Note: Some builds and layouts/colors did not come out with the same fidelity as the PPT. What are the architectural building blocks that enable social networking? What cultural dynamics should be considered when implementing “social infrastructure”? What research methods aid design efforts? This session will help architects and practitioners understand connections between profiles and identity, social objects and participation, activity streams/micro-blogging and formation of social networks.

1. Architecting the Building Blocks of
Enterprise Social Networking
Michael Gotta
Senior Technology Solutions Manager
Enterprise Social Software
mikeg.typepad.com (personal blog)
@MikeGotta (Twitter)
© 2010 Cisco and/or its affiliates. All rights reserved.
2011 Cisco Confidential 1

2. Communities Projects
Conversations Processes
People
to
People
Teams Information
People Media People
To to
Artifact Activity
―Ties‖
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3. Business Value Organizational
Value
 Expertise location  Employee
 Exception handling engagement
 Process cycle time  Talent discovery
 Project coordination  Social learning
 Information sharing  Onboarding new hires
 Innovation  Participatory culture
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4. Well-Known Emergent
Traditional E2.0 &
Collaboration Social Media
Unified Enterprise 2.0,
Communications Social Media…
Traditional Semantics and
Collaboration Social Semantics Analytics
Social
Unified
Communications
Network & Social
Site (SNS) Analytics
Enterprise Content
Visualization
Management
Enterprise
Content Visualization
Management
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5. Any Application Any Content / Site Any Device
(Internal / External) (Internal / External) (@Work or @Home)
―E2.0‖
Communications
“Social-enabled” Applications
Video & Unified
Activity Streams
Search Services
Forums
―E1.0‖ Blog Wiki Tags
Workspaces
Social Feedback
Common (“Like”, “Follow”, “Rate”, “Reputation”…) Communities
Services
Metadata and Content Services
Profile & Social Graph
Semantics and Analytics
Federation & Integration Services
Network, Infrastructure & Management Services
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6. EA Role IA Role
Enterprise Architect Information Architect
Organizational Architect Social Insight
Sociologist and/or Anthropologist Visualization, Semantics, Social Data
Stewardship
People
To People
Alignment
Solution Role Technology Role
Applications Architecture Products & Infrastructure
Community Management Social Platform
Social Network Analysis, UXP design Graph Engines, Event
Processing, Policy-based Controls
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7. Business Value Personal Value Organizational
Value
 Expertise location  Identity  Employee
 Exception handling engagement
 Contacts & information
 Process cycle time  Talent discovery
 Sense of community
 Project coordination  Social learning
 Visibility & reputation
 Information sharing  Onboarding new hires
 Social capital
 Innovation  Participatory culture
 Skills/competencies
 Career advancement
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8. Formation, Cultivation
Front Stage Back Stage
& Mobilization Contexts
Job
People, information, commu
Seeking opportunities, mentors, advi
nities
ce, personal motivations
Purpose Assigned work, visibly Cultivation of social
volunteer resources (CSR)
Newly Learn local
Transitions hired, promotion, next folklore, gain/build co-
project, new team… worker support
M&A, outsourced, reduction Career issues, emotional
Disruption
in force, retirement support (personal)
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9. Social Networking
Design Considerations
Theory Methods Practices Technology
Sociology E-Mail
Anthropology Discussion Forums
Psychology Instant Messaging
Communications Social Network Sites
Organizational E2.0 / Social Media
Development Tools
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10. My Other
My “Enterprise Identity” Social Identities
Mike Gotta EMPLOYEE #
TITLE
DEPARTMENT
CONTACY INFO My Activities
REPORTINT CHAIN
JOB TITLE / ROLE Blogs Wikis
My “Claimed Identity”
My Social Feedback
EXPERTISE EDUCATION
INTERESTS SKILLS
HOBBIES PERSONAL TAGS
Ascribed + Claimed + Performed + Reciprocated
Enterprise Identity 10
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11. Social Role
“Answer Person” Enterprise Identity
Discussion
Wiki Jessica Savage
Forum
JOB TITLE: CALL CENTER AGENT
EMPLOYEE #: 00124
Community
DEPARTMENT #: 015
HOBBIES: XXX, YYY, ZZZ
“My Questions
Blog and
& Answers”
Micro-blog
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12. Teams Communities
“Project-based” Ties Interest-based Ties
Corporate
Business Business Processes
Units Units Social Networks
Reporting-based Role-based Ties
Ties
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13. Follow Person My Filtered View
