social business collaboration framework for success - workshop

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SOCIAL BUSINESS COLLABORATION FRAMEWORK FOR SUCCESS

CLAIRE FLANAGAN CSC Director, Social Business

and Community Strategy

J BOYE : NOVEMBER 2011

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SOCIALIZE MY INTRANET?

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Agenda

TIME TOPIC

13:00 – 14:00 pm I.  Social Business Defined II.  Be Credible: A Business Plan Framework III.  Mitigate Risk: A Governance Framework

14:00 –14:15 pm Workshop Breakout Activity

14:15 – 14:30 pm Break

14:30 – 15:30 pm IV. Go Viral: An Adoption Plan Framework V. Prove Success: A Measurement Framework

15:30 – 15:45 pm Workshop Breakout Activity

15:45 – 16:00 pm Wrap Up

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LIGHTNING INTRO ROUND #1: WHERE ARE YOU ON JOURNEY?

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LIGHTNING INTRO ROUND #2: MEET YOUR NEIGHBOR (5 MINS)

1.  Name  2.  Company  

3.  Job  Role  (Social  Business  or  Intra

net)  

4.  Why  You’re  Here  

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Does Social Collaboration Matter?

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Does Social Really Matter?

Social Revolution

Political Revolution

Business Revolution

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By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users.

“ “ Gartner Predicts 2010

“Social Software Is an Enterprise Reality”, December 2009 http://bit.ly/gIthoV

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“ “The intranet is dead. Long live the intranet.”

The Next Web, July 2010 http://tnw.co/eb4YhI

The baseline has shifted…no longer enough to provide sophisticated content management.

Today’s intranet needs to have peer-to-peer engagement and multi-channel communications embedded at their very core.

“

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What is Social Business?

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Social Business Is Not . . .

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Social Business . . .

• Supports Business Goals

• Provides environments where members: – engage, create, organize and share

information – find, connect and interact with others

• Supports teaming, communities and networking with value chain (employees, customers, partners, prospects, alumni, etc.)

Gartner Magic Quadrant for Social Software in the Workplace", Gartner. 25 October 2010, ID:G00207256

Gartner Magic Quadrant for Externally Facing Social Software, Gartner. 5 July 2010, ID:G00201627

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Employee Community

Social Media for Personal

Market/Customer Community

CSC E2.0 POV

Social Business emerged from user-generated, social media revolutions on public internet

Social Business

Social media works the way people work; people centric, not content centric

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Social Business

Inside, Outside, Across the Firewall

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Personal vs. Social Business Goals? Personal Social Business

Personal Internal External

Objective Personal  connecEvity  

RevoluEonize    workplace  

RevoluEonize  external  

relaEonships  

Uses Network  

Recogni.on  Career  Search  

Innova.on  Business  Growth  Collabora.on  

Knowledge  Sharing  Produc.vity  

Thought  Leadership  Brand  Preference  Customer  Loyalty  Co-­‐innova.on  

New  Business,  Revenue  

Buzzword Web  2.0  Social  Media  

Enterprise  2.0  Intranet  2.0  

Employee  Community  

Social  CRM  Social  Media  

Customer/MarkeEng  Community  

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Is There Really Business Value?                    Business  Value   Key  Social  Business  Driver  

ProducEvity  • Process  efficiency,  improved  performance  • Ad  hoc,  zero-­‐overhead  collabora.on  • Co-­‐innova.on  with  customers,  employees  

Cost  Savings  • Reduced  reliance  on  mul.ple  legacy  systems  • Improved  produc.vity  in  key  func.ons  • Low-­‐cost,  flexible  infrastructure  plaKorm  

Growth  • Improved  innova.on,  crea.vity  in  workforce  • Speed  to  market  with  new  ideas/products  • Reduced  administra.on,  more  focus  on  growth  

SaEsfacEon  • Enhanced  employee  morale,  reten.on  • Improved  customer  sa.sfac.on,  brand  affinity  • Improved  talent  acquisi.on  and  reten.on  

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Content  Centric  InformaEon  Push  

Content  Engagement  Community    

User-­‐Centric  AcEvity  Streams  

1  Way  Content  Intranet,  Portal  

Explicit  Recruitment   WOM  Recruitment  

Content  Owners  Top  Down    

ParEcipaEve  User  Generated  

Fixed  Taxonomy  Workflows  

Emergent    Transparent,  Open  

What’s Different?

