With more and more companies using social media for business, it’s increasingly important for businesses to have a set of guidelines or rules of engagement which can ensure that employees know what to do when interacting online. It’s equally important for managers and superiors to have these guidelines in place, as they may not be accustomed to the style of communication that social media requires. Too often companies jump on board with Twitter or Facebook, using these channels purely to send out marketing messages and press releases. And then they are surprised when the results aren’t there. I ask: “Would you tune into a TV channel that was 100% commercials?” I think not. So it’s no surprise that people are tuning out these constant sales messages.

Here’s my take on the rules of engagement for staff whose job it is to interact with people through social media and online communities. It may be their sole job, or part of their job. My version below is made up in large part from a great O’Reilly article in Forbes and AMP3 PR, who have done a great job in creating a working policy for their own employees – a big shout out to them!

Guidelines for Social Media in the Workplace

We expect everyone who participates in online commentary / social media to understand and to follow these simple but important guidelines. These guidelines cover all social media and online community platforms including but not limited to:

• Social networking (such as Facebook, Foursquare, LinkedIn)
• Micro-blogging sites (such as Twitter)
• Blogs (including company and external blogs, as well as comments)
• Video/photo sharing sites (such as Flickr, YouTube, Vimeo)
• Online communities (forums, discussion boards)
• Collaborative documents / wikis (such as Wikipedia)
• Review sites (such as Qype, WeLoveLocal)

Social Web Guidelines for Employees

Pick & mix.
Spend some time researching and reading up on various sites before deciding where it makes sense for you to spend the majority of your time online. You can’t be everywhere, so pick sites which rank well and are well-visited by the company’s target audience and/or connected to our core business. Then, feel free to mix in a smaller portion of less-popular sites or blogs when comments or topics warrant it.

Look before you leap.
Read, read and read some more. Learn the landscape and individual style of conversations on that particular site – every site has its own (usually unwritten) rules and quirks. The quickest way to make a fool of yourself or get banned from a site is to dive in without first understanding the lay of the land.

Listen before you talk.
Before entering any conversation, understand the context. Whom are you speaking to? Is this a forum for “trolls and griefers?” Is there a good reason for you to join the conversation? If your answer is yes, then follow these practices when engaging online:

Say who you are.
Always be transparent about who you are and who you represent. Use your real name, identify who you work for and what your role is. You can disclose this on your About page or bio, and please also indicate that your opinions do not represent official positions of the company. If possible, include a link to the company website in this page and/or your signature – but only if this is allowed on that particular site. Use your best judgment to determine when this might be appropriate.

Show your personality.
You weren’t hired to be an automaton. Be conversational while remaining professional. Bring your own personal flavour and experiences to your postings: be YOU first and foremost, and an employee of the company secondly. Part of the whole point in having you communicate online in a work capacity is to provide a real, human face to the business.

Add value, not noise.
Social media is about conversations, personal advice, recommendations and building relationships. It is not a sales channel or means for distributing press releases. Remember the 80/20 rule of thumb: 80% of your conversations should be about general topics relevant to the business and/or your own experiences, only 20% should be about the company’s products or services.

Build a following.
Promote yourself by finding and sharing information that will be interesting to your friends and followers and useful for them to share. Become a trusted part of the online community – not only by creating your own content, but sharing others’. Establish relationships online with other people you respect and trust.

Be responsive.
If someone responds to something you’ve said, be responsive and follow-up quickly. If you say something in error, don’t delete it, simply go back and update it with the correct information.

Know you’re always “On”.
You represent the company at all times and you must assume that your social media usage is visible to customers, managers and prospects. Be careful what and with whom you are sharing. Keep in mind that while we all have the occasional work frustration, Facebook and Twitter are not the best venues in which to air them as those comments are available to your customers and coworkers.

Be respectful.
Respond to ideas, not personalities. Don’t question motives, use profanity or demeaning language, or make remarks that are off topic or offensive. Always demonstrate respect for others’ points of view, even when they’re not offering the same in return. Take the high road: never pick fights and don’t say anything you wouldn’t say to someone’s face and in the presence of others. If you are sharing a negative experience or commenting on a brand or individual, please try to do so in a constructive way.

