Social Productivity is about unlocking untapped knowledge and productivity potential inside your organisation using social technology.
The discipline of Social Productivity is comprised of three pillars. Change Management (people strategy), Content Management (message strategy) and Social Technologies (reach and engagement Strategy)
By focussing on productivity gain and eliminating waste, a Social Productivity strategy is designed to realise an organisations 'Social Productivity Dividend'.
The 'social productivity dividend' is effectively your return on investment from successfully executing a social productivity strategy.
The dividend is the commercial realisation that social technologies have a place in any large scale corporate or government organisation in the 21st Century.
Social Productivity acknowledges that social technology and social media can contribute much more than a function of marketing.
Here is a quote from Harvard Business Review:
"70% of the extra profit to be made through social technologies has nothing to do with marketing. It's in areas of the company such as knowledge management, innovation, communication, and better integration with the supply chain."
The opportunity for the category of Social Business is enormous.
The above presentation was made at "Getting to Change Agility: the CMI (Change Management Institute) conference 2013' in October 2013.
Attendees were walked through the calculation of their potential Social Productivity Dividend and answers ranged from $15 million to the highest being $400. The audience comprised of Australian companies. The potential for larger global companies is even more significant.
The potential for efficiencies, innovation, removal of duplication and waste are so compelling that Social Media Navigator Pty Ltd was borne.
It's purpose is to help corporate and government organisations realise a 'Social Productivity Dividend using social technology to eliminate waste and inefficiencies inside the firewall.
Most organisations attempting to leverage the power of social media technology approach it from the wrong way.
This leads to little or no take up of initiatives, little value or return on investment or a reluctance to embrace for fear around governance issues.
Social Media Navigators approach to Social Productivity is about helping organisations break down silos (silo busting), both hierarchically, geographically and culturally, building a trusted framework that can be relied upon within the organisation.
It is done by guiding clients through the 'Social Productivity Journey' which is grounded in commercial reality. It is a best-of-breed approach and not currently available anywhere else in the world.
If you would like help accessing and navigating your way to a Social Productivity dividend using social media technology, go to our website at www.SMNavigator.com and get in contact.
3. 70% of extra profit to
be made through
Social Technologies
has NOTHING
to do with Marketing
[Harvard Business Review]
3
4. “While 72 percent of companies use
social technologies in some way…
Very few are anywhere near
to achieving the full potential
benefit,”
[McKinsey]
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
Source McKinsey Social Productivity via Forbes Jeanne Meister
5. Social Technologies, when used
within and across enterprises, have
the potential to raise the productivity
of the high-skill knowledge workers that are
critical to performance and growth in the
21st century by…
20% - 25%
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
[McKinsey]
Source McKinsey Social Productivity Report
6. How much of your time do you believe
you spend on:
Managing Email?
Trying to find things you know exist?
How much is this amplified during change?
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
7. The Average
“interaction worker”
spends:
• 28% managing e-mail,
• 20% sifting through
internal information or
seeking expert input
from colleagues
[McKinsey]
Image courtesy of [Michal Marcol] / FreeDigitalPhotos.net
Source McKinsey Social Productivity via Forbes Jeanne Meister
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
8. ―when companies
effectively use social
media internally,
messages become
CONTENT
Image courtesy of [jannoon028] / FreeDigitalPhotos.net
Source McKinsey Social Productivity via Forbes Jeanne Meister
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
9. Content as a searchable
record of knowledge can
reduce, by as much as
35 percent,
the time employees spend
searching for company
information.‖
Image courtesy of [jannoon028] / FreeDigitalPhotos.net
Source McKinsey Social Productivity via Forbes Jeanne Meister
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
10. EXAMPLE
[Calculation Tool has been removed for private
presentation]
By Reducing inefficiency, duplication and waste,
you can access a:
Source McKinsey Social Productivity via Forbes Jeanne Meister
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
12. On average, knowledge worker spends around:
- 25% retrieving and/or re-using business info
- Translates to a Cost of around $45M per annum.
