Reading from news (http://news.cnet.com/8301-13577_3-10368956-36.html) today, a survey has shown that 54% workplaces block social networks completely. I'm glad to be in a company which is the 10% which allow social-network use at work so I can stay connected with my external partners and industry peers. It seems the debate on whether social media is a effective business tool or a productivity drain is still going on.

In Intel, we are embracing social media as a mean to transform collaboration in Intel. We see the opportunity out weights the potential risk. We are deploying a social media platform for our employees. You can find out more about our social media strategy from our recent white paper (Developing an Enterprise Social Computing Strategy) and the blogs from Laurie Buczek (Why Intel is investing in Social Computingand Intel's Enterprise Social Computing Strategy Revealed).

Personally, I think social media is going to repeat the history of email and instant messaging (IM) at work. Few years ago, there were skeptics about IM at work. Our CIO at that time, John Johnson, took the risk and deployed IM in Intel. Today, it's a productivity tool that I cannot live without. This morning I was troubleshooting a problem with a colleague waiting to broad a plane 16 hours away thru IM. I frequently talk to my colleagues around the world. They could be anywhere in office, at home, or on the road, when I need to connect with them. Whenever they pop up online, I can get hold of them. Without IM, life will be much more difficult and less productive.

I have been participating in a IT pilot program testing out Windows 7 in our environment. We have a Windows 7 group setup in our social media platform where we share BKM and help each other. I got workarounds from the forum for issues I ran into with the beta version of the operating system. I also contribute my findings and solutions back to the group. Together we are creating a rich knowledge base for the Windows 7 program team. The pilot users around the world were helping each other and saving each one of us a lot of time learning about the new OS, troubleshooting and finding workarounds. This is an excellent success story for social media at work. (Find out our Windows 7 experience here: The Value of PC Refresh with Microsoft Windows 7*)

What is your view of social media at work? Is your company putting up a strategy to adopt the technology?

In my post Testing Business Value in Social Networking I shared our results of extensive exploration to determine if there is value in adding professional networking for employee use. The exploratory results moved us forward to creating a modular and integrated social framework to consolidate current "islands" of blogs, forums and wikis and add new capabilities such as the people connection that professional networking brings.  We are 1.5 weeks away from launching the first phase of bringing robust social tools in-house to augment and improve the way our employees connect and collaborate today.  I get asked a lot about "Why" we are doing this and the value we believe we will bring to Intel.  I wanted to share with you the reasons.

• Employees Want to Put a Face to a Name: We are a large (~85k employee) globally dispersed workforce.  Global teams of people work together, but in many cases wouldn't recognize a team member if they passed them on the street.
• Too much time is lost to find people & information to do your job:  The average Intel employee dumps one day a week trying to find people with the experience & expertise plus the relevant information to do their job. We have calculated some of the $$ impact due to lost productivity & opportunity.  Let me just say that it is motivating us to take action.
• Getting work done effectively in globally dispersed teams is challenging: There is usually a window of 2 hours a day that team members can communicate real-time with each other.  Work in progress collaboration is often done in email, passing back and forth edited presentation decks and crossing discussion wires. Task hand-offs from one team leaving work and another entering are very rough.
• New hires want to have a way to integrate into Intel faster: This isn't a generational thing.  Think back to your first day at your company.  How did you learn about the company?  How did you put a name to a face or discover who you needed to connect with?  Did you feel isolated and lost?  I bet you answered yes to most or all.  It's a fact that if you can improve the integration experience you will get faster engagement, happier workers and quicker delivery of solid results.
• Restructuring and employee redeployment impacts Organizational Health: The last two years Intel has spent restructuring and reducing our workforce. With the current economic conditions, now all companies are faced with and embarking upon the same venture.  This leaves employees feeling disconnected, isolated and disengaged.  We are finding value in providing opportunities for Intel to feel small, give employees a voice and build a sense of community.
• We reinvent the wheel over and over again: Need I say more?  Stovepipes and silos breed redundancy.
• We learn more via on the job training, then we do in a classroom:  Providing employees opportunities to share their knowledge and their expertise allows other employees to organically discover information to help them do their jobs.  Your organization becomes a learning organization with "wisdom of crowds" at its core.
• We need to deliver radical innovation in a mature company:  It is challenging for mature companies, like Intel, to find a parallel innovation vein to the current incremental innovation. However, it is essential in order to power future growth.  In Judy Estrin's book "Closing the Innovation Gap:  Reigniting the Spark of Creativity in a Global Economy", she states the five core values of innovation are questioning, risk taking, openness, patience and trust. Intel has these values at our core but organizational stovepipes get in the way of ideas.  Social tools can unleash those ideas.
• When the mature workforce starts to retire, they carry knowledge out the door:  Have you thought about the bottom line impact that the large amount of retiring baby boomers will have on your company? Or better yet, our economic future?  Tacit knowledge is imperative to transfer knowledge.  To date, there aren't any solid tools to effectively extract the tacit knowledge.  Social tools show real promise. See These Knowledge Boots are Made for Walking.

