The ESN meets a more abstract set of business requirements, selected to address a list of long- standing functional challenges, e.g. increasing employee engagement, enhancing collaboration, better access to knowledge, reducing travel costs, speeding up business processes, or enabling the future of work.

1. Enterprise Social Network
Why and How to select an ESN - for the C-Suite
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2. Success requires a detailed implementation process
“
“
... We need full contact with reality — namely actual business
processes — to see if we’re on the right track. Unfortunately, our
internal stakeholders are usually uncomfortable being the subjects
of such experimentation.
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The Value of Social Business: Exploring the ROI Question
Dion Hinchcliffe
April 2012
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3. McKinsey global institute
Three key studies - social technologies in the enterprise
Results by those companies successfully integrating social (comparative):
Up
15%
Up
20%
Sales revenue
Marketing effectiveness
McKinsey also finds that by fully
implementing social technologies,
companies have an opportunity to
raise the productivity of high-skillknowledge workers by 20 to 25%
1. Nov 2011 The social economy:
Unlocking value and productivity through
social technologies
2. July 2012 How social technologies are
extending the organization
3. May 2013 Disruptive technologies:
Advances that will transform life, business,
and the global economy
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Up
20%
Customer satisfaction
Recommended reading:
May 2013 Ten IT-enabled business trends
for the decade ahead
Nov 2012 Capturing business value with
social technologies
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4. IBM talent acquisition and retention
Study of IBM clients using social technologies for HR
In particular for talent acquisition and retention.
30%
faster
new hire time-to-value
15%
increase
employee retention
20%
faster
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access to experts
Sandy Carter IBM VP Social Business
July 15, 2013
http://socialbusinesssandy.com/2013/07/15/top-roi-use-cases-for-social/
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5. Two companies results
Morgan Stanley Wealth Management
Acquiring new clients and building their books
Of the financial advisors using social daily (during a pilot) 40% had brought in new
business from their social media usage.*
*MITSloan Report: Social Business: shifting out of first gear, July 2013
Social ROI – We’re working on it 2,545 respondents from 25 industries and 99 countries.
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Royal Bank of Canada
Customer satisfaction
Recorded an 18% improvement through the use of internal social technologies.†
†Reported by IBM,
June 2012
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6. Overview of Business Benefits
ESN provides tangible and intangible business benefits,
under 3 main categories:
Improved Efficiency and Business Culture via:
1. Leveraging knowledge across Business Units,
Locations, Age and Experience*
2. Increasing communication speed*
3. Increasing Employee / Stakeholder engagement and
work satisfaction*
4. Simplification of processes
5. Breaking down silos
Minimising variable Costs such as:
10. Training / On-Boarding*
11. Printing / Emailing / File sharing
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Increased Revenue via:
6. Improving speed to market
7. Solving problems quicker (customers / providers)*
8. Increasing innovation*
9. Increasing productivity
*refer Sandy Carter IBM VP Social Business Sales & Evangelism
July 1 2013
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7. Team Business Benefits
Social inside can help on these counts:
Talent on-boarding and induction
1. Continue induction experience beyond formal
group sessions
2. Help bond and form relationships in workgroup
3. Highlight relevant people and knowledge
groups – “crack the knowledge networks”
Corporate Communications
1. Share and connect effectively across time zones
2. Management of issues across time zones
3. Better document and media sharing
& management
Cross Sales
1. Finding expertise
2. Knowledge exchange
3 Training e.g. repository of voice calls
Cross Departments Connection
1. Finding knowledge and expertise
2. More efficiently communicating with other teams
3. Innovation
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8. ESN two selection lenses
Target Features Lens
Business Requirements Lens
The ESN meets a desired set of target features
that’s believed to be desired within the organisation,
such as employee profiles, document sharing,
short-messaging, news feeds, file syncing, or mobile
knowledge access, along with supporting technical
capabilities like application integration, search,
administration consoles, and governance features.
The ESN meets a more abstract set of business
requirements, selected to address a list of
long-standing functional challenges,
e.g. increasing employee engagement, enhancing
collaboration, better access to knowledge,
reducing travel costs, speeding up business
processes, or enabling the future of work.
