Enterprise Collaboration: Can You Connect Social Learning and Business Performance?

Enterprise
Collaboration:

?
Can you connect

social
learning
and
business
performance?

Eric Bruner & Butler Newman
April 2010

What’s wrong with Social?

Social
Solutions That Perform™
Page 2 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.

What’s wrong with Media?

Media

I’m eating a sandwich now...

40%

38%

9%

Story of the Lost iPod


Going Viral


Happy Ending for Lost iPod


The Basic Concept


Culture Shift


Shift Underway for Learning and Organizations

pe
ha

Tw
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em us
r

Co niz

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ov o

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at

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r
rg
Im nt

e t
tice
Pe

ll
e
ar va
In sh

Pu
O

Prac ers

G
Pu

Sh no
ro
te

Lead

w
ra
po

Collaborative
Do y
or

ity
t
n T uni
fC

Pe Culture

mun
rfo
m
no

o
m

rm

Com
Co

er
tio

ar

ors s
Le

t
olu

Con tribu ate

ing
r
Ev

bo

n
ll a

ar
ent

2.0 ... Co
al

Collaborative, Talent-Driven Learning

Le
Le
du

Cont
ut

ar Formalize informal learning

e
vi
bo

ne

at
Collaboration and talent management by design
di
nA

rs

r
ll
In

po
ors Blended and Informal Learning
Pu
ar

ruct
Le

r
st d> Mixing all forms of media with informal learning

Co
In n Learning on-demand and integrated programs
a
em
of
Traditional / D The E-Learning Era
se

n

Formal Put materials online, information vs. instruction
io
r
Cou

Web-based courseware, virtual classroom, and learning-facing LMS
ut

s h
St

Pu
ol

Traditional and Computer-Assisted Training
ud

Ev

>
en

ply Instructor and computer-based (CBT)
ts

p Implement the LMS as administration platform
Su Source: Bersin & Associates. All Rights Reserved.
Training Industry Quarterly, Spring 2009


Exercise- Draw your current state
100
90
ILT Energy/Focus

ILT
Current Example

40%

80 eLearning 30%

Performance Support 15%
70 LMS (sys mgmt) 10%

60 Social Learning 5%

50 Total 100%

40
Performance 30
20 eLearning
Support 10

Social Learning LMS (sys mgmt)

The New Term

Collaborative Performance™


Collaborative Performance

Collaborative = working together
Performance = measurable business results

Collaborative Performance™
“aligned and coordinated efforts to produce valued output,
emanating from a collaborative culture to spur
continuous improvement and
maintain transparent work processes.”


The RWD Clarity Framework™

FAQs


Community Opportunities

FAQs


Process Centered Collaboration (PCC)

PCC
Traits

• Formal/informal help
• In context
• Persistent
• Optional participation
• Transparent knowledge creation


PCC Examples

PCC Interpretations
Workarounds

Status
Tips
& Submit
Proposal
Tricks Examples
Process
Integrity
step People
Readiness

Advice Stories
FAQs

PCC
collaboration
points
• trigger
• step
• decision
• outcome
• hand-off
• role
• interface
• business entity salesforce.com
• geography


Community of Practice

CoP
Traits
• Business driver
• Measurable objective
CoP
• Work process-related
• Common focus
across organizational
boundaries
Process
Integrity Lessons
Learned Continuous
Best Practice
Improvement
Benchmarking
Reporting

Implement Vision

Steer Policy

Organizational
Context


Community of Interest

CoI
Traits

• Interest-based
• Common focus
• Benefit to individual/community
• Optional participation

People
Readiness

r Gu
ide
Use ON 2.1
Skills Expertise
SI
VER

Motivation
to the (2)
Discovery
Relationships
ject
is sub ence, and y
eration interfer that ma
es. Op harmful rference
C Rul se inte
the FC y not cau uding

CoI
15 of ma d, incl
Part device
with receive
plies this ence
com ns: (1) interfer
device conditioept any
This two
wing must acc ration.
follo
device esired ope
this und
cause

Credibility

Mutual Interest
Organizational
Context


Collaborative Culture

A Collaborative Culture exists when ambient and
structured communications are proactively connected.

Training,
Best
Practice
Mission,
Vision

Tips,
FAQs Policy,
SOP


Exercise- Draw your future state
100
90
ILT Energy/Focus

ILT
Future Example

40%

80 eLearning 30%

Performance Support 15%
70 LMS (sys mgmt) 10%

60 Social Learning 5%

50 Total 100%

40
Performance 30
20 eLearning
Support 10

Social Learning LMS (sys mgmt)

Community Manager – the new role

Dawn Foster


Quotes from those serving in the role...

• CM is not a 9-5 job, it is a very time-consuming job and the results are not always
tangible and visible.
• The role changes as the needs of the community change.
• Online communities do not manage themselves.
• Communities often don’t grow the way they are planned and may be taken over
by a sub-group.
• The CM can bridge the gap between those inside and outside the organization.
• The CM doesn’t fit into any single departmental silo – the role is similar to
ombudsman.
• Communities do not want to be managed, they want to be nurtured.
• There is a dynamic tension in communities: control versus member
empowerment (experienced CM’s seem to be at ease with loss of control).
Official Community
• The launch phase requires a small group that is passionate and “transacting” a lot. Manager Mug

• Building community is not about collecting as many people as possible.
• Building community means giving up control.
Compiled by Harold Jarche, The Community Manager: enabling knowledge flows.


Does Technology Matter?

• Knowledge workers spend 40% of their time looking for information.
• Many of them ask the person in the next cubicle.
(Jay Cross 2007)


Technology stewards are people with enough experience of the workings of a
community to understand its technology needs, and enough experience with
Technology Steward or interest in technology to take leadership addressing those needs.
Stewarding typically includes selecting and conﬁguring technology, as well
as supporting its use in the practice of the community.

Etienne Wenger, Nancy White, and John D. Smith, Digital Habitats: stewarding
technology for communities (Portland, OR: CPsquare, 2009). ISBN: 9780982503607.


The Pay Off


CLOs as Vanguard Leaders

CLO


Communicate, Communicate, Communicate



Become the Community Builder
• Hand pick and groom respected opinion leaders for pilots
• Create CoP Builder Community
• Benchmark/collaborate beyond your ﬁrewall



Embrace User Generated Content (UGC)
• Contests
• Recognition
• Rewards
• Goals & Objectives



Manage Top-Down
Participation, Leading cause of failure is
Guidance, lack of top-down participation,
usually due to fear or misunderstanding.
Dissent
• Craft a story, create a success
• Engage ALL stakeholders
• Lead policy and
communication efforts
• Make “community-based
feedback” welcome



Enable Process Centered Collaboration:
What’s in the workﬂow is what gets used
• Survey existing practices - may already be happening
• Empower through technology and advertising
• Leverage grassroots momentum as pilot (without stiﬂing)
• Dovetail with training initiatives - make it part of the curriculum/toolset


Questions

Eric Bruner Butler Newman
ebruner@rwd.com bnewman@rwd.com
410.869.1000 410.869.1000
http://www.linkedin.com/in/ejbruner http://www.linkedin.com/pub/butler-newman/0/210/177
@ejbruner


Enterprise Collaboration: Can You Connect Social Learning and Business Performance?

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