The document discusses online networking and social media platforms. It begins with an introduction to the topic and why online networking is important for both individuals and organizations. It then discusses how online networking can be done, covering various platforms like LinkedIn, Facebook, and Second Life. It provides details on each platform and recommends best practices for using the platforms. The document concludes by discussing trends around online communities and networking.
The document discusses how to build vibrant online communities and outlines several key shifts in how communities operate on the web, including moving from a web-centric to people-centric model and from downloads to user-generated content and participation. It proposes a methodology and technical architecture called Community Equity System (CES) that uses things like personal profiles, tagging, ratings, and tracking contributions to build individual and community value. The document ends with a demonstration of CES in action on an online community platform.
Stephanie Innovation on Community Laundry for Chilecorralesdi
This document discusses opportunities to improve community connectivity and leadership training in a campamento community. It proposes creating a centralized information hub and leadership training program to bring community leaders and helpers together, share best practices, and prevent having to reinvent solutions to problems. Implementing this would involve training an organizer, providing a communal computer access point, and potentially introducing mobile devices to reduce isolation and engage community members. Stakeholders include the community, local businesses, families, and organizations like Un Techo who could assist with training. The impacts would be a tighter community with better functioning, smoother leadership transitions, and increased education, work opportunities, and awareness through improved connectivity.
The document outlines an agenda for a session on organization 3.0 and agency 3.0. It discusses key themes of structure, culture, process, and people. Several speakers will present on topics like moving fast and breaking things, organization 3.0, and applying these concepts to case studies. It also references resources on agile development, the lean startup movement, and shifting to more networked and collaborative organizational models to keep pace with continuous change.
This document discusses networks and regional development. It describes how networks are sets of relationships that influence communication and collaboration. Smart networks have a core of connected clusters with different perspectives connected to a periphery that brings in new ideas. Case studies show how identifying regional assets like a unique fruit or food can spur tourism and local business if promoted as a regional brand through a collaborative network. Next steps involve exploring ideas in one's interest area and taking small actions like connecting with others to move ideas forward.
The document compares different collaboration tools on their costs, learning curves, ability to share knowledge, technical requirements, and ability to encourage participation. Wikis, blogs and forums received high marks for knowledge sharing and participation, while podcasts, online office suites and project management tools had higher costs and learning curves. Overall the document provides a comparison of collaboration tools across key criteria to help evaluate their suitability for different needs.
Social Primer: Getting Started With Social Media MarketingR2integrated
With new social platforms popping up every time you turn around, how do you keep up? How do you assess which platform will be most effective for your brand? Join us to learn how to navigate the basics of the 4 major platforms (LinkedIn, Twitter, Facebook, & YouTube), as well as other potential platforms that could be useful for your brand (i.e. Pinterest & GooglePlus). By layering in potential strategies as well as some key metrics based on the goals of your business, this webinar will help catch you up on the current state of social media.
Key Takeaways:
1. An overview of major social media platforms
2. Effective social strategies you can implement immediately
3. Key metrics you should be aware of for each social platform and how they correlate to your business goals
Ibm connections - communication is the business of everybodyStefano Pogliani
Communication is important for every business. A Web2.0 approach may transform internal communication by empowering employees and leveraging social networks. This allows companies to boost internal communication, share ideas more effectively, and discover talents within the organization.
Community IT Academy
expensive servers and software licences).
The document discusses key points about using cloud services for charities. It notes that within 2 years, using cloud services will be the norm rather than exception. A survey found that 67% of charities employ no staff to maintain technology, so cloud solutions could offer more stable and secure infrastructure while saving money. The document provides tips for charities considering cloud services, such as using free tools first before spending, investing in training, starting with crucial tools, backing up data, and ensuring new tools help achieve goals. Commenters discuss embracing cloud strategically but also properly assessing costs, risks, and legal frameworks. They note cloud can help collaboration but requires investment and staff resources
This document discusses the evolution of knowledge workers and knowledge management. Knowledge management 1.0 focused too heavily on rigid processes, tools and centralized control. However, knowledge management 2.0 focuses more on people, encourages collaboration, shares information freely and allows knowledge work to occur anywhere. For knowledge workers to thrive, organizations need a culture shift where information is openly shared, risk-taking is celebrated and knowledge work is not confined within strict boundaries.
The document discusses exploring the use of Web 2.0 technologies and social media at a college. It maps out key stakeholders and interests, and considers running an open development process. Staff and students are encouraged to explore blogs and social media to understand Web 2.0. The college is considering using existing social networking and file sharing systems, as well as setting up online forums, video/podcasts, and wikis for collaboration. An open-source social networking system and project management tools may be adopted.
