6. The Evolution of Collaboration
Knowledge Collaboration Enterprise Social
Management Platforms Networks
6
7. Top Goals Revolve Around Sharing
“How important are the following goals in your decision to deploy an
enterprise social network, on a scale of 1 to 4?”
Sharing of best practices 3.48
Improve employee collaboration 3.42
Facilitate cross-department collaboration 3.41
Facilitate collaboration within a dept/team 3.26
Support a strategic transformation 3.18
Identify expertise around the company 3.14
Create a virtual watercooler 2.93
Improve a specific business process 2.91
Reduce internal emails 2.56
Reduce volume of meetings 2.38
Increase employee retention 2.24
Base: 44 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
8. Impact is Only Moderate
“How much impact has the enterprise social network platform had on
your organization in the following areas? (Scale of 1 to 4)”
Improve collaboration between dept/teams 2.91
Find experts or share expertise 2.79
Create a virtual watercooler 2.77
Sharing of best practices 2.66
Support a strategic transformation 2.35
Reduce internal emails 2.08
Streamline a business process 1.97
Faster decision making 1.95
Reduce volume of meetings 1.84
Employee retention 1.63
Base: 77 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
9. Most Organizations Admit They Measure Poorly
“How well do you feel your organization is measuring the impact of
enterprise social networking?”
35.7%
33.3%
31.0%
0.0%
Measures very poorly
Measures somewhat poorly somewhat well
Measures Measures very well
Base: 42 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
10. Lack of Metrics Means Business Impact Goes Unmeasured
“How do you measure the impact of enterprise social networking in your
52% organization?”
43%
29%
26%
19%
10%
7%
Frequency of Percent of Executive Improve a Reducing Reduced Financial
use employees engagement specific internal email employee results
using it and usage business turnover
process
Base: 43 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
13. Four Ways To Drive Business Value
1 Encourage Sharing
2 Capture Knowledge
3 Enable Action
4 Empower Employees
13
14. Encourage Sharing
1 •
•
•
•
•
Creates two-way dialog
Makes business personal
Reduces distance to leaders
Connects globally
Forms private groups
14
15. Infosys’s SharePoint community delivers higher
employee satisfaction, faster content
publishing, easy enhancements, and potential for
better customer solutions.
15
16. Nokia’s CEO posts
frequently, signaling
the dawning of a
new type of
relationship between
leadership and
employees.
| 16
17. 2 Capture Knowledge
•
•
•
•
Identify expertise
Avoid duplication and have
better coordination
Transfer knowledge
Improve best practices
17
18. “Social media allows our people to be
able to drive sales by going to a
specific group on our ESN with
expertise for a particular situation.”
Erin Grotts, Director of Internal Communications
for Supervalu
18
19. “No single group of employees
is ever left out of critical
conversations or denied access
to necessary information.”
Karen Lee, Sr. Director of
Internal Communication at SAS
19
20. Enable Action
3 •
•
•
Solve problems faster and better
Bring outsiders in
Streamline processes
20
21. Centralize, Streamline, and Connect
U.S. Army CECOM thrives with SharePoint portal
CECOM employees
explore the different
capabilities of the
CECOM worldwide
SharePoint portal at its
kickoff event, held June
28, 2012.
22. “internal Google”
Nearly all of Deloitte Australia’s
employees use social collaboration
daily, to solve problems and answer
questions faster.
22
23. 4 Empower Employees
•
•
•
Give employees a voice
Make meaningful contributions
and innovations
Increase engagement, satisfaction,
and retention
23
24. When Sprint realized that
employees were venting
their frustrations on
external sites, it enabled
and encouraged them to
post on their ESN.
There, leaders
could address
their concerns
directly.
Credit: James Martin/CNET
25. We are trying to build a culture that
encourages risk-taking and more
innovation at the front lines. It's
critical to enable people without
going through a chain of command.