Don’t expect perfection.
Do expect to make newbie mistakes, and don’t expect everyone to love you. No matter how nice, calm or inoffensive you are, and no matter how much research you do, there will be times when you will trip up and say something unpopular. It’s OK – shake it off and just remember that how you handle this is more important than the misstep itself.

Have full disclosure.
If you are writing an advertorial or other sponsored content – or if you are contracting others to post on the company’s social properties in exchange for money – make sure there’s a clear distinction between the normal / free content and any paid content. Today’s web users are savvy people, and hiding paid activities are a quick way to a bad online reputation.

Know your facts and always give proper credit.
It’s OK to quote others, but never attempt to pass off someone else’s language, photography, or other information as your own. Always give proper attribution (by linkbacks, public mentions, re-tweets and so on). All copyright, privacy, and other laws that apply offline apply online as well. Be sure to credit your sources when posting a link or information gathered from another source.

Think ahead.
Everything you say can (and likely will) be used in the court of public opinion–forever.  Be smart about protecting yourself, your privacy, and the company’s confidential information. What you publish is widely accessible and will be around for a long time so consider the content carefully. Google has a long memory.

Be in it for the long haul.
Don’t expect instant fame, audiences or popularity: building a trusted online presence takes time.

If you respond to a problem, you own it.
If you become the point of contact for a customer or employee complaint, stay with it until it is resolved.

Play nice.
We encourage you to connect with other employees and affiliates online. In doing so, we ask you to remember that sharing personal information about co-workers may affect them inside as well as outside of the office. All standard HR policies apply to interactions between colleagues across the social web.

__________________________

If the above policy is not quite what your own company needs, have a look at this list of social media policies from a huge range of types of organisation, from non-profits through to large corporates. Or indeed check the online database of social media policies.

OK, so maybe ‘famous’ is an exaggeration, but this is the story of how my story spread across the world, how my definition of the ‘semantic web’ (or Web 3.0) has become part of the online vernacular. And I didn’t even really know it was happening.

In July 2007, I wrote a blog post for my then employer, NESTA, in which I considered how to explain what Web 3.0 is in language that even my mother would understand. The blog has since passed on to that graveyard in the ether, and sadly I didn’t keep a copy myself (backup! must remember to backup EVERYTHING!) but here’s the gist of what I can remember:

The future is smart machines (and soup)

This was my attempt at explaining the woolly concept called ‘the semantic web’ or what many people call ‘Web 3.0′ in plain English. Web 1.0 is a one-way process, where someone produces some content, then publishes this content online, and then someone else consumes it. Online brochures – websites with static web pages and no interactivity are Web 1.0: a ‘push’ medium. To make a simple analogy, Web 1.0 is like buying a can of soup. Someone produced that soup, put it in a can, and then you buy it and quite literally consume it.

Web 2.0 changes the dynamic. No longer is there a separation between those who create the content and those who read/view/consume it. Suddenly the lines are blurred, and a new breed of ‘consumer/producers’ come into being. You visit a website like Facebook and you consume what’s there, but you also produce and upload content too – your photos, videos, status updates and so on. In my soup analogy, Web 2.0 is like having a pot-luck soup dinner, in which everyone brings their own batch of homemade soup to share with everyone. Everyone is a producer and a consumer.

When it comes to Web 3.0 or the semantic web, here a snippet of my original post from 2007:

The semantic web is about making computers behave (or ‘think’) more like humans. The easiest way to understand what this means is to use a cooking analogy. Think of each website where you put your content as a big cookpot. You might throw a carrot into one pot and tag it ‘carrot’, and into another you might put some spaghetti and tag it ‘pasta’. Computers are fine with this kind of input.

But what computers can’t do yet is understand that the thing you called ‘carrot’ is a root vegetable, is full of Vitamin A – and that you are making minestrone soup. It also doesn’t know that you have another pot simmering, and that there’s pasta in there. Or that you need to make a sauce for it. This kind of thinking requires context, and an ability to see the big picture – that is, to know what’s in each pot, and to understand that you’re making dinner. That’s all that data-meshing is; it’s about applying meaning to information from different sources. This is what the semantic web is all about; I call it the “web of meaning” or the “contextual web”. It means being able to ask your computer everything from “When did I last have Sally over?” to “Can I afford a new laptop this month?”.