Industry benchmarks suggested efficiency gains of 5% by
reduced rework and duplication
- 5% efficiency gain = $2.25M per annum.
Projecting Social Productivity Dividend of $11.25M
12
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
13. To Access Your
Social Productivity Dividend
Combine
Change
Content
Social
Technology
… in the right order
13
14. To Access Your
Social Productivity Dividend
Firstly
Change
Content
Social
Technology
… in the right order
14
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
15. The only constant is change, continuing
change, inevitable change, that is the
dominant factor in society today.
— Isaac Asimov
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
16. …only by changing constantly can
organizations hope to survive.
- McKinsey 2008
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
17. The Current State of
Organisational Change…
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
18. The average
failure rate for
Change Projects is…
70%
…
When culture change is required….
…Failure rises to 90%
…these figures have not changed
in more than 30 years
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
19. How many major re-organisations
produce meaningful performance
improvement?
…Less than 34%
…Some actually destroy value.
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
20. Change Management projects
deemed completely successful…
6%
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
21. Negative Emotions in Change:
•
•
•
•
44% of people were anxious
22% confused
23% frustrated and
24% fatigued.
…And that was for the successful projects.
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
22. Successfully Implementing
Change and achieving a Social
Productivity Dividend is Real
• Organisations can shift from failure
to success
• Our Case Study demonstrates how
• Organisations that have mastered
Change Principals have 80%
success rate
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
23. Successfully Implementing
Change and achieving a Social
Productivity Dividend is Real
Case Study organisation:
Understood the needs
Understood the people
Embraced the complexity
Engaged & Involved the people
Inspired the people, and
Delivered the results
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
24. Change requires VISION
Copyright Social Media Navigator 2013
All Rights Reserved
Image courtesy of FreeDigitalPhotos.net/ Gualberto107
www.SMNavigator.com
26. To Access Your
Social Productivity Dividend
Now..
Change
Content
Social
Technology
… in the right order
26
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
28. Excerpt: Australian Public Service State of the
Service Report
“Good Communication is critical to
effective Change Management
In a recent federal gov’t survey it was
identified that only 38% of employees
agreed that communication between Snr
leaders and other employees is effective”
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
29. Excerpt: ‗Australian Public Service State of the
Service Report‘
“It seems that the larger the organisation
the less effective the communication,
the small Gov’t agencies had an effective
communication rate of 47% where as the
larger ones had a rating of 37%.”
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
30. EFFECTIVE
Content Strategy
enables…
• Change management strategy to be the
message
• So the message is understood
• Feedback loops are managed
• And change is effectively communicated
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
31. EFFECTIVE
Content Strategy
• Change management strategy was the
message
• Multiple mediums
• Engagement and involvement
• The message was understood
• The change was effectively communicated
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
33. To Access Your
Social Productivity Dividend
Finally…
Change
Content
Social
Technology
… in the right order
33
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
34. Time to reach 50 M users
•38 Years – Radio
•13 Years – TV
•3 years – Internet
•1 years - Facebook
•9 months- Twitter
•88 days – Google +
•50 days – Draw something app
•35 days – Angry bird app
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com courtesy of FreeDigitalPhotos.net/ Master isolated images
Image
35. In 1900 in took 150 years
for the amount of
information in the world to
double
It took 50 years in 1950
It took 3 years in 2002
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
Image courtesy of FreeDigitalPhotos.net/ r Paul
36. In 2010….
Every two days we create
as much information as we
did from the dawn of man
through 2003
- Eric Schmidt, Google
CEO
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
Image courtesy of
37. Source: Infowhelm, 21st Century Fluency Project
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
38. 2003 - 2009
This creates a whole new set of challenges /
opportunities for organisations and their people
Source: Infowhelm, 21st Century Fluency Project
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
39. BYOD
This is the opportunity to enhance
your capability to get the information
to the right people at the right time
39
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
40. If you don‘t like change, you‘re going
to like irrelevance even less.
- General Eric Shinseki
(Chief of Staff US Army)
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
41. Technology component:
• Started with the technology
• Wasn‘t about the people
• Build it and they will come …..