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9. 1 Overview of ESN functions
Functions
Details
Adoption Benefits
Applications (forums, blogs, Beyond micro blogging and actvity streams,
Functionality matches users’ needs and activities more
wikis, files, calendars, etc.) specific applicatons to support diverse actvites. closely. Not me wasted using yet another tool.
Authentication
& membership (login,
permissions)
Integration into identity management systems
and fine grained permissions. Rich user profile
(details, roles, points, connections, teams, own
contributions) and personalisation of layout,
content, language.
Ease of access via single sign on, simple and
uncluttered navigation and content due to data
segregation and permissions. A rich profile for users to
present themselves and a personal space for them
to work from.
Customisation
Branding, naming conventions, navigation and
layout. Easy customisation and extension using
scripting languages and administration console.
Create new applications using a platform API.
Looking good + branded = enjoyable & familiar.
Familiar terms, not imposed by the solution. Simplicity
and UX consistency of screens. Create new
functionality and don’t multiply tools.
Integrations & add-ons
Mail gateway and integration with enterprise
solutions (e.g. Lync, SharePoint, Fast).
Mobility. API available to build more
integrations.
Users can follow conversations and even contribute via
email or in a mobile application. Useful integrations with
other Enterprise Apps (e.g. Activity Stream or Related
Content in CRM).
Advanced search for content, people,
place, etc. Integration with enterprise
search solutions (e.g. FAST).
Finding everything and anything easily via keywords
(topics), authors, places, and more.
Search
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10. 2 Overview of ESN functions
Functions
Details
Adoption
Security
Permissions to access (view) or contribute to
the community and specific areas (teams),
applications within teams, and documents in
applications. Defence against intrusion, (solid
authentication SSL, banning of IP addresses
or users), spam, and offensive content.
Logging of events. Legal discovery.
Simplified view of a potentially complex community
structure. Reliable confidentiality of information both
within the collaboration platforms (members
permissions) and externally (non members’).
Safe and clean environment free of spam and
other offensive content.
Social Engagement
Micro Blogging and Activity Streams, @mentions,
#tags, files, conversations, friends/connections.
Comments, Ratings, Like, Report. Reputation, author and content scorings.
Familiar and very up-to-date experience inspired by
social web solutions (online forums, blogs, wikis and
social networks we already use in both our personal
and professional lives).
Structuring collaboration / conversations in teams
(groups) and sub teams = by areas / depts.,
topics, projects, or other. Allowing to join teams
(and sub-teams) freely, or with validation or even
invitation only.
Content is organised and can be subscribed to
selectively. Private or open groups can be established
to suit organisation. Multiple levels a plus.
Teams
Search
Administration and developer tools including
licenses, site permissions, navigation and
content customisation, event logs and exception
reports, jobs scheduling, emailing.
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Admin users or power users without technical
knowledge can easily deploy & configure without the
need for IT or vendor support.
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11. User adoption & business value at scale
Communities – e.g. broker
Vertical Integrated Social – e.g. Calypso
Enablement of Future of work/Mobile
Gamification
Integrated Analytics & reputation (people & media)
Integrated Deployment – Future of work/Mobile
Integration to horizontal processes – HR, Finance
Integration to file sharing, conferencing
Business Teams
Customisation - UX
Applications - Wiki, Blogs
Enterprise search integration
Base Integration – SSO, Security, AD
Social Engagement – e.g. Microblogging
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12. Key decision criteria
What
Why
Recommendation
Data Privacy
Patriot Act and PRISM have clear implications on the privacy/confidentiality
Either restrict business use to non confidential data OR implement
of company data with most cloud solutions hosted in USA.
a controlled ESN.
ESN could either be a destination or an experience delivered within
Implement an integrated (simple but valuable) horizontal and
business processes from basic SSO to creating engagement related to
(integrated team based) vertical ESN strategy.
Integration, incl
everywhere
business processes (business benefits).
Enterprise wide Deployment model to a vertical (e.g. CRM) and/or to the entire
organisation .
Both model options should be considered as often the ROI is related
Mobile
Varying level of ESN mobile support and some solutions have their own
Mobility should be enabled through the FOW strategy and the
app strategy while others offer integration.
ESN should support the socialization of mobile app experience.
to the vertical and the cultural change is related to the horizontal.
