j boye enterprise collaboration workbook by: beth gleba & lau h. andreasen

Successful Enterprise Collaboration

Creating a Real World Approach

WORKSHOPWORKBOOK

CONTENTS

Beth Gleba

[email protected]

1. Enterprise Collaboration Star Model

2. Business Value: Types & Examples

3. Overview of Enterprise Social Choices 4. Assessment Areas & Examples

5. Sample: Stakeholder Map

6. Sample: Simple Governance Grid

7. Social Manager Activities Ideas List

8. Sample: Social Manager Planner

9. Measurement Types

Lau Hesselbæk Andreasen

[email protected]

J. Boye 2014 Contact for permission for duplication [email protected] P1

Alignment to Business Strategy

Tool Selection/Use Cases

Formal & Information Leadership

Digital & Cultural Readiness

SocialManagement

& Measurement

1. Enterprise Collaboration Star Model


“The digital workplace is much more than technology: it lives at the intersection of people, organization and tools.”- Jane McConnell

2. Business Value: Types & Examples

Type What it does… Notes

Efficiency

Reduces waste - costs- time- reduced effort/ underutilized energy or materials

Employee Value

Increases organizational intelligence Improves productivity and/or performance - increases access (mobile, remote)- solves problems- taps into others/ reduces silos Improves job satisfaction- Strengthens relationships - Inspires and challenges- Engages / in-the-know- Recognizes

Customer Value

- Service innovation - Better enabling the customer facing workforce

Commercial / Market Value

- Decreased time to market- Velocity- Quicker or simpler solutions

…

Sources: Wikipediahttp://developer.immobilienscout24.de/2013/01/business-value-poker-how-to-estimate-business-value/


What is it that the business wants to do? How could work be re-shaped through digital tools, collaborative thinking and refined processes?May be described in business value terms like:

“If you only work with operational activities, the bottom line is far away”- 2014 AALUND Report

3. Enterprise Social Toolkit


Type What it is best for

Enterprise Social Networking (ESN)

Microblogging

Blogging

Instant Messaging (IM)

Video meeting / conferencing

Project team rooms

Real time collaboration

Mobile applications

Internal crowdsourcing / Ideation

4. Assessment Areas

Cultural Digital Compliance

What thinking & behaviors are okay in this culture?

- Is collaboration, sharing, and transparency already part of your organization’s DNA?

- Do employees seek information on their own, or wait for it to be provided?

- Does your organization value the team or the individual contribution?

- Is it dangerous or costly to make mistakes?

- Do you have a very social organization? Do employees congregate?

- It is okay for employees to express ideas up the ladder?

- Do employees take on projects that aren’t part of their regular job?

What’s the current digital landscape, level of know-how and appetite?

- What tools are currently available, or soon to be available?

- What is the current level of digital know-how? … at the individual level at the team level at the organizational level

- What is the appetite for new digital tools and change?

What are the rules of the game?

- What are the legally required requirements?

- Are there any company policy (or even norms) in place? Should there be?

Source: Yammer Certification for Community ManagersJ. Boye 2014 Contact for permission for duplication [email protected] P5

5. Sample: Stakeholder Map


Keep informed withregular briefings which

focus on project progress

Influence / Disruption

Value / Impact

High

Low

Low High

Keep satisfied through a communications plan which is

customised for each stakeholder

Keep close withone-on-one briefings,

and through anactive participation

in project governance

Keep aware througha monthly project

report with exceptionreporting if appropriate

6. Sample: Simple Governance Grid

Roles of Business Roles of IT

Strategic

Management

Tactical


7. Social Manager Activities Ideas List

Educate Promote Activate Ambassadors Maintain Good Hygiene

Be patient and persistent as you increase digital know-how and face “motivational” issues.

Draw attention to your social platform by creating opportunity for increased awareness and trial.

Find volunteers in your company who have passion for social and are willing to donate some of their time.

Social channels need ongoing care. Think through what needs to be done, who’ll do it and on what schedule.

Ideas for increasing digital know-how:

Individual level- Shoulder-to-shoulder sessionsTeam level- Presentations at department meetings- Social Mentoring Organizational level- “Quick Tips” in newsletters - How-to tutorials in lots of different formats (one pagers, video, screenshots) - “Lunch and Learn” demos- Special Tags like #HowDoI?, #YammerTip

Ideas for addressing motivational issues- Leadership support and use- Dispel myths- Showcase appropriate use

Ideas:

- Celebrate success - “No email Fridays” - Celebrate X number of users signed up - Regular e-mail summary of Top Topics - Online scavenger hunts- Contests - Live, interactive interviews with executives - Coordination with live business events (such as start of the fiscal year, new product launches…)- Be on the lookout for watershed moments, opportunities that can put your platform into over-drive (company on the news, new product, crisis) - ...

