The push-pull conundrum

We've launched our social intranet at the charity I'm working for. It's been going for about three weeks now. Needless to say there have been a few technical issues, some of which are minor bugs of the sort that you get with any software and one or two of which have been more problematic. On the whole, though, the platform (Igloosoftware's SaaS offering) is working pretty well already, and adoption is coming on apace.

Aside from bugs, one of the key concerns that keeps cropping up relates to the intended demise of 'All Staff' emails. Reducing or eliminating these is supposed to be one of the benefits of the new set-up - a reduction in spam and an increase in choice as to information consumed. I've explained during my training sessions how this can work: scan the activity streams, subscribe to content you're interested in and/or visit the site often.

But it's not quite that simple in practice. In fact, All Staff emails, with all their faults, are a lot simpler. It takes a little while to figure out exactly how to optimise your alerts, and how they are working. Even if you've got them set up just how you want them, and even if there are some that have been set up by an administrator for all staff, there is still uncertainty. The user remains uncertain that he'll see that crucial message (especially about cakes in the kitchen - we like our cakes at the charity) and the poster isn't sure who's seen it.

Of course, there's never certainty that everyone has read an email, unless you specify a read receipt and go through all of them to check - not too likely for over 100 staff. But at least people have only one place to look for that critical message.

Our solution? Really key messages from 'the centre' go out as specially formatted emails, everything else goes (or will go) onto the intranet somewhere, and it's down to you to make sure you see it. Emails can still be used for sub-groups of staff, but people are being encouraged to link to content on the intranet rather than to put it in the email itself.

Whether this will work well or not depends on how quickly people take to the new platform-centric, 'pull' concept. That might in turn be a function of people's experience to date with Web 2.0 on the Internet, which will vary from person to person.

If you have any other suggestions for tackling this one, please post a comment.

Corporate Knowledge-sharing: a glimmer of hope

Recent experience in a large professional services firm has confirmed a number of my expectations about difficulties in facilitating knowledge-sharing in such an environment. In no particular order:
- Dear old Sharepoint both enables and inhibits, in roughly equal measure. Yes it's got lots of features, but many of them are mediocre and it's a clunky, unintuitive piece of kit to build anything with.
- Security concerns, standardisation of builds, etc inevitably mean what's available to the staff behind the firewall is disappointing compared with the burgeoning Web 2.0 world at large on the Web.
- The email habit runs very deep, and won't be shifted easily.

I'm still optimistic that we can make a go of this KM initiative, though. Why? Because there is strong business need and because senior people are behind it. Essential, though often lacking in KM-related work. What's more, there's an understanding that there needs to be a move from email silos to open, web-based discussion and document sharing. It's 'just' a question of changing habits. And on that note I've discovered than those of us who've been using the web for years need to remember that not everyone understands how to copy a URL and paste it into an email. In fact, 'basic training' might be one of the key requirements for success.

Email: a victim of its own success

I said I'd lay the boot into email, but actually I'm still rather fond of it. It's rather like an old friend - in my case the relationship goes back two decades - who doesn't really have as much as common with you as he used to, but you still like to spend time with him. But then some friends force us to spend a little more time with them than we really want, don't they? And email is a bit like that.

Long gone are the days when an email system existed but was little-used. Long gone also is the time when it was used my most, or all, employees but selectively. Other methods of communication were used in preference to it where they seemed more suitable. (Or is it my memory that is selective here?) Nowadays email is used for pretty-much every kind of unstructured communication.

Infrastructure departments will complain about the bandwidth and storage used. It's increased exponentially, and not just because of spam. It's because email gets used a LOT, and not just for text but for the transmision of attachments - often addressed to multiple recipients, and of course saved by the sender, too. But bandwidth and storage aren't the most important issues. Far more important are information overload, on the one hand; and information retrieval, on the other. (There's also a pretty hefty records management issue, too, which whilst closely allied to information retrieval, is a little off topic, at least for now.)

In my view, the significant problems of email now are:

• because it's used for everything from arranging lunch to setting out an important business proposal, the important things get lost in the overall volume of material
• it's hard to find these important things later, because most email software doesn't allow easy categorisation or free text search and most users don't find it easy to get organised using the few facilities that there are
• we're all so hooked on it that we can't see the enormous inefficiencies involved in trying to collaborate on documents by emailing them around to each other as attachments
• important information is trapped in email 'silos' which cannot be seen by those who weren't copied in.

I don't believe email is no longer useful - far from it - but for many purposes there are better tools. But - as Andrew McAfee says in his post "The 9X email problem",

"Email is virtually everyone's current endowment of collaboration software. Gourville's research suggests that the average person will underweight the prospective benefits of a replacement technology for it by about a factor of three, and overweight by the same factor everything they're being asked to give up by not using email. This is the 9X problem developers of new collaboration technologies will have to overcome. "

So that suggests there'll be considerable inertia or passive resistance involved in trying to get people to use Enterprise 2.0 technologies in preference to email. And email has to be one of the prime targets.