41
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
42. Technology component:
• Historically proven not the main issue
• Engaging the people
• Involved them, gave them a voice
• Bought them on the journey
• Technology was the last priority
42
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
43. SOCIAL TOOLS
#1 Reason for failure is...
Starting with the Tech First!!
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
44. Navigating Your Way to
Social Productivity
[Dividend]
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
45. Navigating Your Way to
Social Productivity
Content
Social Technology
[Dividend]
46. 5 Step Process
5. PERSISTENCE
4.
PLANNING
3. PATHWAY
2. PEOPLE
1. PURPOSE
SOCIAL TECHNOLOGIES
47. P1: Purpose
Navigating Your Way to
Social Productivity
Content
Social Technology
P1
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
48. P2: People
Navigating Your Way to
Social Productivity
Content
P2
Social Technology
P1
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
51. Navigating Your Way to
Social Productivity
P5: Persistence
Content
P4
P5
Social Technology
P3
P2
P1
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
52. Navigating Your Way to
Social Productivity
Calculate Your
Social Productivity Dividend!
What is it Worth to
Your Organisation?
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
53. Want to improve
your chances of
success?
Talk to us
SMNavigator.com
Copyright Social Media Navigator 2013 | All Rights Reserved | www.SMNavigator.com
Not event - Social Productivity is the result of converging the three disciplines of Change Management, Content Marketing and Social Technologies
The average “interaction worker” spends around 28 percent of his or her workweek just managing e-mail, and almost 20 percent sifting through internal information or seeking expert input from colleagues, the report found.
But, “when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information.”Thirty-five percent. Just think of what you could do with thirty-five percent more time in the week!35% that is all about social productivity
But, “when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information.”Thirty-five percent. Just think of what you could do with thirty-five percent more time in the week!35% that is all about social productivity
35% that is all about social productivityAt 5% is is $1,750,000.
Based on the information they had at the time the case study organisation did some figures about the savings they could make if they used effective processes, communication and tools to design and implement their project.• On average, each of the orgs knowledge worker is likely to spend around 25% of their work effort retrieving and/or re-using business information, according to industry benchmarks. This translates into an overall cost of knowledge work of around $45M per annum.• Implementation more efficient information and knowledge management practices delivers around 5% additional efficiency through reduced rework and time-wastage according to industry benchmarks.• A 5% efficiency gain would equate to a productivity improvement of around $2.25M per annum.• This would deliver productivity improvements of around $11.25M,achieved through elimination of non-productive information
Based on the information they had at the time the case study organisation did some figures about the savings they could make if they used effective processes, communication and tools to design and implement their project.• On average, each of the orgs knowledge worker is likely to spend around 25% of their work effort retrieving and/or re-using business information, according to industry benchmarks. This translates into an overall cost of knowledge work of around $45M per annum.• Implementation more efficient information and knowledge management practices delivers around 5% additional efficiency through reduced rework and time-wastage according to industry benchmarks.• A 5% efficiency gain would equate to a productivity improvement of around $2.25M per annum.• This would deliver productivity improvements of around $11.25M,achieved through elimination of non-productive information
Social Productivity is the intection – its where the dividend resides case study doing in wrong orderTo access the PD we harness the disciplines of effect change content and comms, and social tech, at this intercetion point that social productivity is realised
1/ Most studies show the failure of change, IBM conducted a study that researched the change projects that succeeded. 1/ An organisation that comes to mind who does change well takes it seriously from the top down. They have a great example where they failed 3 times on a major project. With a leadership change came a new perspective. The project became a change management project not a technology project. The approach to the project changed significantly. They have won multiple awards for the successful outcome of that project2/ The IBM study found that change masters who took a systemic approach to change, turned the data on its head. 80% of their projects succeeded. Our case study organisation took a systemic approach to change and turned the results on their heads. Your organisation is able to become one of those that succeed3/ taking the approach that change masters take can enable you to achieve success and realise benefits of change
1/ Most studies show the failure of change, IBM conducted a study that researched the change projects that succeeded. 1/ Our case study organisation learned how to do change well taking it seriously from the top down. They have a great example where they failed 3 times on a major project. With a leadership change came a new perspective. The project became a change management project not a technology project. The approach to the project changed significantly. They have won multiple awards for the successful outcome of that project2/ The IBM study found that change masters who took a systemic approach to change, turned the data on its head. 80% of their projects succeeded. Our case study organisation took a systemic approach to change and turned the results on their heads. Your organisation is able to become one of those that succeed3/ taking the approach that change masters take can enable you to achieve success and realise benefits of change
Now we are going to look at Content and effective communicaiton as part of our SP journey
If we don’t have content strate, we wont have effect comms
Key ingredients for successThe key ingredients for success are exactly the same on Waterfall or Agile projects. Either way, it’s still key to: be clear on your project objectives and requirements have strong sponsorship and change leadership manage risks maintain active feedback loops and robust testing communicate effectively to manage your impact on staff and customers.