In the soup analogy, Web 3.0 is like having a dinner party, but knowing that Sally is allergic to gluten, that Bob is away until next Thursday, that Tom is vegetarian, and that there’s a sale on carrots at your favourite market. Web 3.0 is about all those little nuances and relationships that sometimes sit in between or behind the raw information.

I even made a handy little image to help illustrate the concept. It looks like this:

Little did I know that this image would soon find its way across the world. A few days after posting it, I noticed that it had been translated into Italian, German and Portuguese, and that it had appeared in a few blog posts (thankfully with a credit to me – which is nice!). I didn’t really think much of it at the time – just a little something I had thrown together to help illustrate something quite abstract in a simple, visual way.

Fast forward 3 years, and today while helping a client with his WordPress blog, I noticed that he had a blog post about an upcoming Web 3.0 event – with none other than yours truly’s image being used to illustrate his point! He very helpfully pointed me to a great website called Tin Eye (thanks Dave!), where you can search for other versions of your image online. Lo and behold, my little image can now be found on websites in Turkish, Dutch and dozens in English – in addition to the other languages from before.

If you search on Google Images for “web 3.0” or “semantic web“, my image appears on page 1 in nearly every language version I tried. I even found someone had taken not only my images, but also my soup / dinner party analogy and put it into a presentation on Slideshare (thanks for the citation Dr. McGee ). The kicker is that she’s a professor at a university in Texas, my birthplace and homeland. Funny how I moved all the way to London to find my ideas made it back across the pond to Texas, without me even knowing it. Small world.

The cynic in me gets a little annoyed at all those people using my image without citation. But the teacher in me is just pleased that I managed to make something that is helping to explain Web 3.0, and hopefully helping people understand a little more about the online world.

So feel free to use my image or my story, just be sure to send a little link love back my way.

Web 3.0 or the Semantic Web by Miko Coffey is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
Based on a work at www.usingmyhead.com.
Permissions beyond the scope of this license may be available at http://www.usingmyhead.com/about/.

An Interview with Helen Keegan

Mobile marketer Helen Keegan aka Technokitten has been blogging since the days of yore, and has been working in marketing and retail for even longer. It seems a natural fit that she’s now combining her passion for social media with her passion for fashion by doing some rather interesting online projects with Bicester Village, a chic outlet shopping village near Oxford.

I had the opportunity to visit Bicester Village a while ago as part of a bloggers’ day, in which Helen used word of mouth and tools like Twitter to invite a wide range of bloggers to come along and check out the place, with the hopes of getting a bit of blog coverage. While there, I thought I’d ask Helen about this and her other work with Bicester Village.

So tell me a little about today (bloggers’ day)…

This is the first one, an experiment, to see what bloggers think of Bicester Village and to see what kind of coverage might come out. We’ve invited some people because they have fashion & lifestyle blogs, but we also wanted to reach out to bloggers whose audience was ‘normal people’, because ‘normal people’ go shopping, and we wanted to reach people that other blogs or media might not reach. This is a small experiment; if it works we want to do larger events next year.

Were you inspired by the Stormhoek campaign or other similar ideas?

I took part in the Stormhoek campaign as a blogger, I got my bottle of wine and everything… it’s certainly been interesting to follow the results, but ultimately we want to reach beyond the blogosphere, beyond the influencers, to reach real people. I don’t know how far the Stormhoek campaign reached Joe Bloggs as opposed to Joe Blogger.

Have you been involved in other projects similar to this blogger’s day, aside from Bicester Village?

When working on a mobile launch last year, we persuaded the client to steer away from the traditional press launch and more into a blogger’s outreach event. Instead of a fancy press junket, we hired a room in a central London hotel for the day, and bloggers could drop in for tea & cakes and a chat. It was that relaxed, there were no 1-1 interviews, you could just come and have a chat with the CEO or the tech team. That worked brilliantly well for them, as the people who came were actually enthusiasts, rather than journalists who just turn up because they have to, because it’s their job and they have to tick the box saying they went. Sometimes for these journos to write something meaningful about it, it’s a step to far, but if you’ve got a blogger who’s enthusiastic about that particular interest, and who’s flattered and excited to have been invited at all, to have been recognised for their enthusiasm, I think you get much more careful copy out of it. The result was that the coverage was very different from the usual regurgitated press release, you had people analysing it and covering it in different ways. With apologies to the really good journalists out there, and there are some really good ones, there are also a lot of people who just rewrite the press release, and there’s not a lot of value-add there. I think where bloggers are more interesting, is that they want to add some value, they want to do something a bit different and have their personal take on it.

