Enterprise social seems like a Catch-22—if you do stand it up and don't get an 80% increase in productivity if feels like a failure; if you don't stand it up then you're left in the dark ages. What's an organization to do?
During this webinar, Change Architect Katie Priest explored five change management strategies to increase usage and ultimately adoption within the social enterprise focusing on the following:
1. Start with what you know
2. Rally the troops
3. Empower and motivate
4. Recognize and reward
5. Measure and iterate
3. ENTERPRISE COLLABORATION
IF YOU DO*
•47% increase in employee engagement
•71% faster access to knowledge
•52% faster access to internal SME’s
*Sources: Gartner, McKinsey, Forrester
4. ENTERPRISE COLLABORATION
IF YOU DON’T
•Efficiency and productivity will decrease
•Silos will be perpetuated
•Teams will seek out their own solutions to collaborate and share knowledge
5. Do not be afraid of growing slowly, only of standing still.
6. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward
Measure and iterate
9. ASK YOURSELF…
What We Hear
I don’t want to answer the same question over and over again…
[NAME] retired / went to another company. If she were here, she would know the answer to this question.
I saw that another office created a template for that. I already had one that they could have used. They look almost identical.
I get at least 100 emails a day, many of which I don’t need, so I stopped reading them all.
It took me a while to figure out who to even ask about this problem.
We have too many meetings.
12. WHO’S WITH ME?
Top Down
Leadership is responsible for committing to the solution on behalf of the organization and leads by example
Marketing / Corporate Communications
IT
Human Resources
13. WHO’S WITH ME?
Individual and Team Driven
Different activity streams are built for different business needs, focusing on defining distinct needs and common usage patterns, but rooted in organizationally defined guidelines
Top Down
Leadership is responsible for committing to the solution on behalf of the organization and leads by example
Marketing / Corporate Communications
IT
Human Resources
14. WHO’S WITH ME?
Individual and Team Driven
Different activity streams are built for different business needs, focusing on defining distinct needs and common usage patterns, but rooted in organizationally defined guidelines
Community Manager
This is the “tie that binds”. Community Managers foster meaningful interactions among individuals and teams while ensuring consistency with organization policies.
Top Down
Leadership is responsible for committing to the solution on behalf of the organization and leads by example
Marketing / Corporate Communications
IT
Human Resources
15. Start with
what you know
Rally the
troops
Empower and motivate
17. LET’S DO THIS THING
By using [social collaboration tool] to[perform task], we aim to [objective] and [achieve results]
1. Establish
Your
Hypothesis
18. LET’S DO THIS THING
“By using [social collaboration tool] to pose questions to the technical community, we aim to access knowledge more quickly, avoid rework and ultimately decrease the time it takes to respond to clients.”
1. Establish
Your
Hypothesis
19. LET’S DO THIS THING
•Establish “terms of use” for using social tools in a business context
•Create tools and resources to support technical usage
•Provide training
2. Create
Tools
20. LET’S DO THIS THING
•Define the duration
•You know the category of success –be sure to set the metric
•Every attempt at social may not be a winner and that is ok
3. Set
Expectations
21. 9%
Intermittent
Contributors
90%
Lurkers
LET’S DO THIS THING
1% Heavy Contributors
User participation often more or less follows a 90-9-1 rule:
•90%of users read or observe, but don't contribute(i.e. lurkers).
•9%of users contribute from time to time, but other priorities dominate their time.
•1%of users participate a lot and account for most contributions: it can seem as if they don't have lives because they often post just minutes after whatever event they're commenting on occurs.
Source: http://www.nngroup.com/articles/participation-inequality/
22. LET’S DO THIS THING
•Start using the tool to perform the defined tasks
•Gather feedback early and often
•Iterate/augment tools as needed
•Track towards established goals
4. Test
Your
Hypothesis
23. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward
25. SLOW CLAP
Recognize individual participation
Reward individualcontributions
Source new Community Managers
26. SLOW CLAP
Recognize individual participation
Reward individualcontributions
Recognize team participation
Publicize team achievements
Conduct a feedback session followed by a celebration!
Source new Community Managers
27. SLOW CLAP
Recognize individual participation
Reward individualcontributions
Recognize team participation
Publicize team achievements
Publicize results (internally + externally)
Conduct a feedback session followed by a celebration!
Showcase success (quantitative + qualitative)
Communicate lessons learned
Source new Community Managers
28. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward
Measure and iterate
30. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review
31. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review
Trend Success Stories
•Leverage hashtags to aggregate and trend success stories
32. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review
Trend Success Stories
Find New Problems to Solve
•Leverage hashtags to aggregate and trend success stories
•Using lessons learned and trending success stories, identify other areas that could benefit from social collaboration tools
33. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review
Trend Success Stories
•To help ensure support for this new way of working, review and revise job descriptions and performance metrics
Find New Problems to Solve
Revise Job Descriptions
•Leverage hashtags to aggregate and trend success stories
•Using lessons learned and trending success stories, identify other areas that could benefit from social collaboration tools
34. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward
Measure and iterate
35. Want to learn more about Change Management?
Katie Priest
Change Architect
P: 312.462.9886
kpriest@rightpoint.com