Nancy White 8 Competencies A Ucompressed[1]guest48289e
Nancy White presents 8 competencies for online interaction: online communications, learning together, facilitation, convening conversations, intercultural antennae, tolerance for ambiguity, ability to switch contexts, and technical skills. Most importantly, self-awareness is needed both online and offline in order to understand oneself and listen to others with an open mind. Developing these competencies can help create more positive online interactions and connections.
Presenter: June Holley, Network Weaver
Topic: Are You A Network Weaver?
Date: Tuesday, August 23rd 11:00-12:00 Noon PDT (2:00-3:00PM EDT)
This interactive session will introduce the term Network Weaver as a way of understanding how leadership is shifting in a networked world. You will have access to a simple checklist so that you can identify your strengths and challenges as a Network Weaver. June will explain four roles -- connector, facilitator, coach and network guardian — filled by Network Weavers and share activities that you can implement with your networks.
The document outlines a workshop to explore developing a Web 2.0 learning environment. It will include a presentation on Web 1.0 vs 2.0, a card game to design a possible new system, and discussion of what this means. Participants will break into groups to envision the system from the perspectives of students, staff, and administration. They will consider approaches, development methods, and tools to include within a budget. Finally, groups will write stories about what it will be like for their assigned role when the new system is implemented. The workshop aims to start a collaborative design process for a more personalized, networked online learning environment.
Health Care Knowledge Transfer Using The Online EnvironmentAnita Hamilton PhD
I gave this presentation to a group of health care managers in Alberta Canada (February 2009). The goal of this presentation was to increase awareness around the possibilities that Web 2.0 tools offer the managers to enable their teams to network, collaborate and share knowledge. It was well received and I have been asked to present it again in December 2009.
The document discusses trends in the future workplace and their implications for human resources (HR) and talent management. Some of the key trends discussed include shifting demographics, an emphasis on skills like collaboration and social learning, the importance of corporate social responsibility and employer brand, and changing expectations around work-life balance. The document also provides predictions for what the workplace may look like in 2020 and initiatives HR can take to help organizations adapt, such as emphasizing learning agility, diversity, and an inclusive culture.
This article discusses the relationship between natural resource exploitation and political instability in Melanesia. It argues that while resource wealth is often correlated with conflicts and instability, it is not the primary cause. Social relationships, identities, and disputes over land are more important factors. The article uses examples from Papua New Guinea and New Caledonia to show how different political contexts influence socioeconomic development and local perceptions of mining projects. While resource revenues can strengthen state institutions if managed well, in Melanesia they have tended to exacerbate conflicts and corruption due to preexisting weaknesses in governance.
This document summarizes key information about Estonia's tax system and structure. It provides details on Estonia's population, GDP, currency, and economic growth forecasts. The main principles of Estonia's tax system are outlined, including a flat income tax rate since 1994. The major taxes are direct taxes like personal income tax at 21% and corporate income tax, as well as indirect taxes including VAT at 20% and various excise duties. Revenue from major taxes from 1994 to 2015 is shown.
This document summarizes three mobile marketing success stories from Out There Media. The MyCokeMusic campaign extended Coca-Cola's SMS campaign to mobile portals to increase reach, promote Coke as innovative, and collect user data. The Germanos campaign increased sales and foot traffic for a Greek retailer through a 30-day SMS trivia game around the sea and Greek islands. The Vodafone 100 Days 100 Cars campaign designed the biggest SMS contest to generate revenues and increase market share through an addictive game to win a car each day for 100 days.
The document discusses 3 key challenges for the next 10 years: managing demographic change, increasing productivity and economic competitiveness, and protecting quality of life. It also mentions working together across education, local economy, technology, regional agendas, national strategies, and realizing potential through e-government solutions, public-private partnerships, and Microsoft programs to help address these challenges.
This document segments Czech consumers into different groups based on their involvement with technology and aspirations. It analyzes the lifestyle, values, and mobile phone preferences of several key segments:
Style Leaders prioritize being trendy and see their phone as a fashion accessory. Career Builders are career-focused and want a phone that is practical for work. Comfortable Seniors prefer simplicity and reliability over new features. The document also examines influences on purchase decisions and popular purchase locations among the different segments.
The document discusses strategies for marketing to the European market. It notes that the European market has high internet usage and online spending. While Germany, France, Spain, and the UK are the largest individual markets, over 7% of transactions are cross-border within Europe. The document recommends localizing websites for different European countries with the right keywords, partners, ads, and directories for each local market. It provides tips for cross-linking a network of local European sites to pass page rank and examples of how PriceMinister expanded successfully across Europe.