From  Web  1.0   To  Social  Business  

Social Business Works the Way People Want to Work

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Use  Cases  Locate  

ExperEse  Co-­‐Create  &  Collaborate   Organize   Personalize  

Socialize  People  &  Content  

Rich  Profiles  

Avatars  

Corporate  Directory  

Colleagues,  Friends  &  Connec.ons  

Exper.se  Loca.on  

Wikis  

Documents  

Discussions  

Blogs  

Polls  

RSS  Feeds  

Ac.vity  Streams  

Videos  

Ideas  

Microblog  (Status  Update)  

Liking  

Ra.ng  

Tags  

Invite/No.fy  

Groups  

Communi.es  

Structured  Spaces  

Projects  

Personal  Docs  

Dashboard  

Widgets  

Watch  

Follow  

Track  

Subscribe  

No.fy  

Find   Search,  Follow,  Watch   Bookmarks   Folksonomy,  Tag  Clouds   Ac.vity  Streams  

Intelligence   Analy.cs   Sen.ment  Analysis   Social  Media  Monitoring  

What are the Key Features?

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Where Do You Start?

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http://www.flickr.com/photos/pinksherbet/3569511951/

BE CREDIBLE DO HOMEWORK

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 Be  Credible  

Do  Homework  

 Define  Goals    Establish  

Sponsorship  

 Evaluate  ROI,  TCO  Audit  

 Recommend  

 Pilot  

 ProducEon  

Socialize  —  Analyze  —  Audits  —  Revise    

Review Review Review Decide Review

Integrate  

DEFINE GOALS & BUSINESS CASE

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AIIM Social Business Roadmap Download at aiim.org/roadmap Used with permission

BUILD & EXECUTE YOUR ROADMAP

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MITIGATE

RISKS

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Mitigate Risk

FUD

DATA PROTECTION

COMPLIANCE

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DECIDE GOVERNANCE

Address Policy

EDUCATE STAFF

UPDATE POLICIES

Social Business Framework

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Governance Model

Policy Role Courtesy of Megan Murray, reused with permission

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Organize for Social Business

Centralized  • One  dept.  controls  all  

• Consistent  • May  not  be  as  authen.c  

Distributed  • Organic  growth  

• Authen.c  • Experimental  • Not  coordinated  

Coordinated  • Sets  rules,  best  prac.ces,  procedures  

• Spreads  widely  around  the  org  

• Takes  .me  

MulEple  Hub,  Spoke  • Similar  to  Coordinated  but  across  mul.ple  brands  and  units    

HolisEc  • Each  employee  empowered  

• Unlike  Organic,  employees  are  organized  

"Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94 “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv

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Group  AcEvity  

Breakout: Mitigate FUD 10 Minutes Breakout + 5 Minutes Report

What  ObjecEons    Do  You  AnEcipate?  

How  Can  You  MiEgate  These  ObjecEons?  

•  Scenario:      You  are  preparing  to  deploy  your  social  collabora.on  tool  to  your  company.    

•  Answer:    What  stakeholder  objec.ons  do  you  expect?  How  can  you  mi.gate  those  objec.ons?  

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BREAK: 15 MINUTES

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PLAN FOR ADOPTION

You can’t plan to go viral. You can’t go viral if you don’t plan well.

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Change Management

Current Transition Future

Project Management

Change Management

With permission Volker Grunauer

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1.  EXECUTIVES  

2.  COMMUNITY  MGR  &    

ADVOCATES  

3.  BUSINESS  USE  CASES  

4.  EDUCATION  &  SUPPORT  

Adoption Model

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DON’T DO

ExecuEves  

Taxonomy  PoliEcs/Culture  Fit  with  Other  

Tools  

Deployment  

Staffing  

Content  ConversaEon  

Speed  to  Users  

You can’t plan to go viral. You can’t go viral if you don’t plan well.

