social intranets: getting work done

Social Intranets: Getting Work Done

Agenda

9.45 The Social Intranet Rises

10:05 Stand Still & be Left Behind

10.30 Social Exercise

10.45 See Through the Myth

11.15 Break

11.30 Success Stories & Demo

The Rise of the Social Intranet

Haydn Smith Senior Intranet Consultant Follow me on Twitter @HaydnSmith

Definition

Social intranet |ˈsōSHəl |ˈintrəˌnet| noun, Computing

a modern people-focused and relationship-centric intranet

How did we get here?

1.Data keeps growing

2.Email is broken

3.Need for collaboration

No sign of slowing, data keeps growing

Exabytes Created By Year (IDC)

Findwise - Findability Survey 2012

How critical is finding the right information to your

business goals and success?


Is it easy to find the right information within your

organisation today?

Nearly three quarters (73%) of UK office workers admit they have either hunted for work already done by colleagues or, when they can’t find it, had to re-do the work themselves.

Source: Opinion Matters, Working World (2011)

One in five (18%) claim they have to do this every single day of their working lives.

Source: Opinion Matters, Working World (2011)

Email is Broken

British offices are drowning in internal meetings and emails, which costs the UK economy up to £255 million a day.

• Source: Opinion Matters, Working World (2011)

Phone calls and email - especially email - create so much information they actually hinder the speedy exchanges needed to do business.

• Source: PwC (2011)

Declining email use for under-55s

Collaboration

Broad change in internet usage

Social Networks

Video

Search

• Disappears over time

• Limited to people who receive the message

• No context (apart from Subject Line)

• Content is persistent

• Available from anywhere, to everyone

• Groups are created organically in context

Dispersed workforce

The 50 Foot Rule

“27% of the companies in our survey reported having both market share gains against their competitors and higher profit margins.”

Source: McKinsey Quarterly, The rise of the networked

enterprise: Web 2.0 finds its payday (2011)

Stand Still And Be Left Behind

Nicholas Lethbridge VP UK Sales Follow me on Twitter @Nicklethbridge

Adapt or Die

Do you want to Fall Behind your Competitors?

• By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users.

• McKinsey and Company has reported that the revenue growth of social businesses is 24% higher than less social firms. This data is backed up by various KPI’s from Frost and Sullivan.

Adoption Curve of Social Intranet

Times are changing

Carpe Diem

• No time like the present

• Innovate or die, CIPD report key area is fostering Innovation

• Become and Industry leader

• Increase profits

• As time goes by you lose your competitive advantage

Example - Nokia

Example - Nokia

• 2008 had a 40% Market Share, 2nd was Samsung with 15%

• By 2012 they have less than 20% market share and are now 2nd =

• Recorded losses of 1 billion Euros in Q4 2011

• 4000 redundancies

• 2007 share price of £28 per share to £1.47 today

What will the future hold for Innovators

• Easier to recruit top staff and graduates

• Lower staff turnover leading to savings in recruitment costs and training

• People share information and knowledge leading to a more knowledgeable workforce, you are the market leader

• People want to go to work on a Monday morning

• People will give more time to work without the need to ask or having a negative impact

Are you Engaging your Users?

“User engagement can enable productivity gains, but that’s not the only goal. Effectiveness and empowerment are even more important, allowing stakeholders to make better use of an organization’s information assets.

New working styles and operating models can be realized based on streams of information, actions and communication, instead of siloed systems and data. This is about engaging users by allowing them to execute their roles with the organization on their terms”

Deloitte, Tech Trends report 2011

Nothing without Intelligence

• Why Manage 2 platforms? Costly and time consuming

• Business needs vs Employee engagement

• Personalised content for each user

• Intelligent solutions provide better ROI

Its about the ‘blend’

The Risk of Standing Still

• Lose best employees to companies that care

• Its becomes more difficult to recruit people and so you raise your fees to recruiters.