Activities for Ambassadors:

Online - “Be the good example” - Welcome new users- Make connections between users and conversations - Answer “How do I?” questions- Post great content - Flag inappropriate content- Report on local news

Offline - Work the watercooler- Encourage use- Present/give demos

(Varies by social platform)

- Granting access - Training for administrators - User alignment (especially important if system isn’t synced automatically with your Corporate Directory System.)- Deleting old or not used content - Maintaining Taxonomy / tags- …

5 social tasks you’ll probably need to teach your corporate co-workers 1) How to setup a Profile 2) Following (and what it means to be followed)

3) What Groups are and how to use them 4) Commenting within a threaded message 5) Using tags


8. Sample: Social Manager Planner

Type

Title Objectives Target Audience

Timing

Engagement Celebrate 10,000 users

¼ of us are online celebrating a milestone and using the opportunity (and publicity) to reinforce purpose of the network, showcase success and help guide new/less experienced users

All company Expect in March

Education Function Roadshow

Meet individually with Function Heads to educate and workshop how social could be used within their matrix communications

Function owners Starting in September

Lead Ambassadors Onsite Demos Provide Ambassadors with toolkit (slides, posters) so they can present live tours and answer questions on how to use

Service Office non-users

May

Hygiene Delete unused groups

Maintain community by deleting groups with less than 2 messages Group Admins Bi-monthly

Measurement Scorecard update Update user activity scorecard to help us assess patterns in use Governance Team Monthly

EX

AM

PLE

S


9. Measurement Types

Behavioral Tracking

Case Summaries

Maturity Evaluations

User Value

Business Quantification

Content Analysis

What users are doing on the platforms and how this is changing over time.

Success stories that showcase how the platform is being used to create business value.

Analysis / comparison to others doing similar work.

Results of what users think about the platform and how they rate its value.

Measurements that show correlation between platforms, behaviours and gained business value.

Analysis of frequent terms and/or sentiment.

“Scorecard” that tracks online behaviours like:

- Number of users enrolled / total population

- Total visits to the community/ pageviews

- % of users contributing (liking or posting content)

- # of questions asked and answered

-# of comments on a particular topic

- Likes

Short articles or one-pager Case Study

May include content like:

- Executive summary- The success story (i.e. what’s happened because of the new platforms or behaviours)- Quotes / Lessons learned- Some visual image. Like a photo of the group/ and or screen capture- Contact

Self-evaluation and/orbenchmarking

- How sophisticated have the support processesbecome?

- How integrated is the social tool to your business?

User Focus Group or Survey

Questions like:

- On a scale from 1 to 10 how valuable is the platform to you?

- How often do you go to the platform to help solve a work-related problem?

- Do you think the platform helps you to better perform your job?

Business Reports

Statistical analysis that can find positive relationships between use of social platform and company goals, like:

- Decrease in travel costs - Decrease in call center wait times

- Sales increases

Analysis Report

- Top terms

- Number of questions asked and answered

- The mood of an organization

- Flow or history of content


Your Role: You are Director of Employee Information at GetsIt Corp. You have worked here for 8 years. You have strong relationships; you have been successful in your projects in the past and are seen as a trusted and valued employee.

Company Profile: GetsIt Corp l Industry: Manufacturing20,000+ Employees across 15 locations in the US, China, & Germany

GetsIt Corp is family owned and privately held. They successfully produce machine parts for the sophisticated machinery used in the healthcare industry. The company prides itself on employing the latest technology for precision machining and having strong process controls and superior quality systems.

Head of Operations, Kevin Forwardthinker says, “We must continuously improve to be successful. We must address regulatory compliance and look to reduce costs where we can. We need to better sync our US headquarters with our engineers in Germany and communicate more effectively with our Chinese manufacturing facilities.

Head of Sales, Jeff Supersales, is always on the road. He and several of his sales team have started to experiment with Chatter, a SaaS social networking product available through the company’s CRM, Salesforce.com.

Head of HR, Janette Worrywart, is the daughter of the company founder, John GetsIt. She is your manager; supportive of you and your ideas, she agrees that you can do better with the company Intranet, but questions how much time employees have to be online.

The company founder & CEO, John GetsIt, is a savvy, smart engineer and a sharp business person. He loves “walking the floors” and puts a great deal of stock to the needs and ideas of his employees. He has and uses an iPad, but not for business. He is rarely at his computer. His assistant, Carry, does all his email and scheduling.

Group 1 - Business Value & Tool Selection 1) Brainstorm how an enterprise social network could add value to this business.2) Prepare 5 possible use cases and explain their value. Plan to present your ideas the GetsIt Board of Directors. Tip: Be persuasive to get the Board’s buy in… you need it to move forward. Group 2 - Assess Readiness 3) Methodology - tell us how you would conduct needed assessments.4) Summarize your key [fake] findings. What challenges do you see? What’s to your advantage?Tip: Use your insight & own experience to fill gaps.

Group 3 - Formal & Informal Leadership 5) What formal roles would be needed? 6) What informal roles & stakeholders should be engaged?

Group 4 - Social Management Congratulations! You’ve been given resources to hire a part-time social manager…7) Define the key competencies you want for the individual in this role8) Decide how much time (show in a pie chart)that your social manager should allocate for key activities (Education, Engagement, Activating Ambassadors, and Hygiene). Give examples of specific tasks within each area. Tip: You can’t do everything! Prioritize for what’s most important.

Group 5 - Measurement9) Talk through what measurements you will put in place. Think through how you will get the data. Sketch out what any reports might look like and in what frequency they should be produced.

J. Boye 2014 Contact for permission for duplication [email protected]

BREAKOUT SESSIONS

j boye enterprise collaboration workbook by: beth gleba & lau h. andreasen

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