Adoption Principles

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DON’T DO

ExecuEves   Overlook   Find  execu.ves  to    “walk  the  talk”  

Taxonomy   Reflect  organiza.on  chart   Allow  paberns  to  emerge  

PoliEcs/Culture   Ignore   Listen,  learn,  adapt  

Fit  with  Other  Tools  

Fail  to  provide  guidance   “What  do  I  use  when?”  

Deployment   “If  you  build  it,  they  will  come”   Plan  for  adop.on  

Staffing   Discount   Locate  advocates  Staff  community  manager  

Content   Launch  a  blank  slate   Seed  use  cases,  groundswell  

ConversaEon   Think  just  work,  no  play   Provide  “watercooler”  

Speed  to  Users   Hold  for  perfec.on   Pilot.  Frequent  releases  

You can’t plan to go viral. You can’t go viral if you don’t plan well.

Adoption Principles

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1. EXECUTIVES AS ADVOCATES

SECURE TOP DOWN SUPPORT

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• Executive Blogger

• Leadership Messages

• Strategic Programs

• Assign Advocates

1. Executives as Advocates

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2. STAFF COMMUNITY MANAGER

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2. Community Managers: What They Do? “Jack of All Trades”

http://www.zdnet.com/blog/hinchcliffe/community-management-the-essential-capability-of-successful-enterprise-20-efforts/913

Community  Manager  

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"A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 http://bit.ly/fvtslE

2. Staff for Community Management Multi-tiered Community and Advocate Framework

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2. Staff for Community Management Multi-tiered Community and Advocate Framework

"A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 http://bit.ly/fvtslE

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BUILD GROUNDSWELL

2. ENGAGE ADVOCATES

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2. Advocates: What Do They Do?

3.  Provide  Member  Support  

1.  Share  Community  Work

2.  Increase  Reach  (WOM)  

5.  Provide  Trusted  Feedback  

4.  Prune  /  Curate  

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2. Advocates: How To Find Them?

1.  Appoint  Volunteers  

2.  Find  Natural  Champions  

3.  Ask  for  Volunteers  

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RECOGNITION & VISIBILITY

ACCESS

INFLUENCE

PERSONAL TOUCHES

ROADMAP / PILOT

2. Advocates: How To Reward Them?

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3. BUILD BUSINESS

USE CASES

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3. Build Business Use Cases

• New product development • Innovation • New business & customer support

• Peer support • Career development • Communities of Practice and Interest

• Executive communications & strategy alignment

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4. USER EDUCATION AND SUPPORT

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FoundaEon  

4. Education: Business & Tool Skills

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4. Education: Business & Tool Skills Competency  

Tier   Business   Tool  Community  /    Social  Media  Management  

•  New  Media  Skills  •  Engagement  Planning  •  Brand  Strategies  &  Triage  

•  How  To’s    •  Use  Case  Training  

Leadership   •  Open  Leadership  •  Collabora.on  for  Leaders  •  Communica.on  for  Leaders  •  Social  Business  Primer:  Leaders  

•  How  To’s    •  Use  Case  Training  

Employee   •  Social  Business  Primer:  Employees  •  Group  /  Team  Management  •  Collabora.on  101  •  Communica.on  101  •  Digital  E.quebe  

•  How  To’s  •  Use  Case  Training    

Policy   •  Policy  Awareness  •  Policy  Compliance  

•  Features  /  Func.ons  to  comply  with  policy  (i.e.  use  of  access  controls)  Fo

unda

Eon                                                                                                                                                                                                                    Ad

vanced  

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• In-Context Help Content

• Help Desk

• Tutorials

• Formal Training

• Advocate Tier

4. Support: Build Model for Users

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MEASURE & MANAGE

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Measure. Manage. Adjust. Repeat.