Carl Camden, CEO of Kelly Services
25
28. Four Parts of Social Collaboration Strategy
Objectives Metrics Relationships Technology
29. 29
#1 Have Clear Objectives
Identify and prioritize
the gaps that
relationships can fill.
Design your long-term
goals for the ESN with
purpose.
Paint the future path in
gold for employees.
30. 30
#2 Put the Right Metrics in Place
Measure gap
closing, not
engagement.
Track
relationships, not
conversations.
Image by StreetFly_JZ used with Attribution as directed by Creative Commons http://www.flickr.com/photos/streetfly_jz/2760882758
31. 31
#3 Invest in Relationship Management
Budget, staff, and
resource appropriately.
Get executives involved.
Foster transparency to
create an open culture.
Create incentives and
rewards for participation.
32. 32
#4 Prioritize Technology with Relationships in Mind
Choose based on the
relationships you want to
build, not features.
Prioritize based on your
objectives and need for
integration.
Have simple guidelines in
place.
Invest in evangelists.
Single slide with 3 columns - 1st is old knowledge management (lots of text files everyone hated), 2nd - network image collaboration platforms in terms of Jive (forums, file mgmt) - Third is ESN - something with a lot of mouths talking (lots of talking, not a lot of substance)
Infosys wanted to create a social media platform to foster employee interaction and boost job satisfaction. It used Microsoft SharePoint Server 2010 to create Infy Bubble, where employees share both personal and work information. The IT staff created the site in just five months, and more than 80,000 employees created Bubble profiles in the first four months. Ultimately, social media could contribute to better customer solutions.“We wanted to give employees a way to connect and share not only work information but personal interests, and also give management a way to listen to employee views,” says Ramesh G., Delivery Manager for Information Systems at Infosys.In four months, Infosys created a new intranet called Sparsh, Sanskrit for “touch.” Sparsh is the home base for all employees, providing company news and one-click access to many corporate applications. The content publishing group uses SharePoint templates to quickly create new content and SharePoint workflows to automate approvals. The group can prepare information ahead of time and tag it with the publication date, and then SharePoint Server publishes it automatically. Employees can leave comments on Sparsh articles and have coworkers automatically notified.As soon as Sparsh was complete, Infosys started developing Infy Bubble, its social media site, which it launched for employees in India in May 2011. Through Infy Bubble, employees can share their views, photos, videos, and blog posts with fellow employees. They can talk about work or about life outside of work. There are groups to discuss poetry, sports, Indian pop stars, enterprise architecture, and SharePoint Server.Infosys uses Microsoft FAST Search Server 2010 for SharePoint to provide intelligent search for both Sparsh and Infy Bubble. Employees can search discussion sites, communities, blogs, wikis, status updates, and documents. Bubble also provides a people search function, which lets employees find other employees based on their expertise, location, or other parameters.Employees can create their own watch lists in Infy Bubble, which show all messages containing a keyword. Employees can also set Bubble profile privacy settings to determine which parts of their profiles can be searched and shared.“Because we have such a young workforce, we have to come up with creative ways to engage them,” says NanditaGurjar, Senior Vice President and Group Head of Human Resources at Infosys. “Infy Bubble helps employees have a sense of belonging in a huge global corporation, and happy employees give us a competitive edge. Bubble also gives management a pulse on the organization, helping them know how employees are feeling.” “Bubble gives employees a way to tap more talent and knowledge within the company,” says Ramesh G. “Employees have more confidence in information that is ‘crowd-sourced’ rather than disseminated from the top down.” SOURCE: http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=710000000622
[FROM THE REPORT]For example, when Nokia CEO Stephen Elop started his new job, he wanted to focus the organization on how to increase its innovation capabilities. He posted questions on the company’s ESN,Socialcast, asking what things Nokia needed to change and what they needed to keep doing. The dialog not only helped him learn from the organization, but also signaled that a new type of relationship was dawning between the leadership and employees.
