Download - Mixing Business Processes & Social Software
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Mixing Business processes
& Social software
By Gaurab Banerji Collaboration Strategist Tibco Software Singapore
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Where to start
a social platform rollout in your organization
and how?
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unlike other business software, where users usually see immediate results,
social software requires users
to contribute time, effort & meaningful content
to produce value
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social software is
unstructured and therefore needs clearly defined business use cases
to succeed
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Use Cases : layers of abstraction
General business
Department specific
Client / Project / Product specific
Cross Department
Most Abstract
Least Abstract Focused Communication
Knowledge sharing
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a common mistake: Starting with very abstract use cases at a broad, general level
• Users do not have a clear direction on how to contribute or use the platform
• These contributions go beyond their daily duties and responsibilities which users generally don’t have time for
• Senior managers are likely not to participate
• Users Lack incentive to contribute as value is often uncertain
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value comes in
v e r y s l o w l y , causing user fatigue, and
drags out the adoption
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so how do you create immediate value
in such a platform?
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a better approach: start at the core
• Start adoption at the core where abstraction is at its lowest level
• Identify simple, frequently used business processes that can be ported into the platform
• Engage senior managers and business champions to drive the processes in the platform with users
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define intra-group and
inter-group business processes
to focus on
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Product Development
Sales / Front Lines
Marketing
Ideation, project
planning, issue resolution,
development updates
Campaign planning, creative, media,
strategy
Targets, sales strategy,
opportunities customer feedback,
Intra-group business processes
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Product Development
Sales / Front Lines
Marketing
Product updates,
release plans, feedback
Customer feedback,
campaigns, policies, plans
Inter-group business processes
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start with deep use cases
at the core of
each group
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example: product development Core – processes / communication
1. weekly project planning / update from PMs 2. daily progress updates from team leads 3. issue resolution 4. product documentation review
Peripheral - knowledge
1. product strategy 2. competitor analysis 3. product know how / expertise
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example: prod. dev. & marketing Core – processes
1. sharing market requirements / reports 2. defining product positioning / strategy 3. specifying product features
Peripheral – knowledge
1. competitor information 2. market trends
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the result: • Users know how and what to contribute during early days • Sustainable content is created without the need to go
beyond everyday activities and busy schedules • Users see immediate value through effective
communication • Engagement occurs at all levels • Adoption starts spreading immediately as more teams start
to port business processes to tibbr • Inter-group uses cases start to develop • Longer term value emerges as content builds up and
peripheral use cases develop
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Product Dev
Sales / Front Lines Marketing
Finance Human Resources
viral adoption:
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customer example: wholesale banking customer relationships are key to the business how tibbr helped RM’s with social client management:
1. Initial focus was purely on client collaboration 2. dedicated client subjects made it easy for all team
members to collaborate on client accounts 3. RMs gain insight from work done with other clients as
well as leverage the entire network of RMs 4. faster deal flow and better service
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where appropriate,
integrate key events from
external systems that support core business processes
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customer example: shipping (OOCL) shipping delays are very costly. how tibbr helped the exception handling process:
1. shipping system triggers delay event into tibbr with details 2. all parties involved receive alert and start resolving the
issue through discussions in tibbr 3. exception handling is speeded up saving all parties
thousands of dollars
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Where to start
a social platform rollout in your organization
and how?
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recap:
1. Identify groups which require better collaboration 2. Define core business processes and communications
in the form of use cases at the intra group level 3. Gain senior management buy-in to drive use cases in
the platform 4. Expand use cases to cover inter-group processes 5. Integrate external system data to drive deeper
business processes and use cases to apply structure 6. Expand usage to more peripheral knowledge sharing
use cases
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Thank You
Q & A
By Gaurab Banerji Collaboration Strategist Tibco Software Singapore