1. The document discusses different mobile development platforms and how to choose between them. It focuses on factors like distribution through app stores, monetization options, and targeting different devices and audiences.
2. Key platforms mentioned include iOS, Android, Java ME, and mobile web. Statistics provided on user bases and app usage.
3. The author advocates choosing platforms based on distribution opportunities, monetization models, and focusing on current popular devices rather than all devices. The platform helps define the potential audience for an app.
Mobile advertising is on the rise as customers' media consumption habits change. While customers will accept mobile ads if there are benefits like free services, they want control over the types of ads they receive. Vodafone Czech Republic launched several mobile advertising products, including an advertising-funded peer-to-peer SMS service called Student SMS Gratis that provides free SMS to students in exchange for targeted ads. The service is popular despite lacking above-the-line marketing.
The document provides an overview of social media and its uses. It discusses that social media has overtaken porn as the top online activity, with 58 million users checking profiles several times daily. The 45-55 age group is growing fast in social media usage. It then summarizes some key statistics on time spent on social media versus other online activities. Finally, it outlines some of the major social media platforms like Facebook, Twitter, LinkedIn and discusses their basic features and business uses.
Digital Connectedness: Taking Ownership of Your Professional Online Presence Sue Beckingham
Developing pathways to connectedness essentially commences with family and friends, but over time new connections outside of these circles begin to form ever increasing and interlinking circles. These informal and formal networks have the potential to help you unlock new doors to new opportunities. Social media can without doubt provide excellent communication channels and a space to develop your network of connections. Nonetheless as your online presence expands it leaves behind both digital footprints and digital shadows; and this needs to be given due consideration. This keynote will look at the value of developing a professional online presence and why as future graduates you need to take ownership of this.
http://www.yorksj.ac.uk/ltd/ltd/student-engagement/undergraduate-research-confere.aspx
Why Traditional Intranets Fail Today's Knowledge WorkersTieto Corporation
With the current pace of change, organizations will have to be prepared for the unexpected. They will have to provide flexible access to people and information resources to serve unanticipated information needs whenever and wherever they occur. However, traditional intranets fail today's knowledge workers in this respect.
Social media has fundamentally changed communication and how information is shared. Key points:
1) Web 2.0 allows for user participation and collaboration through tools like wikis, blogs, social bookmarks, and user-generated content sites.
2) Social media use is widespread, with platforms like Facebook, Twitter, LinkedIn, and YouTube all seeing billions of users and views daily.
3) Businesses are recognizing social media's potential for continual customer engagement, global reach, accessibility, and real-time updates. Industries are finding uses in healthcare, marketing, journalism, education and more.
4) Schools are integrating social media tools into curricula to prepare students for a participatory digital world, but
Do Users Really Generate Content? Tips and Tools for Building Engaged Online ...Laura Norvig
This document summarizes a presentation on cultivating user-generated content through online communities. The presentation covered listening to online conversations, curating and highlighting user content, and a case study of a summer challenge campaign by KaBOOM! that successfully engaged users to map and review playgrounds. Tips included finding where user interests meet organizational goals, providing high-touch support, and giving solutions rather than restricting users.
The document discusses trends that will impact the future workplace and attractiveness of employers, including shifting demographics, a knowledge economy, globalization, and increased use of digital and mobile technologies. It notes that future workforces will be multigenerational, and identifies challenges that come with that, such as different expectations around work-life balance, career development, and technology use. The document also discusses how social media is used more in personal versus professional contexts, and characteristics that will make employers more attractive, such as strong values, skills development, and corporate social responsibility.
The document describes The Co-creation Planning Agency, which uses a hybrid research model called Research 3.0. This model combines real-time social media monitoring, collaborative research techniques like peer-to-peer research, crowd-sourcing, and co-creation to generate insights. It aims to provide insights in a more adaptive, ongoing way compared to traditional linear planning models. The hybrid model loops continuous listening, planning, engagement and measurement to allow for planning in real-time. This requires challenges like overcoming planning silos and long cycles to be addressed through a new type of agency with consumers as partners and social media at its core.
This document summarizes a social media workshop presented by Apurv Modi. Apurv has extensive experience with startups and is known for his expertise in marketing, sales strategies, branding, and social media marketing. He has been actively involved in digital marketing for over 5 years, regularly speaking at conferences on the topic. The workshop covered various social media platforms and how to effectively utilize them, including blogs, forums, wikis, virtual worlds, and more. Examples and exercises were provided to demonstrate how to engage audiences and build communities through these different online tools and networks.