Legal discovery
Discovery would support governance, HR, and legal requirements of client. Legal discovery is a must.
Analytics
Understanding the MBL team ESN use and reputation of people / media
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The notion of analytics everywhere and reputation is a must.
would support successful adoption.
Investment
The mode of delivery by the ESN vendor (cloud, hybrid, or on-premise) will
Select an ESN solution that has a modular functionality deployment
effect the cost, flexibility, me, and functionality in deployment options.
Implementation
approach with the target data environment to be on-premise data.
ESN funding model will support deployment.
Base level investment in limited horizontal functionality and identifiable vertical/team-based business benefits (& related functionality).
Customisation Ul/ Varying ability of ESN vendors to modify UI and personalisation based on
personalisation
role and reputation. Customisation is key to business benefits.
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ESN solution must be customisable at the team level and be able
to be end-user personalised.

13. Keys to ESN success
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14. Keys to ESN success
1.
Sponsorship is not enough! Executives have to change their work habits also.
2. Establish and Communicate Value
Establish gaps, problems. Lead with value, not with functionality.
3. Assemble a Cross-Functional Project Team
Corporate Communications and IT play critical roles. Embrace a move
from ownership to enablement.
4. Develop Meaningful Business Benefits
Business benefit templates. Baseline data. Complete business benefits before launch.
5. Identify and Train Champions
You need feet on the streets. Early adopters and group owners. Look for the influencers.
Train on the WHY not just the how.
6. Internal Marketing Campaign
Have the Leaders launch the ESN. Market it with tips and success stories.
7. Pro-actively Manage Teams & Engagement
Do the analytics. Weed inactive or redundant groups.
Promote conversations and engagement.
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15. ESN success examples by factors
Key success factors
1.
Wells Fargo, Telstra, Dow Chemicals, TD Bank
2. Establish and Communicate Value
Walgreens, Dow Chemical
3. Assemble a Cross-Functional Project Team
TD Bank
4. Develop Meaningful Business Benefits
Swiss Re
5. Identify and Train Champions
TD Bank, Swiss Re, Dow Chemical
6. Internal Marketing & Training
Wells Fargo, TD Bank
7. Pro-actively Manage Teams & Engagement
Swiss Re
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16. Global ESN implementations – Learnings
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17. Roadmaps
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18. Next steps
1
Select
ESN
platform
2
Enable the
organisation
by
business (vertical) strategy
and relevant ESN features
business use cases
Define & deploy horizontal
strategy and functional/
technical architecture
framework including:
playbook, change agent,
training & change management
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19. Horizontal & vertical
Enterprise-wide
Team-based
Select platform and prepare technical
environment – security, integration
Scope business benefit and establish baseline business purpose
Develop high-level “Social Playbook”
– why, who, where, expectations
Start with simple features – training
Risk resolution – Legal, Compliance, Comms, IT
and set guidelines
Find champions and advocates
Establish Steering Group
Ensure sufficient technical and feature support
On-board executives and relevant others (with training)
Regularly review wins and clear roadblocks
Prepare internal marketing, Comms and training
- launch
Set quarterly targets
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20. People, processes & platform
People
Processes
Enrol
Champions
Group
Set Business
Priorities
Team
Teams
Govenance
Repeatable
Group
& Risk
Playbook
Admin
Engage
Steering
Define &
Rank Use
Cases
Platform
Select
Architect
Configure
Deploy Use
(Horizontal)
X Weeks
& Install
X Weeks
Cases
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Engage
Integrate
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21. 8
Eight implementation recommendations
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22. 1 Start simple
simple yet valuable features that employees will be
comfortable with (such as rich profiles and microblogging)
before adding new ones
Don’t roll out everything at once as it will overwhelm employees
and the learning curve will be steep
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23. 2 Make it easy & useful
Properly plan, resource and execute the “horizontal” use case:
1. Single-sign on
2. Access to people / profiles – pre-populate as a project
3. Access to data (as determined by the initial use cases)
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Aim for the lowest friction in using the system.
The goal is engagement at scale.
