Community and social computing
I've just filled out my developerWorks Expert space for the first time today. I haven't really added all the feeds and other things I really want to add in but you can be sure I'll be adding more over time. Right now now it is a little self-centered, since that was easiest for me to find. I'll probably move my links and tags to the space rather than push too much into a particular application like this blog.
The point of an expert space is really to focus on a particular individual and the multiple things they may be working on, or the multiple social tools they may be using. This differs from a group space in that it is not shared with others and you don't have to negotiate or discuss what you want to put onto the space (as long as it doesn't break the T's and C's). A group space really is intended to focus on a group activity with several folks who will be active participants in the topic. Think of it this way: in an expert space, YOU are the product. :)
If you have not come across it before, web2logo.com provides an extensive listing of companies in the social computing and Web 2 space. There seems to be approximately 1000 companies listed there in one form or another. Some logos are repeated (e.g. Google in different versions) but that's rare. Clicking on a logo will give a description from Web2list, site traffic data from Alexa, and current Technorati-tracked blog activity for each of them. It's hard to say if this data is accurate but it does give an idea of which ones are doing decent enough to watch.
If you're a fan of the genre that Sid Meier created with the original Civilization, the latest incarnation released through 2KGames was probably already on your list.
Despite the fact the game actually keeps crashing on my WinXP box due to problems in its use of DirectX somewhere during cut-scene/video playback, it's still gives the excitement I enjoyed with previous version.
Civ - original game - well-worth it then
Civ 2 - some improvements but nothing really fancy
CivNet - really lame excuse for a multiplayer version
Civ 3 - new graphics (eh so what), and only real new element is the "loyalty" factor displayed on the map. It's like they weren't really even trying to make it better.
Civ Test of Time and other off-versions - I can't tell if these were knock-offs or that while they used the Civ2 engine they were written by an entirely different team(s).
Civ 4 - TBD... at least the multiplayer aspect looks more practical.
What I really get out of it is the interesting game elements they try to layer into the game without making the process of building a civilization way too complex. (After all it is a game).
Common elements and Civ 4 adds:
It's still a game in the fact that the rules have changed but it still fun to play. Too much detail in graphics. It's hard to see things clearly with so much detail. This thing is also getting so resource demanding of your computer, it's not a surprise to me that my install is running into problems running the thing. The more complex the simulation after all... Who knew that old "cell" game from the 1960s/70s would grow up to be this...
Now if they'd only help fix my DirectX problems that cause blue screen of deaths. I guess I'll go look at Civ Fanatics.
I do get requests from others on what the notes for this couse contains. The course is definitely one "in the moment", as in, "it's trying to keep up with the latest." The topics we discuss does involve tooling but more for experiential purposes than core training. Because it's so recent, I have not found a single book that could apply across the whole topic. I found about a good 15 books or so that could do it, but I don't think the students would enjoy having that much to read. Nonetheless, there's a need for a book and the students expect it.
In the meantime, the course is a combination of :
I'll ask the public: do you think I should put this information together into a book?
I've written or co-written about 6-7 books already but they are always so much more work than the time/payoff. There are a lot of books out there but as I said, this is a how-to course and not specifically on tools or a particular category (e.g., blogging). Anyway, let me know what you think.
So far, I have not mentioned more details of the final project because we have not yet told the students--if you're reading this--what it entails. We'll probably describe this in the next week or so, and I'll post it then.
I've asked our dev team to set up a wiki for me and hopefully should have one soon. I'll see about post the notes, and files there.
It seems so old school to try to classify social computing metrics but I keep getting the same requests from various internal teams, who are sometimes not familiar with some of the metrics, don't understand them, or simply use other metrics better suited to Web sites rather than social sites. A second goal is to evaluate the qualities of these metrics to determine if they are useful (e.g. using the SMART analysis approach). A third is to see the relationship of the metrics to each other—whether there are dependencies, or if some metrics are more meaningful when reported alongside or compared with others.
