softjoe webinar 092512
DESCRIPTION
Four Keys to Successfully Deploying a Social Business NetworkTRANSCRIPT
Four Keys to Successfully Deploying a Social Business
NetworkHarry Klein, Softjoe Collaborative
Tad Staley, Softjoe Collaborative
Brian Malone, Yammer
Welcome
Welcome
Why are we here? What will we accomplish?
A few logistics
Contact us
Presentation availability
Agenda
What Are Social Business Networks?
Enterprise vs. Consumer Focus
Why You Should Care
Benefits of Using Social Business Networks
The Four Keys to Social Business Network Success
Yammer Overview
Q&A
4
What Are Social Business Networks?
Private, business domains
Success enablement platforms
Enhanced engagement platforms
Leverage social capabilities and then some
5
Social Business Networks
6
Why Social Business Networks?
The environment in which business is conducted has undergone yet another profound shift.
The changed landscape – part technology, part cultural - isn’t incremental; it’s ecological.
Companies in 2012 that continue to work like 2002 or 1992 are operating on the wrong playing field.
And it’s not optional.
7
McKinsey Study – Measurable Benefits of Web 2.0 – Internal Usages
Increase Speed of Access to Knowledge
Reducing Communication Costs
Increase of Speed to Internal Experts
Decreasing Travel Costs
Increasing Employee Satisfaction
Reducing Operations Costs
Reducing Time to Market for Products/Services
Increasing # of Successful Innovations for Products/Services
Increasing Revenue
77% 30%
60% 10%
52% 30%
44% 20%
41% 20%
40% 10%
29% 20%
28% 20%
18% 15%
% achieving specified benefit
Median Improvement %
Social Business Means Business
Web 2.0 use increased productivity by 21%, acquisition of new customers by 19%, and increased revenue by 17%.
Web 2.0 implementation helped Cisco reduce costs by $251M a year, increase margins by $142 M and generate employee time savings of $380 M a year.
Financial outperformers are 57 percent more likely than underperformers to use collaborative and social networking tools to enable global teams to work more effectively together.
Workers currently spend 25% of their work day looking for the information they need.
Composite organization three-year risk-adjusted ROI when implementing social network platform: 365%
8
9
Four Keys to Successfully Deploying a Business Social Network
Governance Structure Conventions Practice
What kinds of organizational oversight, support and measurement are required to ensure that the engagement platform is relevant, useful and adding value?
Social platforms can be used broadly, and often unconstructively. It’s helpful to set up processes and high-priority areas in advance, to establish a sustainable, useful and discoverable environment.
Participants need help in understanding the culture and the boundaries of a sharing platform. Conventions include everything from how to name posts, who to share with, and what or how much to share.
The key to success is on-the-ground support, training, encouragement and setting the right example.
10
1. Governance: Ensuring Relevance
Step 1: Ensure that the social collaboration platform has a business purpose
Step 2: Find a way to measure the results
Step 3: Organize the oversight of the network around tracking and evolving the relevant metrics
Reasons for Implementing Social Software *
Connecting colleagues across teams, regions
Increasing productivity
Fostering employee engagement
Fostering innovation
Capturing, retaining institutional knowledge
Enabling access to subject experts
Reducing duplication of content
Reducing costs (e.g. archiving, travel, storage)
Reducing duplication of effort
72%
65%
60%
59%
54%
50%
46%
40%
39%
• State of Enterprise 2.0 Collaboration 2011, Chess Media Group
12
Some Typical Social Objectives and Metrics *
Objective Activities Possible Metrics
Employee Engagement
Increase employee engagement via genuine dialog and multiple communication channels.
• Employee Satisfaction Surveys, Polls
InnovationIncrease level of innovation via Innovation Wikis, Competitions and ‘wisdom of crowds’ gathering of info activities.
• Number of ideas submitted, • Number of ideas turned into pilots and
brought to market
Increase Productivity Increased productivity
• % increase, contribution in $/£ per employee• Project completion comparisons• Time to market ratios
Social Engagement
Connections, sociality of employees via Enterprise Social Networks, 2.0 profiles, Tagging across the Enterprise, Expert Locators, Silo Busting
• Social Network Analytics• % profiles completed and actively maintained• Engagement across time and geography• Decreased travel budget
Learning Social Learning, sharing of information, 2.0 Training, e-learning, EMS.
• Cost of training• Number of courses taken/passed• Diversity of learning offerings
* Adapted from the Parallax View: The Social Business Scorecard IV, or ROI made easy
13
1. Governance: Lead vs. Lag Indicators
Lead Indicator: Simple participation metrics are a start, and important. If you don’t have engagement, your social network won’t deliver results.
Business metrics are generally “Lag indicators”, indicating the correlation of business results to causal activities.