I'll keep you posted as we robustly launch and capture the success stories.  We believe these tools have the potential to be transformational.  This isn't our mother or father's information workplace any longer.

*** This post was originally published in 2007 on the old IT @ Intel blog - I am reposting it for the benefit of this new community site , with some updates to bring it up to date. ***

Back at the beginning of 2007, the managers of my organization had a dilemma and they  needed someone to help solve it. Now, I’ve got 13-16 direct reports which is already a full  time job, but their need was something I found pretty interesting, and since I have a  passion for social media it seemed right up my alley.

#

Here was their problem - how could they help a group of developers in another country learn  everything that our US resources knew about an enterprise software we’ve been using for  over a decade? Keep in mind, these US resources had stayed mostly static for the last 10+  years…the people who implemented it are the same people who engineer it today. They have  significant “tribal knowledge”, and are intimately familiar with how we have configured and  modified the software through the years to adapt to changing business needs.

But the new teams in other countries did not. Not only were many of them new to the  technology, but they had no idea what we’d done over the last ten years, or why we’d done  it in the first place. So I was chartered to go off and “build a community“…and that’s  what I did.

Here’s where we are today, then I’ll tell you how we got there (keeping in mind that we  still have more work to do)…

Today

Hello again, it has been a very long time since my last external post. Sorry about that! I have plenty of excuses as to why, just none that are worthy of expressing. I was sitting down the other day, reviewing some of my industry RSS feeds, reviewing a few tweets for those I follow and spent time reflecting on my team's work in collaboration space for our internal Intel employees.

Industry experts, analysts and somethat say they are experts - point out their "right answers" to collaboration (which are blogs, wikis, social networks to name a few). Makes me stop and wonder, are those folks looking back at history of collaborative tools? Or are they focusing their energy on "the shiny new thing." Let's look back for a moment - do we think that collaborative tools are something new? (they really are not). Look at the past improvement attempts, like email. Here at Intel email is still the big collaborative tool. Would we say that was a success? If so, why improve it? It definitely has filled a gap for quite sometime. Many folks still use it - a lot (just go on vacation for a week and don't check your email to see how much). Some folks have move to Intelpedia (our internal wiki) for posting content. Intel's wiki use has taken off over the past 2 to 3 years. Maybe five years from now - we might look at wiki's in the same vein as email. What is next up? How will we feel about that one in ten years? We are being challenged to deliver new collaborative capabilities - which to me are solving the same set of problems that have been around for quite awhile (with a few new issues added).

While it's important to avoid locking ourselves in the past, or letting the past bias our view of current or emerging tools, it is extremely important not to forget the history of collaborative tools and the complex problems those tools attempted to address. The Web 2.0 vendors need to really look long and hard at those problems and use cases - rather than shining up something new (that meets some of needs). I come across challenges everyday when speaking to many Intel users and teams. When I attempt to get a better understanding of the problems that they are telling me, they point to a solution that they have seen. Some shined up version of something that could work, maybe.

Shiny objects always get someone's attention. We ran into a recent challenge around micro blogging at Intel. Many Intel folks are on Twitter (sbell09 for me) and this is great for external stuff. The questions comes down to, "Am I sharing something externally that I should not?" That question started internal use of Yammer - for the Intel group only. Grew to over 400 users. Many folks saw some value, others not but it all comes down to what you put in. A variation of the Twitter question was asked, "Is Intel IP secure?" Yammer is externally hosted. Someone pointed to why don't we just set it up internally within the firewall? That very weekend someone did just that.

We must not forget that these new technologies are not perfect. We must also not forget that the individual behavior changes that will come with these tools - is going to be a big change. That change must come with improvements to getting work done, quickly and securely.

What challenges do you face? Do you folks remember history? Do they care? How do we stay ahead?

Over the last several months I have engaged with conversations both internally within Intel and externally around the work I am doing with enterprise social computing. Inevitably someone always states, “Knowledge management has been attempted and failed over the last several years. Why is it going to be different this time?”

Warning- the following might be considered heresy by KM loyalists :):

From my perspective I believe social computing will ultimately achieve what traditional KM has been attempting to do for years. Call it a paradigm shift, but unlike traditional KM, social computing is not about managing knowledge. Rather, social computing is about enabling more effective people interactions. Therein lies the yellow brick road to bringing knowledge to the forefront. How could I possibly make this claim? Because tacit knowledge is a key portion of the knowledge this is relevant and necessary. Traditional knowledge management tactics have struggled to effectively capture and harness tacit knowledge. Within Intel, we have substantial efforts to document processes- especially within our engineering and manufacturing organizations. Many white papers have been written. But at the end of the day, all that captured and managed knowledge isn’t enough to effectively transfer a process completely or in Intel terms “copy exact.” It takes the documentation, white papers plus a team of people to do the knowledge transfer. Ultimately tacit knowledge is at the heart of the matter. It is the golden key. With social computing, we are finally able to see more light at the end of the tunnel.