Tag Content
“Project-based” Ties
Activity Stream
Post Blog Entry
Ask Question
Follow Tag/Topic
Interest-based
Ties Schedule Meeting
Share Exception
Join Community
Start Web
Helps mediate
Role-based Ties Conference “Latent Ties”
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14. Follow Person My Filtered View
Tag Content Recommendations
Social Networking
Activity Stream
Post Blog Entry Alerts & Notifications
Ask Question
Patterns
Analytics
Data Social
Store Graph
Policy Policy
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15. Object + Data + Interaction + Appropriation + Sharing + Analytics
Cultivation Identity
of Social Construction
Resources Status Questions
Digital
Events Social Object Content
Work
Exception
Meetings
Network Handling
Mobilization Affiliations
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16. Social Networking
Design Considerations
Theory Methods Practices Technology
Interviews
Surveys
Ethnography
Sampling &
Measurement
Social Network
Analysis
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17. • Think about the people with whom you interact regularly during your
day-to-day work activities. Estimate what proportion of those people
with whom you interact regularly in a work related context work internal
to Company ABC as opposed to external to Company ABC (i.e., a
customer, partner).
• Slide the bar to the point on the line you feel best reflects the percentage of
time you spend interacting with people internal to Company ABC as
opposed to people external to Company ABC.
• Now think just about the people within Company ABC with whom you
interact regularly during your day-to-day work activities. Estimate what
proportion of those people with whom you interact regularly work within
Name-Of-Manager’s-Group and the corresponding groups in your
business unit as opposed to the rest of Company ABC.
• Slide the bar to the point on the line you feel best reflects the percentage of
time you spend interacting with people inside Name-Of-Manager’s-Group
as opposed to outside it.
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18. • Now, think specifically about the people within Name-Of-Manager’s-
Group and the corresponding external groups with whom you interact
regularly. Please list their full names in each box below. Feel free to list
as many or as few people as you think applies to you.
• You will be asked a few follow-up questions about each of these people
on the next few pages. 30 spaces are provided for you to list names on
this page. You do not have to list 30 names and fill in every space.
• Only list the names of people you feel best represent those within Name-
Of-Manager’s-Group with whom you interact regularly. If you are unsure
whether or not the individual is part of the survey pool, please go ahead
and list them anyway.
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19. • For each individual previously identified, please select the method(s) of
communication you use to collaborate with them. Select all that apply.
Interaction Types: F2F, e-mail, phone, IM, web conferencing, SNS, etc.
• How frequently do you communicate with each person within the context of your
job? .
Range: 1 (rarely) – 7 (very often)
• How frequently do you go to each person for advice, information, or assistance
to do your job better?
Range: 1 (rarely) – 7 (very often)
• How comfortable would you feel approaching each person to discuss sensitive
topics?
Range: 1 (very uncomfortable) – 7 (very comfortable)
• How frequently do you go to each person to assist you with innovation, problem
solving, and coming up with new solutions?
Range: 1 (rarely) – 7 (very often)
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20. Groups
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21. Team ABC
Team XYZ
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22. Groups
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23. One way relation (not reciprocal Groups
ties) indicates interaction as
broadcast message or channel
switching
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24. Social Networking
Design Considerations
Theory Methods Practices Technology
Community-building
Frameworks
Adoption Tactics
Change
Management
Programs
―Social BPM‖
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25. HR & + Corporate + Audit & + Business + IT + Research
Legal Communications Compliance Units Organization Group(s)
Planning,
Financial
Marketing &
Management
Education
Change
Management
Program
Project Resource
Management Management
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26. Early “Seeding
Adopter Tactics”
Outreach
User
Experience Media
Design Literacies
Adoption
Applied Program Community
Research Engagement
Change
Governance
Management
Program
Program
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 26