Can you talk a little bit about the handbag project, which is another strand of what you’re doing with Bicester Village?

Yes, we’re really excited about this one, it’s thrilling. Basically, we wanted to promote the 30 new stores that have just been built here at Bicester Village, and to get pre-December traffic. We wanted to offer people a 10% discount for registering their interest on a website. We started thinking about what we wanted the website to be, and eventually came up with the idea of ‘what’s in my bag’ or what’s in my handbag. It turns out one of the management team does handbag therapy, where she analyses people’s handbags, so there’s a real element of psychoanalysis going on.

We have been working with people at Tuttle Club in London to seed the campaign, and got people to empty out their bags and take pictures of them, and get them onto the website, to help people understand what was expected. And last week Debbie Percy who analyses the handbags, did some live video analysis of handbags at Tuttle and on the street. The reason for the video is so people understand what the handbag analysis involves, so they wouldn’t feel too scared or shy to have it done. Now every week, Debbie chooses a few of the photos that have been uploaded to the website to analyse. Everyone who registers on the site to either upload photos or vote on handbag photos gets a 10% discount, and we’ve already had fantastic success with it. The results so far are already way above any promotion I’ve ever done before, in terms of actual redemptions of the vouchers. Not just people registering and downloading them, but actually turning up and using them.

How have you gone about setting targets and success measures for the campaigns?

For the handbags, it’s about number of registrations, numbers of photos, and ultimately, about numbers of vouchers redeemed – and we’re definitely on target there. For the blogger’s day, “I don’t know” is the honest answer, because I don’t know what kinds of content or coverage we may get out of it. It’s only after we know what kinds of coverage we might get, through Facebook, blogs or other, that I can start to think about how we might gauge that in terms of success criteria.

How has your client felt about going into this kind of uncharted territory without having ideas of measures in advance?

We know we want to have measurements, and this is an experiment to see what kinds of things we should measure in this area for the future. It’s quite easy to measure something like the handbag promotion, because there are hard figures. But with blogging, it’s more esoteric. It’s more about media coverage, but what we haven’t yet worked out is how to weight those different types of coverage and different audiences. I don’t think anybody’s really cracked it. If someone says ‘I went to Bicester Village’ and it’s seen by 1000 people, it’s worth more than if someone writes a really in-depth article that’s only seen by 10. So it’s quite difficult to do that weighting. And moving forward, I’m hoping to work on some blogs for all the different villages, so that will be part & parcel of working out what the actual community criteria are. But the client has been really brilliant about wanting to experiment, and they are committed to getting some learning out of it.

How does this kind of marketing compare with Bicester Village’s other more traditional marketing?

We’ll be comparing registrations from the handbag site to registrations from their email marketing, but we’re using email to promote the handbag site as well, because not all of their audience are Web 2.0 clued up. Email marketing may seem a little old fashioned, but to people who aren’t accustomed to getting 150 emails in their inbox every day, it’s really nice to get an email newsletter, so we have to be careful not to alienate people by using different media for different audiences.

Which leads to my next question: do you think the people who are using the handbag site really represent the average Bicester Village customer, or do you think they are more the usual (Web 2.0) suspects?

Well, at first I thought they might have been ‘the usual suspects’ but so many of them have come to redeem their voucher. At Bicester Village, there are more than 120 shops, ranging from high end designers to high street, so it’s very difficult to say who the core customer is. Also there’s this myth that people who are interested in designer fashion and luxury items don’t do digital. Well, that’s just not true. But there is that myth in the luxury goods world that digital isn’t for them, so we’re trying to dispell those myths and challenge some of those perceptions.

I look forward to hearing more about the results of these social experiments, and will be following the developments so I can keep you posted. At the end of the interview, Helen & I had a nice chat about the current state of mobile marketing, web marketing and social media, so I’m thinking I might edit that down into a nice lil audio file for your aural pleasure

At this year’s ad:tech there were a few decent seminars, but one speaker’s comments in particular has stuck in my mind long after the event. Umair Haque was part of the Chinwag panel discussion called ‘Micro Media Maze’ and he drew parallels between the current financial crisis and the state of the online landscape. Now that’s something you don’t usually hear at these types of conferences, so I was intrigued.

