Presentation for the ASTD Conference Learning 2.0 - Don't Get Left Behind

1. Strategies, Models, and Roles Social Learning Where is Social Media Working? What’s the larger context? Where is social media having an impact? What does that mean to us? David Wilkins VP of Research

4. Average user is connected to 80 community pages, groups and events

5. Average user creates 90 pieces of content each month

7. 72% blog to share their expertise

8. Twitter page views now dwarf CNN, FoxNews, and NYTimesCOMBINED

10. Marketing – the good old days…

11. What’s happening today?– Pepsi’s Marketing "Consumers own the brands as much as we do, and they want to share their interests and likes," says Bonin Bough, director of social and emerging media for PepsiCo. “Twitter means we can react to something that happens and provide a platform for dialog. That's the key word. It's about engagement and building the relationship...”

13. 78% of people trust peer recommendations

14. Advertising is down double digits in broadcast mediums -- print, TV, and radio

15. And up double digits in conversational mediums – web and mobile devices

17. Why Companies are adopting Social Media… https://www.mckinseyquarterly.com/Business_Technology/BT_Strategy/How_companies_are_benefiting_from_Web_20_McKinsey_Global_Survey_Results_2432

18. Business benefits from Social Media https://www.mckinseyquarterly.com/Business_and_Web_20_An_interactive_feature_2431

19. Biggest Growth areas – look familiar? 8% increases https://www.mckinseyquarterly.com/Business_and_Web_20_An_interactive_feature_2431

20. Internal use cases are the dominant use cases Gartner: Social Media – biggest IT investment in 2011 McKinsey: 67% of companies will increase their spend on Social Media in 2011 https://www.mckinseyquarterly.com/Business_Technology/BT_Strategy/How_companies_are_benefiting_from_Web_20_McKinsey_Global_Survey_Results_2432

23. ….we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from an external partner. Proof – P&G http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml

24. P&G’s “Company” Partner Community Formal content Social and informal content Customer Community Workplace Community Human capital Public Community Learning is the work and work is the learning…

25. You won't have to depend on the CEO anymore. We now have a whole pool of talent who can lead these working groups, like mini CEOs and COOs. We're growing ideas, but we're growing people as well. Where I might have had two potential successors, I now have 500. Proof – Cisco http://www.fastcompany.com/magazine/131/revolution-in-san-jose.html?page=0,0

27. Performance is not you need; pockets of expertise lead to great outcomes in certain scenarios, but not others; whereas in other regions, the weaknesses are the strengths

28. How do you normalize and then accelerate group performance?Example Industries Franchises Associations Retail chains or hospitality chains Any globally distributed manufacturing or mining company Exercise #2 (Group): Be a “social” Consultant

29. Problem Results Background Geographically dispersed expertise Specialized products and product knowledge across a huge inventory Common roles, common needs but no way to capture knowledge Constant change and new info sometimes daily Independent owners 500% ROI in under 6 months Weekly and daily use of the system Documentation of common issues at marginal cost Documentation of specialized knowledge at marginal cost Culture of sharing All 4400 Ace stores are independently owned and operated by local entrepreneurs, hard-working, passionate business owners who are involved with and, many times, reside in the communities where their stores are. There's a good chance you'll see your local Ace store owner at the grocery store or Little League game.

31. Your sales team needs more information about competitors: how they pitch, how they price, weaknesses, strengths…

32. Organization doesn’t have the resources to do a deep dive on all of these competitors either initially or on an on-going basis

33. How do you meet the sales team’s needs?Example Industries Any of them – who doesn’t have comptitors? Exercise #2 (Group): Be a “social” Consultant

34. Problem Results Background Huge growth mode – 200+ branches in under two years Needed to capture knowledge of competitors that was shared by clients Need to capture & share best practices in a state of constant flux Standard training & communication wouldn’t work Weekly and daily use of the system Documentation of common issues at marginal cost Documentation of specialized knowledge at marginal cost Faster distribution of key information Culture of sharing & SN For more than 25 years, Scottrade has been a leader in the stock brokerage industry. A leader in technology, a leader in customer service and a leader in value. Today at Scottrade, investors have the stock trading tools and services they need to take control of their investing needs.

