnographySampling & MeasurementSocial Network Analysis





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.


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.


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?


• 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?



Methods: Survey (Example)SNA Maps: Messy Connections, Overlapping Ties

Groups


Methods: Survey (Example)SNA Maps: Finding Unexpected Collaboration

Team XYZ

Team ABC


Methods: Survey (Example)SNA Maps: Top Advisors For Ideas (Innovation)

Groups


Methods: Survey (Example)SNA Maps: Communication Pathways

GroupsOne way relation (not reciprocal ties) indicates interaction as broadcast message or channelswitching


Community-building FrameworksAdoption TacticsChange Management Programs“Social BPM”





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


Adoption: The Psychology Of ChangeValue gained from a more participatory culture

AppliedResearch

UserExperience

Design

EarlyAdopter

Outreach

“SeedingTactics”

MediaLiteracies

CommunityEngagement

GovernanceProgram

ChangeManagement

Program

AdoptionProgram


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


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

http://www.uic.edu/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/2142/1949

http://www.uic.edu/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/2142/1949

http://cyber.law.harvard.edu/interactive/events/2011/05/danahboyd

http://cyber.law.harvard.edu/interactive/events/2011/05/danahboyd

http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html


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

http://cyber.law.harvard.edu/interactive/events/luncheon/2011/06/ellison

http://cyber.law.harvard.edu/interactive/events/luncheon/2011/06/ellison

http://www.zengestrom.com/blog/2005/04/why-some-social-network-services-work-and-others-dont-or-the-case-for-object-centered-sociality.html



http://www.zengestrom.com/blog/2007/08/what-makes-a-good-social-object.html

http://www.zengestrom.com/blog/2007/08/what-makes-a-good-social-object.html


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&notoc=1

http://digitallearning.macfound.org/site/apps/nlnet/content2.aspx?c=enJLKQNlFiG&b=2108773&ct=3017973&notoc=1

http://digitallearning.macfound.org/site/apps/nlnet/content2.aspx?c=enJLKQNlFiG&b=2108773&ct=3017973&notoc=1


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

http://firstmonday.org/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/2162/2127

http://firstmonday.org/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/2162/2127

http://mikeg.typepad.com/perceptions/2011/11/annotated-bibliography-background-for-literature-review-project.html

http://mikeg.typepad.com/perceptions/2011/11/annotated-bibliography-background-for-literature-review-project.html


Thank you.