Haque explained that the reason for the huge crash in the financial markets was that Wall Street had sliced, diced and rebundled securities and sold them on, to the point where it was no longer sustainable. What made them fall is that they were doing this ‘remixing’ within an old paradigm. He drew a parallel between this scenario and the new online trend for widgets: after all, most widgets simply take existing content, and slice it up, mix it up, chunk it up and then spit it out for consumption. According to Haque (and I’m in pretty close agreement), most widgets today are just glorified redistribution methods for the same old junk, just streams of ads no one wants, repackaged with the shiny badge of being ‘widgetised’.

Haque went on to say that the media needs to shift out of its old paradigm if it is to survive; the old paradigm being the practice of shoving ads down customers’ throats. In an age where consumers don’t have to watch ads anymore, using widgets as ads just doesn’t fly. Tomorrow’s ads need to give value to consumers, tomorrow’s communication needs to improve or enhance the customer’s skills, not dull them with ‘stupid passive zombified entertainment’. That’s a shift indeed, but I do have (perhaps naive) faith. I’m just not sure how long it will take for media to catch on to the idea.

There are some great widgets out there – for example, the last.fm / Google Maps mashup that shows where the bands you listen to on last.fm are playing live. But widgets like this are usually created by the developer community, not the big media companies. And with services like Widgetbox allowing people to create widgets without the need for a developer or any understanding of code, the ratio of rubbish to brilliant widgets is only set to get greater.

What media owners need to do is take a leaf out of the book of Creative Commons and the blogging community, where people regularly give things away for the sheer joy of giving or being helpful to another human being. Take for example, the coolest thing since free wifi itself: Londonist’s free wifi map of London. It’s been created and made public for free, is constantly updated by the steady stream of reader comments in the original post, and is the sheer essence of sharing something useful: ‘giving back‘ without needing to be ‘given to’ first.

Whether or not this concept will fly with the business and revenue models of most media companies, is yet to be seen. I guess that’s what Umair Haque meant when he called for a paradigm shift. I only hope that it happens before the days when today’s young people, who have grown up living their lives online, take over. Because I will probably be too old by then to even remember what the hell a widget was in the first place.

Part 2 in the ad:tech London Follow-up posts

As Bebo is the UK & Ireland’s most popular social network, it’s no surprise there are many different ways that businesses and organisations can tap into Bebo as a means of engaging fans, spreading the word and just plain entertaining people. There are currently 40million user profiles on Bebo, and it has been the seeding ground for some groundbreaking developments in online communication, perhaps best known for onlilne drama series such as Kate Modern and Sofia’s Diary. The fact that Kate Modern won a BAFTA and one of the most popular episodes of Kate Modern received 1.5million views (when the Big Brother final TV episode that same year only received 900,000 views) is a testament to the success of the platform.

The most common and simplest way to market on Bebo is to create a profile page for your product or brand. Hundreds of these pages exist, but I wonder what percentage of them are ever actively in use. One of the biggest mistakes companies make is to hurriedly stick something up and then realise that they don’t have the resources to actually do anything with the page, explore Bebo and identify potential ‘friends’, or worse of all – respond to requests. Creating a page on Bebo is the easy part; managing the replies, requests, enquiries – and let’s face it – spam, is quite another. But by far, the most successful profile pages on Bebo actually offer something back to the community. Freebies, contests, fun games or useful widgets are sure to win you more brownie points than simply shoving a marketing message up on a profile page and expecting Bebo-ers to engage with it. No one wants to engage with an ad.

The Bebo guy* speaking at ad:tech  mentioned a good example of how to do it right: Fanta ran a contest on their profile page, in which every Friday at 5pm, they would choose someone from their community of ‘friends’ and get their profile pic on the main Bebo homepage for 15 minutes. Their profile pic would also appear on the big ‘neon’ at Picadilly Circus for 15 minutes at the same time. Naturally, the winners were more than thrilled to tell their friends to check out Bebo’s homepage or the lights at Picadilly Circus. The Bebo member gets to have their 15 minutes of fame, Fanta gets some free viral promotion, Bebo gets more clicks on their homepage (and thus more ad views): everyone’s a winner.