So what does this mean for us, for you? There are a number of environmental pressures that are descending on Intel and peer companies. The first – Knowledgification- essential for economic growth in the 21st century: I recently had an opportunity to hear Gene Meieran, an Intel Fellow and employee for 34 years, speak at our Intel IT Technical Leadership conference. Gene stated that during the 20th century, the #1 innovation was electrification- the delivery of cheap power to homes and factories. Gene makes the case that the capturing and sharing of knowledge between people, organizations and communities, will be the force that drives the economy in the 21st century. Knowledge is the glue the holds our virtual universe together. The global sharing of information will change the world for the better - if we do it wisely. Knowledgification also powers radical innovation. Radical innovation is rarely seen in mature companies. It is risky, has high failure rates and is birthed by individuals. Gene argued that it is the institution’s job to enable the culture of innovation. The role and responsibility of IT is to create an environment that supports collaboration and sharing of information across time zones, across geographies, across organization hierarchies. IT must develop technology that allows people to work better and more effectively (asynchronously and synchronously) than we currently are today.

The second environmental pressure is one of the biggies. Starting in 2012, the U.S. is going to experience a large portion of our workforce aging out of the system. Yes, baby boomers will be retiring. That means that tacit knowledge gets up and walks out the door. As a 40 year old company, this should be enough to have Intel shaking in its boots. If effectively implemented early, I believe social computing provides the ability to extract and capture knowledge tidbits or knowledge streams- a fundamental portion missing from KM today. Instead of exerting even more efforts to formally document, house, realize knowledge - social computing captures the knowledge that is shared informally via conversations and people interactions. Social computing naturally fits over ways that people connect and share knowledge, tacit in particular. Metcalf’s law of exponentially increasing the value of your knowledge network, by increasing its volume – can be achieved.

You may be thinking I had a big breakfast of motherhood and apple pie this morning. But I challenge us to think differently. I challenge us to look in the mirror and determine if we have achieved the highest levels of being a learning organization. Do we feel we are effectively capturing tacit knowledge today? What is the business impact of having large amounts of knowledge walk out the door? How much does the knowledge transfer process cost today? Could there be a better way? I believe there is a better way and it’s wearing social computing boots. Knowledge boots that keep the knowledge from walking out the door and boots that kick radical innovation into high gear. Are you ready to try on a new pair of boots?

Today is the first day of participating in an IT Consortium around collaboration. The hot topic seems to be around Enterprise 2.0. Not surprising. I am speaking tomorrow around how Intel is using social computing tools to transform collaboration. I will admit that I entered this discussion with a misperception about other company's state of maturity in "going social." An open conversation began with discussions about whether companies block access behind the firewall to any social media sites. An unbelieveable 75% said "yes" to sites like Facebook and YouTube but a bit more were receptive to LinkedIn. I asked "why"? Answer: Business groups don't want their employees to "goof off" doing non-business activity during work time. Also expressed were security and information control concerns. I followed-up with a question asking of those companies that block social sites, how many have external corporate blog sites. Zero. I think corporations are trying to control something that no longer can be controlled.

I flashed back to a great post on Go Big Always. The article captured historical reactions to disruptive software and technologies to corporations. If you answered "yes" to blocking social sites and not finding business value in social software, then this is a MUST read! It shows that sometimes reactions to change are more out of fear, than logic. We are taking it as food for thought as Intel attempts to take our investment and usage of social software to the next level. Below are the article's key takeaways (re-published):

Email has no place at work (1994)

It’s clearly used for goofing off. The last thing I want are my employees wasting my money emailing each other. What’s the use case for email at work? What’s the ROI? Who else is doing it? See industry article

Internet access has no place at work (1996)

Giving employees access to the internet would be a massive productivity problem. Not to mention there are huge security concerns. What’s the reason employees should be allowed to cybersurf? See industry article

eCommerce is too high a risk for our company (1998)

Our company can’t afford the risk associated with opening ourselves up to new, unproven channels or even hacking. There are a lot of thieves online. Why would someone buy our products on the World Wide Web? See industry article

Instant Messaging has no place at work (2002)

It’s a massive distraction. Interruptions cost billions each year. Employees shouldn’t be allowed to spend time chatting all day work. Instant messaging has massive productivity loss implications. See industry article

Social Software has no place at work (2005)

It’s clearly used for goofing off. The last thing I want are my employees wasting my money blogging or networking with each other. What’s the use case for social software at work? See industry article

If IT is truly a strategic business partner, then let's start advising our businesses that not only can we not stop scary software, but that the software may not be that scary after all.