Message was unstructured and aimless, no intellection rigor no strategy not linked to goalsWent for publishing outlets that demanded attention where the message will reach the target audiences
That is not including all the other projects that could benefit from the changes in how they communicate and collaborate It takes it straight off their bottom line
Social Provides reach and engagement - people are the social part, the social tech provides a vehicel that is two way conversation
This is about how to reach yourtarget Audience – this technology enables us to connect but how and with what and what will the next one be
Data and information/ content is becoming a challenge
Become a drain on productivity
This is so out of control it is labeled Big Data - it exasabates the challenge of duplication and finding stuff in organisations – created an industry on its ownOur capacity to find relevant stuff is confused and becoming non existant – hence the 48% figure from McKinsey – Bid story from Telstra Unless we do something about this it is just a digital dustbin
Opportunity - Smart phones enable social technology can be reached more effectively in organisations- getting the right info to the right people at the right timephenomenon is reshaping the way IT is purchased, managed, delivered, and secured. Risk - impacts organisational perceptions of SOE, - it also impacts areas like employee value proposition
embrace
The reason why they failed 3 times
Technology was the last priority
At a recent session we did another organisation had implemented Yammer and then apparently it all went wrong. To the point where it was turned off. The outcome was a disenfranchised group (the early adopters) who had been getting value out of it using their initiative. And a reputation that this social media stuff doesn’t really work for us. They arranged for a workshop with us which was about going back to basic, understanding their pupose, understanding their people, developing their strategy to get there as well as planning their communications and content and then looking at the tools.During the workshop there is a governance slide which has an elephant in a room. When it got to this slide it came out what had happened, why Yammer had been turned off.They began with the technology first and forgot about engaging the people and having a real business purpose to champion and lead with. They had no real plan, they had no support to implement that plan and it failed. What happened, nothing, nothing went wrong They got sabotaged by the politics, - that’s not to say you cant get the benefit of serendipity or innovation from your social tools, you can, but you also should have a planned focused targetted reason and plan as well.
You know how complex the organisational landscape is beurocracy, clinging to the old ways, SOE, fear of the unknown, politics, egos, etcetc “story” to share using the case study the baggage we carry around about past failuresImagine the case study orgNeed to navigate your way thru the change to achieve the ROI
1. to reach cp dividend you need to start with change to forulatemessage2 formulate message into content strategy that effectively communicates your message for target audience3 using Reach audience using social techReinforcing the content in context of social productivity in the right order case study example, tried 3 times on this project, I wasn’t until they understood that it needed to be about change management, comms and content management and then social tools were the enabler to help them to achieve that social productivity that they turned around the outcomes to on time, under budget, hugely successful adoption with great in house feedback and multiple awards.
When used in combination, this type of framework provides a holistic approach that can deliver benefits that are greater than the sum of their individual effects, resulting in higher rates of change project success
Medium to reach
Our case study organisation ensured the community of champions type approach (super users if you will) they involved and engage with them, they identified the quick wins and amplified them via the various channels. Many organisations who take this approach find wins are celebrated more effectively and by more people. Measurement for adoption is monitored as are risks