Another way to tap into social networks is to harness the energy of your existing fanatical fans. There are hundreds of unofficial fan pages on Bebo and other social networks, set up by regular people who just like whatever it is. It all started when Bebo added a module that allowed members to create fan pages for their favourite bands, but this soon evolved into fan pages for just about every product, service or brand out there. Can you believe that the unoffical Tesco fan club page on Bebo has over 62,000 members, and more than 10,000 members subscribe to the blog updates? Believe it or not, it’s true. And that’s just one of the dozens of unofficial Tesco fan clubs – on just one social network. And it’s not a conventionally exciting brand, either.

When Top Gear decided they wanted to get into Bebo, they noticed that they already had more than 90,000 fans on several Top Gear fan club pages. So rather than compete with these, they decided to involve the 3 guys from Wales who set up the first and largest Top Gear Appreciation Society on Bebo. They decided to give these guys all the photos, videos etc and just let them get on with it. To me, that’s the best way of marketing on Bebo: to let it stay in the community, and be run by the community. These 3 guys would have kept doing what they were doing anyway, so why not let them feel closer to the brand in this way. Furthermore, the folks over at Top Gear only need to be marginally involved rather than running the whole thing and moderating the page, so it’s a no-brainer, really.

Marketing on Bebo or any other social network isn’t for every company, and success rates will vary wildly. But there are definitely opportunities to be had, and I think it’s a much smarter move to tap into existing social networks than to try to build your own. People are far more likely to engage with your company or organisation from within a familiar framework than to sign up for yet another username & password on a community website based around a brand. Would YOU read and post on a toothpaste website’s forum? Don’t expect your customers to, either.

This post is Part I of Thoughts from this year’s ad:tech London conference. More to come as soon as I can type ‘em.

* Possibly Mark Charkin? Ordinarily I would have gladly referenced his name, but he was a replacement for the published speaker, and he’s not listed on the ad:tech site. Let me know if you know who this was.

I’ve been meaning to write this post since Gordon Rae tipped me off to this article, as I’m not 100% convinced that large enterprises make “superb test beds for social software”. Sure, there are many characteristics of large enterprises which make this true: high volume of users, geographic distances that make other means of communication pale in comparison, likelihood of cross-team projects that require collaboration, and common interests/areas of focus between people in similar roles in different parts of the business – not to mention the fact that it’s a closed system (environment). But there are also a few factors that make the opposite true.

Large enterprises are slow-moving beasts, and they usually have existing systems that they’ve spent hundreds of thousands of pounds building, configuring and implementing. Any new software project will usually need to integrate or otherwise link up with these legacy systems, and that’s something that not many social tools on the market today can do easily. Furthermore, the business will have spent a lot of time developing relationships with the suppliers of these legacy systems, and it can often be easier (or seemingly more cost-effective) to go back to an existing supplier when faced with a need for new functionality. In many cases, businesses will take whatever’s presented to them by these trusted suppliers rather than waste time exploring whether or not the offered solution is the best tool for the users.

Even more challenging is the circumstance when social software is supposed to replace existing system(s). The business has invested so much in these systems, that it can be very tricky to disentangle the legacy tool, and incredibly complex to figure out how exactly to migrate across to the new one. Plus there’s the burden of training & support. And funnily enough, there’s also the cost factor. Ironically, most social software costs a fraction of what large enterprises pay for enterprise tools, and it’s exactly this that is so off-putting to budget-holders. Most of them have been spending 6 figures on things for so long that they think anything with such a low price tag must be gimmicky, dubious or unfit for purpose.

In a large enterprise, it’s the IT Manager/Director’s job to support the infrastructure, keep the data safe, and ensure technology in the business is robust and reliable. These guys aren’t supposed to take big risks, and that’s just what many of them see when presented with most social web tools. It’s much safer for them to stick with the Microsofts of the world than to embrace some new kid on the block whose reputation is only a few years old at best. The world of “permanent beta” just doesn’t fly when it comes to large corporates; these guys need solid, tested, guaranteed secure, guaranteed working tools. Because if it all goes wrong, it’s their ass on the line.