27. • New methods are likely
needed
• Blend and connect methods
• Theory is relevant but needs to to existing frameworks as it
be expressed in your own makes sense
organizational context
• Skills and competencies
• Research needs to be likely to come externally but
applied to your own should be grown internally
situation over time
• Theory needs to be
linked in a life-cycle
manner
• Expect push-back, this model relies on a lot of qualitative approaches
• Blend and connect practices into existing approaches (e.g., Community
Management, Social BPM)
• Feedback loop based on experiences should flow back to affect assumptions
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 27

28. • Albrechtslund, A. (2008). Online Social Networking as
Participatory Surveillance. First Monday, 13(3). Retrieved from
http://www.uic.edu/htbin/cgiwrap/bin/ojs/index.php/fm/article/view/
2142/1949
• boyd, d. (2011, October 15). Embracing a Culture of Connectivity
| Berkman Center. (video). Retrieved from
http://cyber.law.harvard.edu/interactive/events/2011/05/danahboy
d
• boyd, danahm, & Ellison, N. B. (2007). Social Network Sites:
Definition, History, and Scholarship. Journal of
Computer‐Mediated Communication, 13(1), 210-230.
doi:10.1111/j.1083-6101.2007.00393.x Retrieved from
http://jcmc.indiana.edu/vol13/issue1/boyd.ellison.html
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 28

29. • Ellison, N., (2011, October 15). Benefits of Facebook ―Friends‖ |
Berkman Center. Retrieved from
http://cyber.law.harvard.edu/interactive/events/luncheon/2011/06/
ellison
• Engeström, J. (2005). Why some social network services work
and others don’t — Or: the case for object-centered sociality ::
Zengestrom. (n.d.). Retrieved October 25, 2011, from
http://www.zengestrom.com/blog/2005/04/why-some-social-
network-services-work-and-others-dont-or-the-case-for-object-
centered-sociality.html
• Engeström, J. (2007). What makes a good social object ::
Zengestrom. (n.d.). Retrieved October 25, 2011, from
http://www.zengestrom.com/blog/2007/08/what-makes-a-good-
social-object.html
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 29

30. • Gleave, E., Welser, H. T., Lento, T. M., & Smith, M. A. (2009). A
Conceptual and Operational Definition of ―Social Role‖ in Online
Community. 42nd Hawaii International Conference on System
Sciences, 2009. HICSS ’09 (pp. 1-11). Presented at the 42nd
Hawaii International Conference on System Sciences, 2009.
HICSS ’09, IEEE. doi:10.1109/HICSS.2009.6
• Jenkins, H. (2009). Confronting the Challenges of Participatory
Culture: Media Education for the 21st Century. The MIT Press.
Retrieved
fromhttp://digitallearning.macfound.org/site/apps/nlnet/content2.a
spx?c=enJLKQNlFiG&b=2108773&ct=3017973&notoc=1
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 30

31. • Pearson, E. (2009). All the World Wide Web’s a stage: The
performance of identity in online social networks. First
Monday, 14(3), 1–7. Retrieved from
http://firstmonday.org/htbin/cgiwrap/bin/ojs/index.php/fm/article/vie
w/2162/2127
Annotated Bibliography
• Collaboration Thinking, Mike
Gotta, http://mikeg.typepad.com/perceptions/2011/11/annotated-
bibliography-background-for-literature-review-project.html
Literature Review
• Check back in early December
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 31

32. Thank you.
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 32