To give an idea, while it's considered outdated by others, some still look for Pageviews, and Unique Visitors--classic web metrics better suited to measure how people visit pages, than interaction from social environments. Similarly, "Interaction" itself becomes another stopping point for metrics. These are the metrics most commonly recorded by social software tools: number of posts, the number of downloads, the number of connection invites, etc.
In working with
our social computing researchers we're also looking at Network Effect
metrics such as the Topics (what people discuss) that come out of the
system, or the ratio of consumption to a person's content
Other departments such as marketing teams have an emphasis on Engagement metrics, considering how much a person is becoming involved in a social environment, an event, a marketing offering, or other engagements. Other engagement metrics aren't specific to marketing only. For example, thought-leadership metrics include the ratings on content someone has submitted, or how often they have been quoted or retweeted by others. A more complex one is to determine the Impact a person has on their target audience.
To go further along on marketing metrics, these can even build up towards the sales pipeline—how many interested individuals are there, are they potential sales leads, have they actually asked for sales info, has that lead been validated, and then closed. Joe Cothrel, Chief Community Officer of Lithium suggested similar ideas in an article for Strategy+Leadership magazine back in 2000, on conversion rate from a visitor to a sale, as applied to social environments.
Outside marketing and sales, there are other indicators that relate to business value metrics. Some suggestions in a recent email exchange with Dr. Walter Carl, Chief Researcher of ChatThreads and a member of WOMMA's board on metrics include cost reduction (using this tool to communicate is a lower cost than other existing ways), accelerating adoption of any business philosophies, values or company directives, processes that minimize lost revenue, etc.
Lots of Metrics, but what are their qualities?
So what should be
obvious is that there are lots of metrics, categories, subclasses,
variations, and inter-relations that different organizations or even
different teams within the same organization utilize. What
constitutes business metrics and delivered value for one team may not
even be relevant to another. So I'm still surprised when people ask
for a generic ROI methodology.
All the same, the
next step is to look at the qualities of these metrics. I mentioned
the SMART acronym earlier which are basic questions if a given metric
type or unit is:
all these qualities, there will likely be a problem with either
collecting the data in a way that is meaningful and available in time
for use in a business.
There are other qualities that I think are important to consider as well:
I'm sure there are more relevant qualities, but this is already quite a lot to think about. These qualities can help decide which metrics are the most useful or what they can tell us, independently of the others.
is to look at which metrics should be reported alongside each other,
or which ones depend on others directly or indirectly. That's where
things start to get real interesting and much more subjective.
No conclusion here because this is on-going work trying to map out all these variants of metrics, but here's to hoping it inspires others to think and work along these lines.
rawn 100000R0P5 Tags:  economic enterprise-2.0 report data europe geographic eu case-study european e20 commission 2 Comments 5,799 Visits
The trio of Headshift, IDC and Tech4i2 have released their Interim report on Enterprise 2.0 in Europe. This is a fantastic piece of work in 160 pages. I had time enough go through half of it so far. It covers so many areas and compiles data on geography and economic production in countries due to e20. Thanks to @leebryant and @mikejthompson for sharing this.
Here are some of my suggestions and points:
Pg9 Table 3 - Links between participants –
For traditional enterprise aps the “peer or hierarchical” describes the structure of how people are linked overall, but for E2.0 apps, it focuses on quality of individual links.
That’s two different concepts.
Option 1: include both structure and quality in each box
- Traditional Apps – “Peer or hierarchical, if linkage with others is supported at all. Members have to accept predefined links with others in their workgroup. Strength of linkage unknown
- E20 Apps – “Web of connections. Members choose who they want to link to, and strength of connection depends on interactions
Option 2: Quality only
- Traditional Apps – Members must accept predfined links to others in workgroup, and strength of linkage unknown
Option 3: Structure only
- Traditional apps - Peer or hierarchical, if linkage with others is supported at all.
- E20 - Members choose who they want to link to, and strength of connection depends on interactions
Section 2.3 pg 10
This should also indicate sources which state that Organizational Culture and culture change is a key aspect. If you want you can link to our IBM paper on adoption which stresses that this is not just technology adoption, but actual work culture change.