The formal style of management is also a factor in large enterprises. There tend to be several layers of management in these organisations,  and each of these will have their own KPIs and goals. It can be hard to sell in the value of seemingly “fluffy” benefits like having a more connected workplace or better collaboration and knowledge-sharing. Unless it’s something that can be easily measured with cold hard facts or slots nicely into the SMART system of performance management, it’s difficult to get buy in from all the necessary stakeholders. And without their support, you can rarely introduce new tools into the environment – or see them succeed if you do manage to get in there. When a worker’s manager thinks “all this social web stuff is a waste of time”, she’s much less likely to spend time filling out her profile page, commenting on internal blogs or tagging documents.

I’m not saying that social software doesn’t belong in large enterprise; in fact I strongly believe the opposite. But all of the above means that social software rarely stands a chance of getting through the door in the first place. And getting through the door is just one hurdle: the biggest one is often the corporate culture itself. Social software has the potential to be revolutionary, and can change the very fabric of the underlying corporate culture, moving some businesses from a ‘silo-ed’, one-way, up-the-chain communication style, to an open, networked, free-flowing one. This cannot happen overnight, and it cannot happen without active engagement from people up and down the chain. And it’s the scale that’s problematic: it’s a lot harder to turn an aircraft carrier than it is to turn a rowboat, especially when you’re dealing with an intangible thing like attitudes and internal culture.

I’m optimistic that we are at the start of a sea-change in large enterprise, as the Baseline article indicates – but it’s going to take a lot of blood, sweat and tears to get us there.

Off the back of my recent invitation to speak on a panel at the Office 2.0 conference, I decided it was about time I went public about all the online tools that I & my team have introduced to NESTA. Here’s a quick runthrough:

Our Intranet is a structured (hybrid) wiki powered by ThoughtFarmer… We’ve also been using CommunityServer to drive our internal blogs & discussion boards… We use Central Desktop for a number of things: my own team uses it as a collaborative workspace for all work, from steady-state ‘rolling’ work, to discrete projects… We’re using del.icio.us to do some pretty cool things aside from the usual social bookmarking. For example, our Innovation Digest email newsletter is created from a del.icio.us feed, as is the online version… we’re using Yahoo Pipes to meld 2 feeds from our Typepad blogs to fill the ‘blogs’ slot on our website homepage… We’ve introduced Netvibes to various staff members… We’ve used WebEx to enable our UK Partnerships team to collaborate across distances, often as an alternative to flying…

More info can be found in the full post on the NESTA blog >>

We just launched our new structured wiki Intranet at NESTA, and I can’t wait to see how this new approach works for the staff in a small/med public sector organisation such as ours. Here’s a post I wrote on the NESTA blogs about it:

I think the structured wiki approach is a great way of introducing organisations to the concepts of the social web – in theory, providing the best of both worlds: the empowerment and collaborative elements of wikis, with the order and familiarity of traditional content-managed systems. In my mind, this caters for both types of users: the freeform searchers & the more traditional navigators. It reduces the fear of chaos, while still providing a great deal of the flexibility and tools common in other ‘social web’ environments…

Read the full post & comment here on the Making Innovation Flourish blog >>

My personal favourite moments from NMK’s Goodness 2.0 event, written for the NESTA blogs. Goodness 2.0 was all about how charities, non-profits and NGOs can make use of 2.0 tools and techniques. My main take-away from the event was about the power of the social web to share with the world some truly amazing stories, like the one about a violinist who wanted to give directly to the people who needed it most, rather than giving indirectly through a charity (links below). It moved me to tears.

… there was one big takeaway for me: Steven Buckley’s intro with the water buffalo story. Check the NMK blog for details, or watch the video yourself…

I love stories like the water buffalo story. It’s things like this and the Free Hugs movie that make all this social web stuff worthwhile.

Read the full post & comment here on the Making Innovation Flourish blog >>

A post for NESTA which comments on the recent political adoption of things like YouTube as a campaigning tool.

Today French politics joined the USA in adopting ‘social web’ media as a platform for running political campaigns & debates – only the French are using Second Life instead of YouTube. And here on these shores, David Miliband has once again posted video onto YouTube about climate change, his third such video.

Is all of this a sign of the times, a clear indicator of the burgeoning role the social web will play in our lives?

Read the full post & comment here on the Making Innovation Flourish blog >>