Define  Goals  

Define  Metrics  to  Prove  

Achievement  

Gather  &  Analyze  Metrics  

Adjust  Plans  /  TacEcs  

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Sample* Measurement Framework If  Goals  Are  è  Then  Measure  ê  

Connect  &  Engage   Collaborate   Improve  Business  

Vitality    System  Metrics  

Demographics  System  Metrics  

Perceived    Value  Surveys  Story  Telling  

Business  Outcomes  Interviews  Analysis   M

ore  Time/More  Difficult                                                                            Less  T

ime/Easier  to

 Gathe

r  

* Not exhaustive list of metric options

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Sample* Measurement Framework If  Goals  Are  è  Then  Measure  ê  

Connect  &  Engage   Collaborate   Improve  Business  

Vitality    System  Metrics  

•  #  Follows  •  #  of  Groups,  Projects  •  #  Group/Project  Memberships  

•  #  Discussions  /  Comments  •  #  New  Content/Edits  •  #  Project/Group  Ac.vi.es  •  #  Overall  Ac.vi.es  Etc.    

•  #  “New  Product”  groups  •  #  ideas  generated    •  #  of  cost  saving  ideas  

Demographics  System  Metrics  

•  #  Registered  by  geo/BU  •  #  Ac.ves  by  geo/BU  

•  #  geos/BU  involved  in  groups/projects/work  items  

•  #  geos/BU  involved  in  new  ideas,  business  

Perceived    Value  Surveys  Story  Telling  

•  Stories  proving  expert/asset  loca.on  (serendipity)  

•  Employee  Percep.on  of  Brand/Company  Loyalty  

• New  hire  onboarding  success  stories  

•  Stories  where  teams  were  more  produc.ve  

• Highlight  co-­‐created  content      

•  Time  saved  loca.ng  experts,  reusable  assets  

• How  new  network  connec.ons  supported  new  business  wins  

Business  Outcomes  Interviews  Analysis  

•  Time  saved  loca.ng  experts,  assets  (translate  $  value)  

• Reduced  staff  turnover  • New  hire  .me  to  be  produc.ve  vs.  old  way  

•  $  Value  new  business  wins  •  #  New  products/solu.ons  •  $  Value  cost  savings  realized  by  team  collabora.on  

•  $  Value  new  business  •  $  Value  process/cost  savings    •  $  Saved  shujng  down  tools  •  #  New  products  /  services  •  #  Cost  saving  ideas  M

ore  Time/More  Difficult                                                                            Less  T

ime/Easier  to

 Gathe

r  

* Not exhaustive list of metric options

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Group  AcEvity  

Breakout: Building Digital Literacy Skills 10 Minutes Breakout + 5 Minutes Report

Employees   Leaders  Community  Mgrs  &  Advocates  

•  Scenario:      You  are  building  an  educa.on  program  for  your  social  collabora.on  tool  deployment.    

•  Answer:    What  key  skills  does  your  educa.on  program  need  to  address  for  each  of  the  following  roles?  

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Questions and Answers

Questions?

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Online community of professionals where ideas are shared openly, help is freely given, and

supportive, collegial relationships are forged. http://cmtybc.com

Peer network of community, social media, and social business practitioners who meet, discuss

challenges, celebrate successes, hear from experts and further the discipline of community

management. http://community-roundtable.com

Collection of managers in large enterprises charting the course for social business adoption who share common enthusiasm for bringing a

new way of working to the enterprise. http://council.dachisgroup.com

Communities for Community Practitioners

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Other Essential Resources •  "A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report

No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009. http://bit.ly/fvtslE

•  “Community Managers Part 1: Definition” Gia Talks http://bit.ly/ffuAuJ

•  “Community management: The 'essential' capability of successful Enterprise 2.0 efforts” Dion Hinchcliffe http://zd.net/cpvpmQ

•  “Community Strategist Role” Connie Benson, http://bit.ly/9I71F4 •  “10 Tips for Aspiring Community Managers”, Mashable http://on.mash.to/9ID4Hk

•  “What makes a successful community manager?” Jamie Pappas Manager, Enterprise Social Media Strategy http://slidesha.re/aDNEpf

•  Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010. http://slidesha.re/gzAn94

•  “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv

•  Gartner Predicts 2010, “Social Software Is an Enterprise Reality”, December 2009, http://bit.ly/gIthoV

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CSCNews CSC CSC CSCNews

Claire  Flanagan    Director,  KM  and  Enterprise  Social  Business,  Communi.es  Strategy  CSC  Office  of  Innova.on  Linked  In:  hbp://www.linkedin.com/in/cflanagan  Twiher:  cflanagan