I think for the Internal case, its missing: building employee loyalty, satisfaction and retention. To this take a look at Salary.com’s 2009 survey of Job satisfaction, particularly at the top reason “why people stay in a company”: “I like the people I work with”
An Internal>External or perhaps External case is keeping in touch with former employees/alumni. This is a variant on recruitment. By having an Alumni community, you may be able to rehire former employees which is much more cost-effective and faster in terms of integrating into the company. This saves time and money over hiring completely new people.
Section 2 & 3 overall
There seems to be a heavy reliance on McAfee’s research only. It’s very one sided. You should cite other sources as well. There are a whole lot of other researchers in this domain too.
Page17 Communities of Interest
A community of practice is a key component of building a “Center of Excellence” within organizations around different topics, technologies, knowledge domains and innovation directions. It identifies company-wide a select group of subject-matter-experts and organizational memory. In short developing centers of excellence within organization supports the overall innovation strategy of the company.
Pg 18 Innovation Management
IBM InnovationJam and IdeaJam system is a managed approach to ideation and discovering employees interested or committed to bringing innovative ideas to life. IBM has had various such Jams since 2001 across different populations: employees only (new product or service opportunities), employees and family (local community development, and work-life balance), and employees, customers and business partners (challenging global issues)
Pg 20 Crowdsourcing
An example is BurdaStyle by German publishing company, Hubert Burda Media. By providing a template system to allow anyone (customers) to create new clothing designs of their own. This is an example Crowdsourcing by Template; it generates new ideas that customers can sell to each other or license to the company Burda itself to produce for the mass market.
See my book “Social Networking for Business” (Wharton School Press, 2010) Chapter 4 on further details.
Pg20 Customer/Public Engagement
Use more European focused social sites. See ManyEyes and comScore data on apps per country
Pg39 4.2 The Role of Leadership
This is missing out that E2.0 allows a variety of different leadership models as microcosms within the overall organization leadership structure. I provide a variety of these models in Chapter 2 of my book.
The significance is that it creates an alternate dimension of leadership hidden underneath the official hierarchical structure of the company. These alternate models can be discovered through Social Network Analysis, or predefined for individual communities and social environments with different groupings of employees.
Pg40 Organisational size
One of the most obvious facts most people forget is that on the Internet, there is practically unlimited population that may participate in web2.0 environments. However, within an organization, there is a definite bound of all the employees involved. What this affects is the notion of the Long Tail: with a bounded employee population adoption need not be a long-tailed graph at all, since you can determine through metrics data how many people are involved, and how involved they can get. The graph changes shape significantly. On the Internet, there is an endless supply of the long-tail on ther otherhand.
Missing is a discussion on the Dunbar number limit that suggests people are able to at most recall 150 peers or friends, and a closer look at why that idea is not necessarily applicable in E20 system.
See Christopher Allen’s post on this: http://www.lifewithalacrity.com/2004/03/the_dunbar_numb.html
Pg77 Employee Privacy concerns
Another actor of the personal social networking is that the line between work and personal discussions is getting quite blurry. E.g., some people use their personal Facebook profile to post both personal content and work related content. It thus becomes harder to tell how people are working because it requires detailed context to decide if any content posted is work related or personal.
Furthermore often employees use their corporate social environment to casually discuss personal ideas, projects and activities. This is not a negative, because it creates opportunities for other employees to find commonality and like-minded peers; in other words it improves chances of building stronger employee-to-employee bonds.
Pg78 “Eat your own dog-food”
How about “Drink your own Champagne” – a more pleasant prospect.
Pg80 Does E20 matter
For 1) or perhaps 3) there are some existing evidence / studies on the impact of e20 on productivity and growth. See Wu, Lin, Aral and Brynjolfsson (MIT & IBM)
It quantifies exact value gain per employee from stronger relationships through e20.
Pg81 Maslow’s ROI Hierarchy of Enterprise 2.0 chart
I know Hutch based this on Maslow’s theory, but using that title for the chart is very incorrect because it suggests that Abraham Maslow (now dead) defined that Hierarchy.