This document discusses peer production and how it transforms markets and freedom. It begins by contrasting traditional models of production through markets and firms with commons-based peer production. Peer production relies on accessing and regulating commons. It then discusses the history of free and open source software beginning with Richard Stallman and the GNU General Public License. Examples are given of peer production through Wikipedia, Second Life, NASA clickworkers, and sharing of storage, processing and communication platforms like file sharing, distributed computing and Skype. The document concludes by asking about motives for nonmarket peer cooperation and why we see more of it online than offline.
An overview of social media for the Eugene Chamber's Women Business Leaders group - including how to maximize your reach on the social Web by partnering with Citizen Marketers.
online and offline reputation managementPraful Baweja
This document discusses changes in reputation management and public relations due to new digital technologies and social media. It notes that while core PR strategies remain the same, channels and media have changed, audiences can now communicate directly, and the news cycle is longer. It outlines levels of online PR engagement from monitoring to high-level integration. It also provides tips for online reputation management activities like using various tools to measure impact, engaging with influencers, and creating favorable or addressing unfavorable coverage through blogs, social networks, podcasts, video and other new media.
Social networking text mining - analytics in km 13.dec.2011HCL Technologies
This document discusses using social software and networking to improve knowledge management (KM) processes. It provides examples of how social networking can connect people to share knowledge and solve problems more efficiently than via email. Communities of practice are proposed as social networks to learn, prioritize, validate, publish and apply information. Text mining and analytics can be applied to gather, process and analyze content within these networks. Dashboards and tagging allow insights to be surfaced and applied. Overall, the document argues that social networking combined with text mining and analytics can deliver business value by improving knowledge sharing and enabling faster solutions to issues.
The document discusses 1) key questions PR practitioners have about using social media and how academics can contribute, 2) background on teaching online PR and participatory action research, and 3) a model of online PR involving different levels of engagement from basic digital PR to fully utilizing social media. It advocates for participatory action research where academics and practitioners collaborate to solve problems and transfer knowledge in both directions. Some challenges to this approach include issues of time, teams, roles and maintaining close collaboration between groups.
This document provides an introduction to using social media for small businesses. It discusses how social media has evolved from Web 1.0 to Web 2.0 to Web 3.0, allowing for more user interactivity and user-generated content. The document defines social media and differentiates it from traditional media. It provides examples of popular social media tools and discusses how social media differs from traditional media in encouraging discussions and shared meanings. The document also outlines the power of social media and citizen marketers, and provides tips for small businesses to build online communities and measure their social media efforts.
The document discusses the evolution of the internet from Web 1.0 to Web 3.0, highlighting how social media has transformed the web into a more interactive space where users generate and share content. It also examines how conversations online have become more natural and human as people use blogs, social networks, and other tools to connect, collaborate, and organize information through user-generated tags and reviews. Brands must now engage with customers through these new social channels as conversations shape markets.
The document discusses leadership challenges in the new digital reality. It argues that knowledge has become the most important resource and that innovation depends on generating and applying new knowledge. Effective organizations are agile, balance flexibility and integration, and leverage information and communication technologies. The rise of online networks has fundamentally transformed culture and made virtuality an essential dimension of reality. New forms of networked intelligence require collaboration, openness, sharing, integrity and interdependence. Leadership must also adapt by becoming more open, inclusive, transparent, and efficient through collaboration. The key is developing new capabilities like collaborating, innovating, and adapting. Leadership is now seen as a collective, network-centric activity rather than a role, requiring self-leadership and
Digital, Grumpy Cat and social media update 2013Steven Bradley
Update given at a recent conference on Digital Strategy, New Media Trends, Grump Cat and Social Media in 2013. No template theme | Cut down version | feel free to use what you want
This document summarizes a webinar about communicating vision and value in nonprofit organizations. The webinar discusses moving beyond linear strategic thinking to embrace more complex and adaptive systems approaches. It explores envisioning as an ongoing process of open dialogue and discovery rather than fixed plans and messages. The webinar also provides tools and strategies for communicating vision through social media in a way that pulls people in through exploration and authenticity rather than just pushing messages.
1) The document discusses Nokia's strategy for their app store and developer ecosystem around Qt and Symbian. It highlights the large scale and growth of Nokia's app store and installed base across many countries and languages.
2) It promotes Qt as a way for developers to more easily create rich apps for Symbian with less code due to Qt's APIs and Qt Quick for fluid UIs.