• Higher turnover of staff – higher training and induction costs

• Customers suffer – different account managers

• Internally unhappy workers

• Lose more tenders to competition because they collaborate and knowledge share internally making them a leaner beast.

• People waste time trying to find information and people that can help them with their jobs.

To Recap…

• Now or Never

• As time passes so does your advantage

• Cost of not doing anything. Risk is not getting a Social intranet but not getting one.

• Drives increased Customer satisfaction and Innovation

What Next?

See Through the Myth

Haydn Smith Senior Intranet Consultant Follow me on Twitter @HaydnSmith

Business Needs

Social Intranet

Business Needs

Define Use

Cases

Business Needs

Define Use

Cases

Choose Platform

Vendor 1 Vendor 2

Ease of Use 9 7

Document Management 8 8

Blogs 8 8

Intelligent Search 9 0

Teams 8 5

Tagging 9 8

Forums 7 7

User Profiles 9 6

Business Processes 8 9

Business Needs

Define Use Cases

Choose Platform

Identify Champions

Decentralised Centralised Hub and

Spoke Dandelion Holistic

Source: Altimeter, Social Business Organisational Models

Business Needs

Define Use Cases

Choose Platform

Identify Champions

Phased Rollout

Source: MITSloan, Social Business: What Are Companies Really Doing? (2012)

Source: MITSloan, Social Business: What Are Companies Really Doing? (2012)

0% 10% 20% 30% 40% 50% 60% 70% 80%

Innovating for Competitive Differentiation

Acquiring and Retaining Employees

Growing Revenue

Responding to New Competitive Threats

Reducing Costs and Increasing Efficiencies

• Operations Director set target of 250 followers before adopting blogging.

• Conversations around offers and promotions using #Tagging.

• Use photo galleries extensively – sharing best practices for new stores and promotional displays.

• Using video to share tips and expertise • Celebrating success – status updates for staff achieving NVQ qualifications

• Heavily use forums for business discussions such as specific books for curriculums. Used an online Book Club.

• Some forums will create in excess of 60 replies discussing the latest books to increase knowledge of staff.

• Large use of # and @ tagging to help link and share content around between stores and Head Office.

• Teams utilised for knowledge areas and for geographical regions to improve communications and transparent knowledge sharing (away from email).

• Heavy use of discussion forums, @ and # tagging for sharing best practice, promotion ideas and other success stories between stories across the country.

• Large savings due to less use of email which was previously the only form of communication.

• The board have not only approved but are challenging the Intranet Manager to increase the volume and channels of collaboration across their intranet after the success of their existing forums.

• They acknowledge it has hard to put an ROI against this but recognise the indirect benefits of innovation and morale.

• Brain Candy – ‘Brain Candy’ has its own profile on the intranet and it’s used as a transparent way of staff suggestions and feedback – staff post and @tag owners…. 100% response rate with 43% implementation of suggestions / feedback.

• Interact Answers – used as intended. The primary Q&A knowledge base for stores and has paid back what was spend on the intranet within 3 months of usage by improving staff knowledge & customer service.

• Area Pages – Each Area (around 15 stores in an area) has their own private page with full administrative access – forums to communicate, celebrate success, plan diaries – reduced emails in store significantly and taken the admin onus off the Area Manager.

• Joint extranet launched between Romec and Camelot for joint project for 28,000 sites.

• Forums / Teams used instead of email to communicate on project delivery.

Further examples…

• Intentional blend of communication, business processes, & social technology.

• Heavy use of Interact Rewards particularly in Call Centres when raising leads for Sales Team.

• Unrestricted Team creation for sharing best-practice and collaborating.

• Popular company blog entries generating massive company feedback in comment streams (Seb Coe).

“Increase Productivity”

Information Retrieval Process Improvement

Reducing Duplication of Effort

IT Savings

Where social increases ROI

Seek out Help

Get tips & advice on Twitter

• Follow @Intranetexperts

• Watch the trend #intranet

social intranets: getting work done

Technology