[FROM THE REPORT]GrocerychainSupervalusawstoremanagers sharing their expertise on topics ranging from how to run a beachfront store to building relationships with the Hispanic community. Erin Grotts, Director of Internal Communications, shared, “Social media allows our people to be able to drive sales by going to a specific group on our ESN with expertise for a particular situation.”
Business ChallengeEven with some of the worlds’ best technologies at their disposal, SAS was unable to pull company knowledge into one place for everyone’s benefit.Socialcast SolutionSocialcast creates a forum for open discussions and for getting questions answered—a place where SAS’s special corporate culture can thrive.Business Impact9,500 of SAS’s employees use the Hub, with up to 20 new users joining daily. With Socialcast, employees get faster answers to questions, groups connect more transparently, executives engage with employees, and in the end customers are better served.SOURCE: http://www.socialcast.com/sites/default/files/Socialcast_CaseStudy_SAS_10_26_2012.pdf
The U.S. Army Communications-Electronic Command (CECOM) is using a portal to centralize its data, streamline applications and connect its more than 13,000 employees worldwide.The agency anticipates that the Microsoft SharePoint portal, which was officially announced to staff June 28, will reduce administrative burden, lower costs, improve records management, increase data accuracy and rationalize information management."The portal will eliminate a lot of redundancy and streamline processes," Renee Ullman, content manager for CECOM, said in a statement. Design of the SharePoint portal began in 2011.The portal, open to all employees, allows for different levels of information sharing, from commandwide to organization-based, as well as internal collaboration among employees, said Linda Vanbemmel, the project manager for CECOM SharePoint. The portal includes secure, private sites for directorates and other organizational groups within CECOM for internal, daily work.O'Connor also plans to use the portal to help eliminate 30 percent to 40 percent of existing applications across the command over the next year by creating a centralized inventory of applications. For example, the agency is creating a central suspense tracking system on SharePoint, eliminating six existing organization-based systems, and CECOM is developing a master calendar for the command."Because our employees are in disparate locations, stovepiping is our biggest challenge as a command," O'Connor said. "Right now, because we have data everywhere and because e-mail is our primary communications tool, I think we're working harder than we need to.”CECOM also is using the portal for records management, to properly store and archive more than 3 terabytes of data.IN PHOTO: CECOM employees explore the different capabilities of the new CECOM worldwide SharePoint portal at the portal's kickoff event, held June 28 at Aberdeen Proving Ground, Md.SOURCE: http://gcn.com/articles/2012/07/25/army-cecom-sharepoint-collaboration-portal.aspx
[FROM THE REPORT]For example, because Deloitte Australia has nearly all of its employees using itsESN as a part of their daily work, most of the organization’s knowledge is captured there,so they end up using Yammer as an “internal Google” to find answers to questions.
[FROM REPORT]At Sprint, the company had a standing policy that employees were not allowed to buy the hottest new devices. When Sprint realized that employees were venting their frustrations on externalsites, it enabled and encouraged them to post on their ESN. Once provided a place internally to air their grievances, leaders could address their concerns directly.
Business ChallengeEven with some of the worlds’ best technologies at their disposal, SAS was unable to pull company knowledge into one place for everyone’s benefit.Socialcast SolutionSocialcast creates a forum for open discussions and for getting questions answered—a place where SAS’s special corporate culture can thrive.Business Impact9,500 of SAS’s employees use the Hub, with up to 20 new users joining daily. With Socialcast, employees get faster answers to questions, groups connect more transparently, executives engage with employees, and in the end customers are better served.SOURCE: http://www.socialcast.com/sites/default/files/Socialcast_CaseStudy_SAS_10_26_2012.pdf
Results: Imagine a challenge like Applebees, a brand with thousands of independently owned/operated franchises. Applebee’s retains control over messaging and content, while dramatically improving ROI by connecting with customers at the local community level. A pre-approved content library provides local restaurant owners with content. With over 7,000 employees using Expion to manage 1000+ locations, Applebee’s has increased its engagement with their customers by building on their brand promise as your “Neighborhood Bar and Grill.”