We have officially completed our exploration process to determine the value of social networking within our enterprise. This is included conversations with industry analysts; IT peers; a proof-of-concept (POC); usage model work; focus groups and human factors engineering. The first lesson we learned is to not call it "social" networking. It was wrought with images of kids throwing virtual pies at each other. Our new terminology for the capability within the enterprise is now Professional Networking.

We took a look at professional networking’ s ability to solve some key challenges for Intel and tested a short list of vendor platforms to determine which one, if any, could meet our requirements. Below are some key findings and conclusions.

Employees see a significant ability to tackle increasing feelings of isolation and difficulty finding knowledge.

In particular, POC participants noted the ability to put a face to a name; extend and create their network; and locate experts as valuable features. As one participant stated, “Providing people better ways to connect, and find that knowledge from experts, would really help with silo’d information and make Intel feel more productive.”

There is substantial value in improving the attraction & retention of the next generation workforce.

Professional networking is expected by the next generation workforce. See What Gen Y Teaches Us About Enterprise Social Networking for learnings from focus group conversations with recent college graduates. Intel has opportunities to deliver expected new ways to learn, interact and access information immediately. This is not a trend, it is reality.

What Strategies are Critical for Success?

In addition to exploring the business value of professional networking, we learned a lot about what strategies are critical for success and what key road blocks need to be removed. What are the most critical strategies surrounding the deployment of professional networking?

Professional networking must bolt into an integrated social collaboration framework.

The strength of professional networking doesn’t just lie with the people information in the tool, but with the added context that other tools bring. For example, my profile lets people know that I am the Enterprise Social Media Program Manager but doesn’t present any documents, blogs, wikis or discussions forums to discover my “knowledge” around social media. A robust social stack provides the full rich picture.

Integration across social tools and traditional collaborative tools such as email, meeting workspaces and instant messaging is critical.

We heard loud and clear that the professional networking application should not be a disparate application. At a minimum, it must be integrated across social tools such as blogs, forums and wikis. Additionally, it needs to be engrained in work flow processes. This means that it is integrated into internal white pages; enterprise search results; email v-card, presence, to name a few.

Employees want only one profile to maintain; it must be unified.

If time is dedicated to update and enrich a profile, employees want only one. In addition, employees want to be able to leverage the profiles to search and find experts. In a survey done by our Enterprise Search program team, finding people was the third most important search employees want to do.

Deploying professional networking successfully is not as easy at it sounds. See The Best Social Tools Don’t Make a Social Enterprise, which highlights some of the key challenges. In a nut shell, if IT doesn't act, business units will. Also, if a strong investment in enterprise social computing has lacked, then the success of professional networking will be at risk without a solid core social stack. The core stack brings to the forefront the information and knowledge associated with the people.

Our goal is to have professional networking deployed by the end of the year. However, we still have a bit of work to be done.

I would love to hear how your company is approaching professional networking. Are you finding the same business value, challenges and strategies necessary for success?

Are you considering social networking in your enterprise? Surprise! We are too. We started off the process with certain perceptions about what the application should do and shouldn't do. If you think that your employees (especially the younger ones) want social networking within the enterprise just to have "fun" - think again. If you think it is purely for improving collaboration and productivity - ponder more. How do we know? We did a focus group with employees who are recent college graduates. Here is what we learned.

• Pulling in an existing external social networking application into the Intel environment is viewed very negatively. Even a "like" experience wasn’t well received. Gen Y'ers use social networking to connect with friends and to share outside-of-work experiences. They don’t want their personal life to become exposed in a work environment.

• Fun in the work environment is more directly tied to “physical” spaces/experiences and not a social networking application. There was even an allergic reaction to the term “social” as applied to the networking application. Social = their life outside Intel. They said within a business environment it needs to be a professional network.

• They expect to put a name to a face before they reach out to that person.

• They want tools that will help them to find relevant & trusted information/people faster. An analogy they used to describe the tool is your school yearbook entry + phone book+ management hierarchy.

• The application needs to be integrated with current destinations & other communication tools. Presence and a unified profile are very important to them. They want the ability to view another employee's profile in our internal Phonebook or email and within that application begin an instant message session with them. They explicitly stated that if we create another disparate application, they will not use it.

• They want the power to personalize. They don’t want to be fed the information that an administrator thinks they want- they want to decide what it is they will receive. They prefer the "iGoogle" like personalization.

• The application must be easy to use & not require a lot of time. Recently, a lot of them are getting turned off by some social networking applications because they are too busy- too much noise.
  
  Gen X and Baby Boomers – do you agree with the younger generation? Other IT shops, what are you seeing in your environments? I would like to hear from you. In my next post, I will share with you what some others in our work force said when I posted these results in our blog.