2. This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2010 Gartner, Inc. and/or its affiliates. All rights reserved. Anthony J. Bradley Taking a Strategic Approach to Social Media

3. Your people are not your greatest asset!

4. How you empower your people is your greatest asset!

5. Behaviors Have Forever Changed 1985 Personal Productivity Office suites Individual content Filing cabinets Personal 1995 Knowledge Distribution E-mail attachments Content distribution Computer networks Teams 2012 Collective Empowerment Social media Mass collaboration People networks Collectives Are you prepared for this fundamental empowerment shift?

6. What Is Social Media? Social networking -Social profiles -Social network analysis Social collaboration -Wikis -Blogs/microblogs -Collaborative office Social publishing -Content sharing -Content aggregation -Social publishing Social feedback -Social rating, ranking, commentary -Social content structure Social media is an on-line environment created for the purpose of mass collaboration Wikipedia is social media employing wiki technology Social technologies enable social media

7. Recognize the Massive Power of People Mass collaboration is the differentiator Amplify your enterprise by “delegating” to the broader community Turn the community into: -Your extended workforce -Your marketing team -Your R&D team -Your customer support team -Your innovation engine -Your PR team -Etc. Your people = employees, customers, partners, prospects, etc. Tom Sawyer and mass collaboration

8. The Mass Collaboration Cycle Change Contribution Feedback Judgment Results Purpose Community Collaboration Cycle EncouragesReceives BuildsCreates Results

9. Mass Collaboration Behaviors Collective Intelligence Expertise Location Interest Cultivation Relationship Leverage Emergent Structures Flash Coordination

10. Use Patterns: Collective Intelligence 11% 24% 28% 32% Customer Responsiveness Market Responsiveness Operational Effectiveness Product Dev Effectiveness Regulatory Responsiveness Sales Effectiveness Supplier Effectiveness Answer Marketplace Blog Crowdsourcing Discussion Forums Idea Engine Wiki Prediction Market Social Feedback Social Networking Social Publishing Relationship Leverage Mass Coordination Interest Cultivation Expertise Location Emergent Structures Collective Intelligence Tech Support Sales Execution Product Utilization Project Management Product Engineering Product Delivery Operations Execution Market Awareness Human Relations Event Execution Driving Innovation Dynamic Documentation Customer Service Corporate Memory Social Learning Brand Awareness Business Value Business Use Case Social Technology Collective Behavior

11. Social Media adoption by Industry Government is an early adopter

12. Simply Providing Social Tools = Failure A "provide and pray" approach has about a 90% failure rate Radical benefits result from delivering social solutions A social media solution is the right tools targeted at a defined purpose You can't install innovation Providing a tool won't transform behaviors

13. Taking a Strategic Approach Refine Purpose Guide Launch Collaboration Cycle 3 level strategic “onion” 1.Organization 2.Community 3.Participation

14. Build a Portfolio of Mass Collaboration Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Refine Purpose Guide Launch Create a clear and specific vision Strategically grow a portfolio of efforts Adapt the organization over time in concert

15. Vision Example – NASA MSFC “Enabling MSFC science and engineering teams to collaborate with the general public on design innovations. This will help close the duration gap between the current shuttle program and the replacement vehicle program.” “Empowering MSFC engineers and managers to continuously collaborate with each other and with partners on engineering designs for products that cross engineering stages. We can drive higher- quality designs, shorten project timelines, and lower project costs.”