3) The document outlines Nokia's plans to continue expanding Qt's capabilities and tooling for developers with upcoming releases that will include additional APIs and components.
The document summarizes a presentation on project value management at Komerční banka. It discusses how the bank ensures only the highest value projects are started by scoring each project on contribution to strategy, value, and risk. Projects are ranked and a priority scorecard is used as a supporting tool for decision making. Project controlling also supports decisions throughout a project's lifecycle by defining KPIs, validating business cases, and providing regular reporting and portfolio performance analysis.
2. Topics
Introduction
Why?
• Individuals
• Organisations
How?
• Platforms
• Best practice
Future trends & opportunities
Appendix: Support material & references
gopsill@bluewin.ch 2
3. My experiences in Czech Republic -
Why I said “its good to be back”
+/-
gopsill@bluewin.ch 3
4. Know your audience – Quick poll
Quick-poll
Show of hands as to whether you:
1. Know of
2. Use
3. Are ”power user”
Of the following platforms:
• LinkedIn
• Lotus Connections
• XING
• Facebook
• NING
• Second Life
gopsill@bluewin.ch 4
5. Know your audience – Quick poll results
“Power
Know of User
user”
40% 15% 3 people
95% 75% 20 people
25% 10% 2 people
5 people 2 people 2 people
1 person - -
35% 5 people -
Note: this was an informal “show of hands” poll
gopsill@bluewin.ch 5
6. Topics
Introduction
What and Why?
• Individuals
• Organisations
How?
• Platforms
• Best practice
Future trends & opportunities
Appendix: Support material & references
gopsill@bluewin.ch 6
7. Social networking plain English
An excellent combination of old and new technologies – quickly and simply
explaining social networking: http://www.youtube.com/watch?v=6a_KF7TYKVc
(also social Bookmarking, WIKI’s etc)
gopsill@bluewin.ch 7
8. What are Networks? What are Communities?
Networks and Communities are groups of individuals. A social network is a
social structure made of nodes, which are generally individuals or
organizations that are tied by one or more specific types of relations.*
* Source: Wikipedia
Why? How?
Focus
Where?
Membership
• On a person Platform • Open
• On an organisation • Real World / Person • Closed – only “eligible”
• On an event to person individuals can join
• Digital World / Duration
Affinity Online • Finite
• Shared location • Virtual Worlds • Open-ended
• Shared language • Blended
• Shared interest (food, wine) Frequency
(combinations of the
• Shared enterprise (employer, • Continual
above)
supplier, service) • Periodic
• Shared education (university) • Random
• Shared time (class of ’92) Structure
• Shared profession (accountant, • Formal
lawyer) • Informal
The power of the “social graph”
gopsill@bluewin.ch 8
9. Why now?
Business Environment
• Globalisation / outsourcing / disruptive
forces / complexity
• Competition for talent / competencies
• Deeper understanding of “Conflicts of
interest” in networks
Techosystem Innovation & Knowledge
• Pervasive, ubiquitous, rich tech • Innovation will be the ultimate
will be the evolving reality driver of sustainable growth
• Networks thrive in this • Networks drive the diversity and
environment – virtual and real collaboration which underpin
effective innovation
Work & Lifestyle shifts Trust & Teamwork
• Increasing job turnover • Trust is the glue that empowers the
• Aging workforce and changing post “command control” world
values • Networks are the organizational
• Portfolio of paid engagements structure most strengthened, and
most vulnerable, to trust
gopsill@bluewin.ch 9
11. Gartner Group: Emerging Technologies Hype
Curve™ 2006
Visibility
Web 2.0 Less than 2 years
Folksonomies
Mashup
2 to 5 years
Social Network
Analysis 5 to 10 years
Collective
Intelligence
AJAX
WIKIs
Corporate Location-Aware
blogging Applications
Offline
AJAX Location-Aware
Technology
Maturity
Technology Peak of Trough of Slope of Plateau of
Inflated Disillusionment Enlightenment Productivity
Trigger
Expectations
Source: Gartner
gopsill@bluewin.ch 11
Source: Gartner Group, Analysis First Tuesday AG
12. Why – individuals
Search Business
Initiate
Self-
Job International
Marketing
Market contacts Business
Research
Enable
Find
Business
People
Social Networking for
Business Professionals
Build and keep User-generated „Bring People
Contact Relationships content Together“
Community
Management
Management
Complex Facilitate
Event Online Communi-
Calendar On- and Offline Events
Database cation Community
Tool
Personal Information
Management (PIM) Community
Second degree contacts
gopsill@bluewin.ch 12
13. Why organisations 1: Knowledge driven
organisations are facing many challenges
• Globalisation
• “War for talent”
• Pressures for work-life balance
• Commoditisation
• Increasing availability of “information” contrasted
by demand for filtering out real “knowledge and
insight”
• Technology reducing economies of scale
• Increasing ease of switching / churn
• Change from customer to member mentality
• Changing business models
• Major growth from SMEs
• Adaptive enterprises / Networked value chains
• Shift to independent professionals
• Increasing financial pressures
• Personalisation
• Increasing pressures on speed of response
gopsill@bluewin.ch 13
14. Why organisations 2: Crowd sourcing:
Innovation: Innocentive
In our Open Innovation Marketplace, Seekers- commercial,
academic, and non-profit organizations - draw on a global
network of Solvers - more than 125,000 engineers, scientists,
inventors, and business people - to meet challenging needs
and move their organizations forward in the following areas:
•Physical Sciences
•Engineering and Design
•Chemistry
•Math and Computer Science
•Life Sciences
•Business and Entrepreneurship
.