Jeremiah Owyang's Framework: The Social Media ROI Pyramid
14
Case Study: Finding the Right Metric
Project: Large enterprise which grew by acquisition, looking to implement new social Intranet to build integrated company culture.
Reality: Annual employee engagement surveys showed apathy and distrust of executive leadership.
Result: Board of directors tied exec compensation to improved employee engagement scores.
Solution: correlate several employee engagement areas to benefits anticipated from social platform.
15
2. Structure: Three Primary Types of Community
There are many kinds of online community, but these three are the foundation for a successful social business network
Library / Knowledge
base
Communities of Practice or
Interest
Internal or External Project
Workspaces
16
Communities: Keys and Value
Supervision Highly Recommended Identify one or more facilitators or leaders to keep stirring the pot, who
is accountable for ensuring that value accrues within the group and that the contributions remain relevant.
Also congratulating / recognizing people for their contributions
Value: Intellectual Capital Sharing knowledge, insights from experience, best practices should raise
everyone’s game These communities become effective learning environments for
onboarding and junior members.
17
2. Structure: Internal vs. External
Groups are the context in which most content is shared and most value accrued in a social network.
Groups in all social networks can be open or private
Most current social business networks enable creation of externally accessible groups or networks.
PrimaryNetwork
GroupGroup
Group Group
ExternalNetwork
ExternalNetwork
ExternalNetwork
ExternalNetwork
18
2. Structure: Archiving and Knowledge Management
A key to driving ongoing value in a network is by harvesting content from working groups.
Community managers and project managers should be empowered to migrate key learnings into a shared repository for future reference and training.
Library / Knowledge
BaseGroup
Community of Practice
Group
Internal or External ProjectGroup
19
3. Conventions: Clarifying
Ensure there’s existing content, so newbies aren’t entering an empty room Include in a welcome message, and easy to access instructions Make sure you have usage guidelines visible and easily accessible As much as possible, provide persistent links to areas of common interest Every new participant should be invited to existing groups
20
4. Practice: Notifications and Email Integration
Email is a miserable platform for collaboration, but fine for notifications.
Ensure your social platform has a viable mobile app
Post content in the social business network, and notify participants via email (where, at the, outset, they spend most of their day)
Use mail-in capability to migrate content into the social business network
Source: Scott Campbell pyramidcar.com
21
4. Practice: Network Champions
The most important key to success of your social network is to have a distributed, engaged and motivated set of champions.
These people play the roles of
Cheerleader Support Mentor Conscience
Can be at any level of the organization, but must have passion, goodwill and tacit leadership qualities.
22
Recap: Four Keys in Brief
Governance Structure Conventions Practice
Choose the right metrics for the organization
Deploy the right kind of groups
Clarify what is expected and how to behave
Get passionate advocates in place
Library
CoP Project
Yammer Overview
Top initiatives across our 200k+ networks
Team Collaboration Employee Engagement
Business Transformation Social Intranet
1. Collaborate with teams across geos and functions
2. Manage projects3. Drive competitive intelligence4. Manage events5. Launch marketing campaigns
1. Identify expertise2. Accelerate learning, development
& onboarding3. Share best practices4. Drive corporate communications5. Retain employees
1. Company re-org and re-alignment2. Launch new products3. Enter new markets4. Mergers & acquisitions5. CEO change6. Transform relationships with
customers, partners, suppliers
1. Replace outdated intranets/portals2. Integrate directly with SharePoint3. Connect with customers, partners,
suppliers4. Become a Social Layer across
existing business apps5. Collaborate on one platform
Collaboration drives innovative companies
Source: IBM CIO Study, 2011
66%
of CIOs from top-performing organizations see collaborationas key to innovation.
Sales Marketing
Finance
Top performing companies have engaged employees
18%
higher productivity
Source: Gallup
12%
higher profitability
51%
lower turnover
Yammer is the platform for your people & information
Conversations
Business Decisions
Content
INTEGRATIONS INFORMATION
PEOPLE
MOBILE
28
Q&A
Your Turn
29
About Softjoe Collaborative, LLC
Focused on Engagement Solutions, using social and collaborative platforms to deliver internal, external and mixed networks that drive productivity, responsiveness and engagement
Collaborative of software, technology, community and customer engagement veterans
Members hail from Boston-area software companies such as Lotus, Interleaf, Rational, Nuance, Macromedia, Adobe, IBM and more
Services include: Strategy Design Content Implementation and ongoing measurement and management of these solutions
Experience and relationships with key industry social business network platforms
Known for pragmatic and effective approach
Strategic focus to align engagement solutions with business objectives
May include formal or informal use of Balanced Scorecard principles in aligning initiatives and measuring results
30
Contact Us
www.yammer.com
Brian Malone
www.softjoe.com
Tad Staley
Harry Klein
Links to presentation archive and presentation for download will be emailed to all participants as well as hosted at Softjoe.com.