16. Feeding the Portfolio No, Go, & Grow is a strategic approach to social media Combines top down and bottom up efforts Implemented through governance (strategy and policy) The purpose is the decision entity Need for social media Is there a well - formed purpose ? No No: Require a well-formulated purpose statement Is social media suitable? No No: Explore non- social media solution Yes Assessment criteria Can grass roots effort succeed ? Yes Go: Enable grass roots efforts. Yes Assessment criteria Does it merit application investment ? Yes Grow: Execute a social application initiative Business case No Postpone until circumstances change. No, Go, & Grow Portfolio

17. From Decision to Portfolio to Reality Refine Purpose Launch Guide Community Cultivation Cycle No, Go, Grow Portfolio ProjectsCommunities “Grow” “Go”

18. Purpose and purpose roadmaps 1.Magnetic 2.Aligned 3.Properly-scoped 4.Promotes Evolution 5.Low risk 6.Measurable 7.Community-driven Area of Opportunity Assess Seven Characteristics of a Good Purpose

19. Client Example: Health Insurance

20. Purpose Examples – Health Insurance Shorten the benefits learning curve: Existing and new members help each other understand and use benefits to enhance the value members receive from their benefits and to improve member retention. Share preventive health care: Members and BCBST interact around the benefits of preventive care and such preventive actions as child immunizations, routine mammograms, and annual diabetes testing that improve members’ health and well-being. Prepare for life-changing events: Members prepare for impending life events (retirement, marriage, children, etc.) by assisting each other in selecting an appropriate insurance plan. The goal is to ease the burden of changing plans and ensure proper insurance coverage.

21. Path to Becoming a Social Organization Folly Flippant FearfulFormulatingForgingFusing What about you as a manager? Are you a mass collaboration asset or liability? Enabler, impediment or bystander? Where is your company? What is your corporate culture? Is it a mass collaboration asset or liability?

22. Guiding Mass Collaboration Success 1.Target productive mass collaboration 2.Guard the health of the community 3.Become an expert at recognizing and nurturing purpose 4.Make the organization conducive to mass collaboration Management guidance Imperatives Success with social media is fundamentally a leadership and management challenge

23. Social Media Book Due out October 18, 2011 Pre-order at: Amazon.com Borders Blogs Http://blogs.gartner.com/Anthony_Bradley Http://blogs.gartner.com/Carol_Rozwell

24. Related Research See the following Gartner research supporting this presentation. 1.“The Six Core Principles of Social-Media-Based Collaboration”The Six Core Principles of Social-Media-Based Collaboration 2.“Employing Social Media for Business Impact: Key Collective Behavior Patterns”Employing Social Media for Business Impact: Key Collective Behavior Patterns 3.“The Business Impact of Social Computing on Company Governance”The Business Impact of Social Computing on Company Governance 4.“Use a Gartner Governance Model to More Safely Empower Grassroots Social Media Efforts”Use a Gartner Governance Model to More Safely Empower Grassroots Social Media Efforts 5.“How to Assess the Suitability of Social Media for Enterprise Collaboration Scenarios”How to Assess the Suitability of Social Media for Enterprise Collaboration Scenarios 6.“12 Criteria to Assess Grassroots Risk and Potential in Social Media Solutions”12 Criteria to Assess Grassroots Risk and Potential in Social Media Solutions 7.“Toolkit: Employing a Purpose Road Map to Build and Execute a Social-Media Strategy”Toolkit: Employing a Purpose Road Map to Build and Execute a Social-Media Strategy 8.“Seven Key Characteristics of a Good Purpose for Social Software”Seven Key Characteristics of a Good Purpose for Social Software 9.“Toolkit: A Social Media Vision and Road Map for Community-Centric Technical Support”Toolkit: A Social Media Vision and Road Map for Community-Centric Technical Support 10. “Ten Primary Design Considerations for Delivering Social Software Solutions: The PLANT SEEDS Framework”Ten Primary Design Considerations for Delivering Social Software Solutions: The PLANT SEEDS Framework 11. “Toolkit: Checklists for Designing an Enterprise 2.0 Social Media Solution Using the PLANT SEEDS Framework” Toolkit: Checklists for Designing an Enterprise 2.0 Social Media Solution Using the PLANT SEEDS Framework 12.“Establishing Policies for Social Application Participation”Establishing Policies for Social Application Participation 13.“Toolkit: Establishing Policy for Social Software Applications”Toolkit: Establishing Policy for Social Software Applications