37. Is this knowledge management?

38. If a trainer compiled this same information and delivered it in a course each month with a quiz at the end, does that change who owns it?

39. What if the training group mentored the sales folks on how best to present what they know?

40. What if the training group did a weekly lunch and learn summarizing the latest updates?

42. The cost of mining them for that information is prohibitive as the information constantly changes

43. How do you share the expertise of individual clients with other clients and use their expertise to better inform your own team?Example Industries Software Complex Hardware Complex Systems Obsolesced Technology Exercise #2 (Group): Be a “social” Consultant

44. Problem Results Background Bluetooth for the masses? YIKES! Average support call costs $8-$12 Need to capture & share best practices in linking new Bluetooth devices which are in a state of constant flux Standard training & communication wouldn’t work As of last Spring, 10,000 active users and over 1,000,000 message views Painless rollout and adoption of the technology Documentation of common issues at marginal cost Innovation and product suggestions In January of 2007, Ford launched SYNC, a factory-installed, in-car communications and entertainment system developed by Ford and Microsoft that allows various portable digital music players and Bluetooth-enabled mobile phones to be operated with simple voice commands. Named one of the Top 10 “Most Brilliant Gadgets” of 2007 by Popular Mechanics.

46. Why? Because of the customer focus?

47. If the organization learns from it’s clients or employees, is that learning any less valuable than what the organization pushes from the top down?

48. If the leadership and experts tell you what to teach, then it’s clearly owned by L&D, but if the employees or clients tells each other or the leadership, then it’s not?

49. We need to cast off old ways of thinking that limit us

51. Raytheon

53. Which is most?

55. Strong Ties Sales Marketing Production HR and Legal R&D Strong ties She is also tied to multiple people within her own group (strong ties). She is quite likely the most influential person in this company.

56. Who really runs this company? Sales Marketing Production HR and Legal R&D Real Power These four individuals are the true power-brokers of the organization. They are each highly connected in their own organizations and are connected to major players in other groups.

58. Capturing best practices

59. Connecting people more formally instead of relying on informal networks.

61. Are we providing opportunities for growth?

62. How do we transfer expertise to others?

64. How do we ensure that information flows freely to other members of the group?

66. Capturing ideas from all employees, not just the “connected ones.”

67. Judging ideas and people on their merits rather than “homophily.”

69. Capturing best practices.

70. Connecting people more formally instead of relying on informal networks.

71. Sharing the workload.

72. Succession planning.

74. How do we spread the load to groom successors and even things out?

76. Identifying the cross- pollinators in the group: talent management, leadership training etc…

77. Foster innovation.

79. How do we foster more collaboration and innovation across groups?

81. Enable new hires to more quickly integrate into existing networks.

82. Better utilize unique perspective of newbies.

84. Are the lack of connections a result of poor performance / fit?

86. How do we connect with alumni, particularly retired employees?

88. Boomers at retirement age often want to “give back” and mentor.

92. When does scale trump accuracy?

93. When does speed trump accuracy?

94. When does “correct and verified” actually result in “inaccurate and no longer valid”?

95. When do connections and collective wisdom trump individual expertise?

96. Where, how, and when is learning happening in the org or within the extended enterprise?

97. What role do we play in all of this?

98. What role should we play?

100. Information topologies, experience with taxonomy & folksonomy

101. Network theory – strong, weak and potential ties; network effects

102. Long tail search concepts; Wisdom of Crowds concepts

103. Experience or understanding of “new school” moderation practices

104. Facilitation, trust, self-efficacy, team-building, authenticity

105. Reward and recognition models, intrinsic vs extrinsic rewards and motivation

106. Community management and community building

108. Are you the pipe or the plumber? 45

109. Best Case Worst Case You own it. You start it. You drive consensus. You create governance council. You expand your scope and professional opptys. You elevate your status. You are on the sidelines, watching other groups drive it. You are relegated to the team that does compliance and mandatory training. Your role is commoditized. You become a support function.

110. Questions Contact dwilkins@taleo.com @dwilkinsnh on Twitter dwilkinsnh on LinkedIn http://dwilkinsnh.wordpress.com