A better name would be “ROI Hierarchy of Enterprise 2.0 based on Maslow’s Hierarchy of needs theory”
As I read a part of Brafman and Beckstrom's The Starfish and the Spider, it struck me how similar some of its ideas are to Douglas Atkin's The Culting of Brands (see my list of Books on Communities). I'm going to have to cross reference some of this again later but both describe at least one common element necessary for building successful peer networks (starfish), or brands (culting of brands): ideology.
Brafman & Beckstrom's book talks about having a shared ideology amongst the members of the peer network. This could mean several things from having a core sense of values to a shared sense of purpose to a shared direction (each different things). However, they do not point out the specifics like Atkin's does:
On occassion, when you get enough mass, some of them will try to write down what these are--the Apache foundation went through this, but so sometimes so do the many community folks who start to write a FAQ--but each group goes through a rediscovery process of these ideas.
My view is that communities grow by their own efforts, not on a very focused path, but evolve over time and stabilize at a certain point. Some of the really successful ones actually start off because they are not something else (as in not the mainstream), which often predicates that they do not look into how other communities form. By trying to break into a new direction, they tend to leave all other ideas behind.
The other part is that a truly decentralized community tends to follow leadership (another hard to define quality), and not only does this change over time, but not all our leaders know how to organize a loose network of people such as a community. Without this kind of understanding, it becomes a harder process of successes and failures, and rediscovery of the same ideas.
I was discussing this topic with several other friends today: when it's your turn to watch the baby, what computer game do you play?
I have a night shift from 8 to about 12 to watch the baby and the best game I can play is Civilization IV. It's a little older now but it's still a good game and the turn-by-turn basis gives me a lot of time in case I need to stop and attend to him. Also Civ IV is can be played almost as well whether you have just a keyboard or just a mouse, which is an important factor when you have to do your turn one-handed (while bouncing on a big rubber ball holding the baby). Also, the game takes many hours to finish and that is just what I need.
My friend Eric is/was quite into World of Warcraft, but when the baby cries, he put his priest character into "follow" mode. Unfortunately, that doesn't always work so well, when the others need your help. E.g., they're off fighting a creature and you're just standing there while others are begging you to heal them. So, I won't mention what his character's name is...
Another friend plays a version of Half-Life--I think it's Team Fortress--where you can turn your character to Observor mode, thus essentially making your character invulnerable but ineffective in the game. Your teammates still probably won't appreciate you taking yourself out.
Anyway, I've played Civ IV to death and new I'm looking for another building/management strategy game. I hear good things about Caesar IV, so its next on my list.
Conference season is in full swing now. I have three of them to attend/present at.
First up, Web 2.0 Expo next week in San Francisco. I went to the Web 2.0 Summit in November which was a much smaller crowd than what's expected this time as a full exhibition. We're getting ready for it with a booth for a number of new things from IBM, including both a developerWorks and an alphaWorks pedestal. I will be at the booth much of the time alongside several others from our development team. We also have a nice min-theater at the IBM booth, to present at.
Then comes an internal IBM summit on Web 2.0 at the beginning of May, which means more presentations and good chance to meet up with the many folks across IBM working in this area.
Then in mid-June I'll be at the Rational Software Development Conference (rsdc-2007), again with the developerWorks booth. I believe our Editor in Chief, Michael O'Connell, may be presenting there.
Somewhere in there is all the regular work. I'll be gone on vacation after the Rational conference spending some time in Florida just to relax.
I think it's best described by Karl Hyde of the music group Underworld, it takes Two Months Off to really relax and be on vacation. I don't think I can convince my manager to let me have that though :)
There are a number of events on online community management, social software and communications coming up this year. I'm glad to see the topic of community management is thriving even after decades of existence. These are the live meetings in the beginning half of the year or so; I left out the online events and webinars since they are quite numerous.
The Online Community Report indicates events in:
I'll add more as I find them, but as you can see it's a hot topic this year.