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

?Eric Bruner & Butler NewmanApril 2010

Enterprise Collaboration:

Can you connect

sociallearning

and

businessperformance?

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

What’s wrong with Social?

2

Social


What’s wrong with Media?

3

Media


9%

38%

I’m eating a sandwich now...

4

40%


Story of the Lost iPod

5


Going Viral

6


Happy Ending for Lost iPod

7


The Basic Concept

8


Culture Shift

9


Shift Underway for Learning and Organizations

10

Collaborative, Talent-Driven Learning

Blended and Informal Learning

The E-Learning Era

Traditional and Computer-Assisted Training

Formalize informal learningCollaboration and talent management by design

Mixing all forms of media with informal learningLearning on-demand and integrated programs

Put materials online, information vs. instructionWeb-based courseware, virtual classroom, and learning-facing LMS

Instructor and computer-based (CBT)Implement the LMS as administration platform

Evol

utio

n of

Cor

pora

te Le

arnin

gSource: Bersin & Associates. All Rights Reserved.

Training Industry Quarterly, Spring 2009

Indi

vidu

al

Comm

unit

yO

rgan

izat

ion

Lear

n Abo

ut

Lear

n To

Do

Contin

uous

Impr

ovem

ent

Supp

ly > Pu

sh

Deman

d > Pu

ll

Collaborat

e

CollaborativeCulture

Students

Performers Com

mun

ity

Practice

Leaders

2.0 ...Learners

Con

tent

Contributors

Instructors

Traditional /Formal

Cou

rse

Collaborate

Innov

ate

Push Pu

ll

Bend

TwistShap

e

Merge

Grow

InteractLearn

Share

Perfo

rm

Evol

utio

n of

Cor

pora

te P

erfo

rman

ce


Exercise- Draw your current state

11

10

30

20

40

50

60

70

80

100

90

Energy/Focus Current Example

ILT 40%

eLearning 30%

Performance Support 15%

LMS (sys mgmt) 10%

Social Learning 5%

Total 100%

ILT

eLearning

LMS (sys mgmt)Social Learning

PerformanceSupport


The New Term

Collaborative Performance™

12


Collaborative Performance

13

Collaborative Performance™

Collaborative = working togetherPerformance = measurable business results

“aligned and coordinated efforts to produce valued output, emanating from a collaborative culture to spur

continuous improvement and maintain transparent work processes.”


FAQs

14

The RWD Clarity Framework™


FAQs

15

Community Opportunities


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

PCCTraits

16

Process Centered Collaboration (PCC)


17

PCC Examples

ProcessIntegrity

PeopleReadiness

Interpretations

Tips&

Tricks

Workarounds

Advice

Examples

Status

PCC

SubmitProposal

step

FAQs Stories

• trigger• step• decision• outcome• hand-off• role• interface• business entity• geography

PCCcollaboration

points

salesforce.com


Best Practice

LessonsLearned Continuous

Improvement

CoP

BenchmarkingReporting

18

Community of Practice

Implement Vision

Steer Policy

ProcessIntegrity

OrganizationalContext

• Business driver• Measurable objective• Work process-related• Common focus

across organizational boundaries

CoPTraits


PeopleReadiness

OrganizationalContext

CoIDiscovery

Relationships

Mutual Interest

Motivation

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

CoITraits

19

Community of Interest

Skills Expertise

Credibility

User Guide

VERSION 2.1

This device complies with Part 15 of the FCC Rules. Operation is subject to the

following two conditions: (1) this device may not cause harmful interference, and (2)

this device must accept any interference received, including interference that may

cause undesired operation.


Training, Best

Practice

Tips, FAQs

20

Collaborative Culture

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

Policy, SOP

Mission, Vision


Exercise- Draw your future state

21

ILT

eLearning

LMS (sys mgmt)Social Learning

PerformanceSupport

Energy/Focus Future Example

ILT 40%

eLearning 30%

Performance Support 15%

LMS (sys mgmt) 10%

Social Learning 5%

Total 100%

10

30

20

40

50

60

70

80

100

90


Community Manager – the new role

22

Dawn Foster


Quotes from those serving in the role...

23

• 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).

• The launch phase requires a small group that is passionate and “transacting” a lot.

• 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.

Official Community Manager Mug


Does Technology Matter?

24

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

(Jay Cross 2007)


Technology Steward

25

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

Technology stewards are people with enough experience of the workings of a community to understand its technology needs, and enough experience with 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.


The Pay Off

26


CLOs as Vanguard Leaders

27

CLO



28

Communicate, Communicate, Communicate



29

Become the Community Builder

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



30

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



31

Manage Top-Down Participation, Guidance, Dissent

•Craft a story, create a success• Engage ALL stakeholders• Lead policy and

communication efforts•Make “community-based

feedback” welcome

Leading cause of failure islack of top-down participation,

usually due to fear or misunderstanding.



32

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

33

Eric [email protected]

410.869.1000http://www.linkedin.com/in/ejbruner

@ejbruner

Butler [email protected]

410.869.1000http://www.linkedin.com/pub/butler-newman/0/210/177