gopsill@bluewin.ch 14
15. Why organisations 3: Alumni Programs
A people powered network for business collaboration
• A people powered network for
business collaboration
• A social networking program to enable
current and former IBM'ers to
reconnect, collaborate and generate
new innovations and business
opportunities
• Over 18,000 members registered in
pilot program: global long-term target
is 1.3 million
• Global platform, available to any IBM
country
• IBM Germany is lead country pilot—
roll out in 2007 to assist with
recruitment and business leads
IBM Home page: February 2007 In-depth White Paper
http://www.ibm.com/ibm/greateribm on Corporate Alumni
Management :
download at:
gopsill@bluewin.ch 15
http://www.firsttuesday.ch/Corporate_Alumni_Networks_FULL.pdf
16. Topics
Introduction
What and Why?
• Individuals
• Organisations
How?
• Platforms
• Best practice
Future trends & opportunities
Appendix: Support material & references
gopsill@bluewin.ch 16
17. The power of blended networks
Added Value creation of online Added
Value systems lose momentum Value Half-life of ‘stand-alone’ events lead
over time to limited sustainable impact
Online Networks Live Events
Time Time
Added
Value
Value of offline events
leveraged by effective
combination of „best in Value added
class“ real and virtual by effectively
platforms: for network combining on-
support, online and offline
advertising, preparation, approaches
and updating (e.g. online
database, forums,
newsletter) Blended Networks
Time
gopsill@bluewin.ch 17
18. On-line networking should be an integral part of
“blended networking”
Blended Networking
Virtual
On-line
Live
gopsill@bluewin.ch 18
19. Platforms and providers
Social Networking Free / Open
Bespoke / Closed Groups focus
gopsill@bluewin.ch 19
20. LinkedIn – Business Social Networking
US based, 100% business focus
Very strong US and UK presence
16 million members
Strong focus on jobs and
personal recommendations
Only English
Just starting with events and member
pictures
Free basic membership
Three levels of enhanced features -
*See Appendix for details up to $200 / month *
gopsill@bluewin.ch 20
21. XING – Business Social Networking
German based, 100% business focus
Very strong in Germany, Austria,
Switzerland, Spain (China)
Thousands of live events
Hundreds of active forums
16 languages
Comparatively limited in US, UK
Smaller than LinkedIn, Facebook
Free basic service
Premium membership (€5.95) offers
*See Appendix for details
advanced features*
gopsill@bluewin.ch 21
23. Facebook – (Business) Social Networking
US based, started as University
networks
Open API* – numerous 3rd party
applications
Addictive interaction thanks to new
applications and news feed
50 million members
“Valued” at $10 billion
Need to re-position from student
focus to business?
Cluttered interface and significant
advertising
*API: Application programming interface Free
gopsill@bluewin.ch 23
24. Lotus Connections – Business Social Networking
Powerful, integrated functionality
(Sametime, Dogear…..)