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24. 3 Enterprise – wide planning
Develop high-level “Enterprise Social Playbook”
– why, who, where, expectations
Risk resolution – Legal, Risk, Compliance, Comms, IT and set guidelines
Steering Group
and relevant other leaders (with training)
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internal marketing, comms and training – launch
Social Business Change Agent
Social
Educa
t
ion
Social
Netwo
rks
Sales
Promo
tio
n
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Engag
e

25. 4 Develop a community playbook
Guide the creation of communities:
KISS – keep it simple to start
Purpose – Describe why the community exists?
Players – intended members and any entry criteria
Payoff – in business terms as best you can
Process – who is the owner, the administrator, the champion
Protection – get risk / compliance sign-off
Productivity - what is the process to review and improve the performance
Social business isn’t just about collaboration - it’s about making
people more productive.
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26. 5 Design use cases deliberately
Be deliberate in choosing use cases:
Leverage hand-picked business units with clear use cases to become
peer advocates
Use deliberate design thinking when it comes to understanding workflow
and then enabling relevant features
and will be active
Train tactically not comprehensively
Monitor analytics and react
Ensure community management, marketing, promotion,
and “wins” is coordinated across the company – share
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27. 6 Social business change agent
A role, not necessarily a position:
appropriate training including training media - videos
Facilitate newsletters, comms, wins
Coordinate with community champions
compelling success stories which connect to company goals
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28. 7 Training – keep it simple
Keep training specific:
Simple features simple training
employees to use social communication effectively is to conduct day in the life
training sessions, walking them through a handful of scenarios relevant to their
daily use.
Teach simple techniques such as format @mention (manager’s username),
hashtag (customer name)
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29. 8 Focus – use cases & change management
The real key to adoption & use is tied to the change management efforts
during the implementation and to the specific use cases.
N
E
W
33
S
Encourage
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Enable

30. The best route to Social Business ROI
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31. The best route to Social Business ROI
Treat social as a non-linear journey, not a project. Social business is about culture change, process change,
and allowing an emergent strategy.
Transactional engagement is just as important as open-ended engagement. Don’t miss a major part of the value
by encouraging only general purpose collaboration, Focus on specific aspects of how the business work and
improving that with social.
The adoption process is not sequential, nor will it look much like anything you’ve done until now.
Deliberately cultivating unexpected value creation, and other means of becoming true digital businesses is key to
unlocking both the short and long term value.
Feedback loops powered by measurement and optimization = success. Use base cases and ways to track
benefits and the power of the analytics to tune the efforts.
Put social into the flow of work, don’t overly compartmentalize or silo it. Connect your systems of record with
systems of engagement or significant value won’t be realized.
If your social business effort isn’t directed at your
organization’s top problems, then maybe it’s not a surprise it isn’t perceived as delivering major value.
You mostly won’t get credit for emergent outcomes, don’t even try. But that doesn’t mean you shouldn’t do as
much as reasonably possible to encourage them.
Whatever you do, baseline before and after. This alone will typically validate your effort. All you generally need
to do is measure direct outcomes, that’s usually enough to justify the whole social business effort.
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32. Key Performance Indicators
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33. – We’re working on it
“In reality we have very little to prove the worth of the Social Enterprise.
We have some academic studies, we have some anecdotal evidence, a few (very few)
published use cases where metrics are involved, and we have a whole lot of “it makes
sense, just look at it.
The reason adoption has gone as far as fast as it has is not about ROI.
Rather, it’s because of:
a) the extent to which the old models are failing &
b) the extent to which many people deeply resonate with the new models.
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Predicting the ROI of any enterprise investment can be tricky. At my company, we have
a whole team of people called “Value Engineering” that dedicate their time to
calculating these things. But when the topic is social business or enterprise 2.0,
the challenge is much, much bigger.”
Deb Lavoy in Social Enterprise ROI: Measuring the Immeasurable
Apr 12, 2012
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34. Kinship is all about the affinity between people
– the connection and relationship that two or more people share.
KINSHIP enterprise is a social business consultancy that believes every organisation has the
potential to become a true social business –a business that empowers its people to achieve
and innovate through collaboration.
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Contact Details
Lvl 8, 153 Walker St. N. Sydney NSW 2060
W www.kinshipenterprise.com
P 1300 KINSHIP
E contact@kinshipenterprise.com
T @KINSHIPe
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