IBM: reputation, resources
See separate presentation from
Tomas Vavra
Ability to reach secondary contacts
(internal + partner focus)
Licence costs ?
gopsill@bluewin.ch 24
25. NING – Community Platform
Community building platform
Easy, free way to build your own
community
Integrates into an existing
website easily together with
many widgets and links
Founded by Marc Andreessen
(Netscape)
Thousands of communities
Mixture of business and personal
Only available as hosted version
Free basic service
Different options for business networks
gopsill@bluewin.ch 25
26. Second Life – Virtual world
Gives much richer interaction than
other remote interactions – hence
promotes additional interactions
See separate presentation from
Martin Dvorak
Fairly step learning curve
Possibly “over-hyped” and perceived
as game-playing
The Alpine Executive Center which is an “in- Free basic membership
world” centre for running and hosting Think Very extensive in-world finances
Tanks and events ($Linden) – people are earning a
living “in world”
gopsill@bluewin.ch 26
27. Best practice for Members online
1. Upload a photo of yourself that reflects the impression you want to create
2. Check your privacy settings: Go to the 'My Profile' tab and then 'Change my privacy settings' in the bottom of the
box on the left. The most important ones are the two at the bottom in respect to who can send you private
messages and who can view your contacts
3. Set your info box options. Again, go to your 'My profile' tab and select from the left hand box 'change info box
settings'. My personal options include upcoming birthdays, quick search, group articles and events.
4. Contact information. Remember that you grant the level of access you are comfortable with to any member that
wishes to connect to you or you to them. Unless you release your details, no member will be able to contact you.
5. Anti spam! One of the best experiences you have on this site is the lack of unwanted emails you get. Depending on
your privacy settings you can choose who you want to be contacted by. If for some reason, you receive an email
from an unwanted member, you can simply select 'Block Messages from User' in the left hand box featured when
you view the message from the member.
6. Introduction tool. Introduce your contacts to other contacts using this cool feature. What's great is your contacts
can view each other's profile including yours which enhances their initial experience. When you're viewing a
member's profile or message select the 'introduce this person' tool. Be sure to include some positive remarks about
each person.
7. Who's been looking at my page! This feature was created by a good friend of mine when XING first came to
existence. It was inspired by the dating sites and has become the most used feature on XING. Go to the 'Search' tab
and select 'Members who have visited my contact page recently'. You can also set up an RSS feed that will
automatically inform you when somebody has been looking at your page.
8. Include your website URL's. Surfing through member's profiles is like sorting through resumes. People generally
look at the photo to get a first impression, then who the person is connected to and then their company. Often the
member will click on your website to get a feel for the company you are representing.
9. Pick and choose who you connect to! Your network becomes your most valued asset. Try to connect to members
that are of genuine interest to you personally or professionally. Don't become a connection collector. It weakens
your network.
10. Be found by the right people. Ensure your WANTS and HAVES reflect the type of people that you want to be
contacted by. Members search for key words to lead them to the right person. Include all the key words that are
relevant to you.
gopsill@bluewin.ch 27
28. Paradox of networks and communities
Robust Fragile
• Resilient • Trust based
• Flexible but • Communication driven
• Dynamic • Difficult to rebuild
and are always “opt in”
gopsill@bluewin.ch 28
29. Building a sustainable network
Success factors
Success relies on combining people, process and technology,
in alignment with a clear purpose and vision
Purpose / Vision
People Process
Technology
Implementation
gopsill@bluewin.ch 29
30. Building on-line communities:
Ensure a good first(3) experience(s)
Where would you rather be ??
A warm, personalised, welcome
Active – but not over crowded
Like minded people to interact with
Something of interest to me: forum with active
discussions, relevant white paper, jobs
Motivation to return and participate /
contribute
gopsill@bluewin.ch 30
31. Becoming an active group member
Search for a group that is of interest to you
Request to join this group • Reply to forums of interest
Navigate around the group • Post new article
• Reference all items on start page Posting an article
• Go to forums • Keep the article short,
On the start page… interesting, relevant to the group
members
• Items rarely change
• Provoke a discussion by asking
• Any events will be listed here questions
• See who is moderating this group • Write catchy subject line
Now go to the forums Monitor activity
• Familiarise yourself with all the • Hits on articles in forums
forum topics
• Number of responses
• Read all the subject lines
• New members joining
• Read subjects that are
interesting
gopsill@bluewin.ch 31
32. NetWeaving
NetWeaving is a “Pay It Forward” form of networking based
upon the Golden Rule and the belief that, what goes around. .
…..DOES come back around!
“Pay It Forward” is a book written by Catherine
Ryan Hyde, but it's also an idea. It's an action
plan within a work of fiction. But does it have to be
fiction? We're hoping not. In fact, since the book
was released in January of 2000, a real-life social
movement has emerged, not just in the U.S. but
worldwide. What began as a work of fiction has
already become much more.
Reuben St. Clair, the teacher and protagonist in
the book “Pay It Forward,” starts a movement with
this voluntary, extra-credit assignment: THINK OF
AN IDEA FOR WORLD CHANGE, AND PUT IT
gopsill@bluewin.ch
INTO ACTION. 32
34. Topics
Introduction
What and Why?
• Individuals
• Organisations
How?
• Platforms
• Best practice
Future trends & opportunities
Appendix: Support material & references
gopsill@bluewin.ch 34
35. Future trends
Explosion in platforms, technologies, offerings
Visibility
Web 2.0
Folksonomies
Mashup
Social Network
Analysis
Collective
Intelligence
AJAX
WIKIs
Corporate Location-Aware
blogging Applications
Offline
Consolidation:
AJAX Location-Aware
Technology
Issues: over-hyped?
some companies blocking some sites
Winners: Open large platforms
Specialised, differentiated niche players
Meta-social platforms: allows user to keep a few
individual profiles, communities , and move seamlessly
across between
Contextual networking: - easily suit our network to what we are doing
(including location): yet leverage across all networks:
OpenSocial
The ultimate goal is for any
social website to be able to
First Social Web Browser implement the APIs and host
3rd party social applications.
gopsill@bluewin.ch 35
37. Yequi !!
For those new to on-line business
networking.
Please try (at least) one of the platforms
and connect to those people you have
met tonight
For those experienced users
Please start or develop a community you
are passionate about, introduce people
to each other and act as evangelists for
NetWeaving
gopsill@bluewin.ch 37
39. Topics
Introduction
What and Why?
• Individuals
• Organisations
How?
• Platforms
• Best practice
Future trends & opportunities
Appendix: Support material & references
gopsill@bluewin.ch 39
40. Birthday exercise: Live networking compared
with on-line
We have 2 minutes to find the person in the room who has the next
birthday – the old fashioned live networking way:
• Select someone next to you who you don’t know:
• Exchange 1 interesting fact with each other, and your business
card.
• Determine which of you has the next birthday from today.
– The person whose birthday is sooner moves 2 steps
towards the front of the room
– The person whose birthday is later moves 2 steps towards
the back of the room
• Repeat as many times as possible within the 2 minutes
• Keep the business cards for later
gopsill@bluewin.ch 40
41. Learnings – the wisdom of crowds
Live networking can be very intense,
interactive, spontaneous, serendipitous
and fun
But:………………………
On-line networking can be a lot more
efficient at achieving certain goals:
Search the on-line data base for next
birthday
gopsill@bluewin.ch 41
42. User communities –
SNS users maintain a wider social network
Source: longitudinal user research INO
Source: Stefana Broadbent, Swisscom Innovations: Keynote at First Tuesday Zurich Thought Leadership Forum,
Zurich, November 14th 2006. Data from a study on Social Network Site users in CH done by Swisscom Innovations in 2006
http://www.firsttuesdayzurich.com/TLF2006/
gopsill@bluewin.ch 42
43. Four approaches to Corporate Alumni Networks
Company
Company Company supported “grass Independent
managed: managed: open roots” “grass roots”
closed
• Increasing number of very
• Large number of
professional programmes • A few interesting
initiatives
• Expanding outside service programs
• Very mixed results
sector
gopsill@bluewin.ch 43
44. XING: advantages of
Premium Membership
Service Basic Membership Premium Membership
Search by...
Name (first/last)
Industry or Location (city state/province,
By city only By city, state/province, postal code, country
postal code, country)
Position, Interests , Knowledge,
Organization (university, current
and former employer, clubs, etc) a)
Power Searches
who has viewed my contact page,
homepage or “About me” page and see
my contacts’ contacts
Bookmarking, Tagging & Skype
Groups and Premium Groups
To any member (depending on privacy
Private Messages Reply to messages only
settings)
PremiumWorld
Just read and respond to
Marketplace offers
Post, read and respond to offers
1 per month Up to 10 per month
Events 10 participants maximum Unlimited participants
(a) Basic members will not be able to view names of search results
gopsill@bluewin.ch 44
46. Trust is critical in Networks
Sweden: More trust in Ikea than in the
Protestant Church.
Many people inherently do not “trust”
online networks, as they say it is easy
to misrepresent yourself.
However, this is also true in “live
networking” – you can easily produce
a “fake business cards”
In reality, on-line
in Web 2.0,
thanks to the
potential to link
through multiple
channels it is very
difficult to hide a
false identity.
gopsill@bluewin.ch 46
48. Key success factors for online social networks
Experience indicates that vibrant on-line social networks typically
have the following characteristics:
Regular moderation
Strong value offering
Focused events
Member lead events
Well structured forums
High activity
98% of content from group members
Starfish ideology: the community owns the
community
gopsill@bluewin.ch 48