online information 2011: global and social a case study of the implementation of a large-scale...
DESCRIPTION
Belron International is the global parent company of brands such as Autoglass and Carglass. With a turnover of nearly €3bn, they employ 25,000 people in 32 countries, repairing or replacing a windscreen every 3 seconds. In 2007 the organisation developed an intranet based on the Open Source CMS Plone. This year the intranet was extended and re-focussed to add a range of social media functions to integrate with (and enhance) the existing suite of content management and workflow tools. Over 5 years the intranet has evolved to provide features that are used on a daily basis by all functions within the organisation. The challenge with the introduction of 'social' content creation and collaboration has been to manage and integrate these new ways of working into established processes. In this talk we will show how a large, multinational organisation has overcome the common concerns relating to social media in the enterprise, including governance, loss of control and the risks of reliance on services outside the firewall. Once these concerns are mitigated, the social media model can be used to drive employee engagement and increase effective communication across the business. You will hear about their top 5 tips to successfully deploying a social intranet, illustrated by real examples of these techniques in practice.TRANSCRIPT
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GLOBAL AND SOCIALA case study of the implementation of a
large-scale social intranet
Matt HamiltonDirector, Netsight Internet Solutions
Rebecca WilkinsCommunications Executive, Belron International
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Belron® is the world's largest vehicle glass repair and replacement company, owning some of the best known
brands in the industry including Carglass®, Autoglass®, O'Brien® and Safelite®. Belron employs more than 25,000 people working in 33 countries worldwide, replacing a piece of glass or repairing a windscreen somewhere in the world
every three seconds.
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WE’RE GOING TO TALK ABOUT THE ‘INTRANET’
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WE’RE GOING TO TALK ABOUT THE ‘INTRANET’
Enterprise����������� ������������������ Social����������� ������������������ Collaborative����������� ������������������ digital����������� ������������������ workplace
^
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WHAT DOES THIS LOOK LIKE?
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forums
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1. ACKNOWLEDGE THE DIFFERENCES BETWEEN SOCIAL MEDIA INSIDE ABOUT OUTSIDE THE ENTERPRISE
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CREATORSmake the social content which is consumed by others CONVERSATIONALISTS
are primarily interested in communication for social reasons but also voice their opinions
CRITICSrate and review products/services, comment on blogs, participate in forums, wikis etc.
COLLECTORSuse RSS (etc.) to “collect” content, vote content on sites like Digg, tag photos and web pages
JOINERSmaintain pro"les on and visit social sites.
SPECTATORSjust watch - reading blogs, looking at videos, paying attention to social sites.
INACTIVESForrester Research
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-QUICK CONTENT-CREATION (USER CONTRIBUTED CONTENT)
-QUICK COMMUNICATION
-INTERACTIONS BETWEEN GROUPS OF USERS
WHAT DO WE WANT TO ACHIEVE?
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-QUICK CONTENT-CREATION (USER CONTRIBUTED CONTENT)
-QUICK COMMUNICATION
-INTERACTIONS BETWEEN GROUPS OF USERS
“establishing and maintaining a connection among users, facilitating the mechanics of conversation and collaboration”
WHAT DO WE WANT TO ACHIEVE?
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WHY DO WE SHARE?
STRENGTHEN BONDS
DEFINE COLLECTIVE IDENTITY
GAIN STATUS
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WHY DO WE SHARE?
STRENGTHEN BONDS
DEFINE COLLECTIVE IDENTITY
GAIN STATUS
✓
✓
?
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2. GOVERNANCE IS ESSENTIAL
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LAYERS OF GOVERNANCE: THE 5 KEY ROLES
New Media Team
Site / Content Managers
Internal Communications
Steering Team
Executive
Nielsen
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LAYERS OF GOVERNANCE: THE 5 KEY ROLES
New Media Team
Site / Content Managers
Internal Communications
Steering Team
Executive
Nielsen
User experience, consultation, adding value, technology advisory, training.
Content creation, review and publishing (multiple roles), training.
Brand guardians, homepage and top-level content, top-level review and publishing.
High-level involvement (Communications, HR, IT, Marketing). Manage and prioritise. Meet monthly.
Long-term strategy, allocate funding, discuss initiatives with Steering team. Meet quarterly.
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LEADING BY EXAMPLE
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3. SUCCESS DOESN’T HAPPEN OVERNIGHT
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Total hits from all users
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Unique items of content viewed by all users
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http://en.wikipedia.org/wiki/File:Diffusionofideas.PNG
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http://en.wikipedia.org/wiki/File:Diffusionofideas.PNG
We are here
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Engagement of active social media users vs passive social media users
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HYPE CYCLE
time
visibility
Gartner
Trigger
Peak of in#ated expectation
Trough of disillusionment
Slope of enlightenment
Plateau of productivity
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HYPE CYCLE
time
visibility
Gartner
Trigger
Peak of in#ated expectation
Trough of disillusionment
Slope of enlightenment
Plateau of productivity
Boredom!
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IDEAL…
time
visibility
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4. THINK ABOUT MOBILE
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THE VISION
PRODUCTION CONSUMPTION COMMUNICATION
* not to scale
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THE PROBLEM
* actually to scale
1920 x 1200
1024 x 768
320 x 480
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THE PROBLEM
VS
1. FINGERS ARE INPRECISE2. NO ‘HOVER’ STATES (YET!)
3. LEFT OR RIGHT HANDED NAV COLUMNS4. DIFFICULT CONTEXT MENUS
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5. MEASURING SUCCESS IS COMPLEX, BUT CELEBRATE IT!
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HITS ALONE IS NOT A COMPLETE OR PERFECT MEASURE OF SUCCESS.
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The annualised value of a design improvement that saves T minutes in time-on-task is TxExNxS, whereE = the number of employees performing that task,
N = the number of times per year a typical employee performs that task, and S = the average employee’s
loaded salary per minute
Nielsen
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SIMPLER METRICS
“We can complete task X an average of 30% faster”
“Unsuccessful searches have decreased by 70%”
YOU NEED TO HAVE FIGURES FOR “BEFORE” AS WELL AS “AFTER”
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PAGE RATINGS ARE USEFUL
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COMMENTS ARE USEFUL
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-Page rating
-Comments
-How is it assisting Sales Process?
- User Satisfaction (survey)
- Productivity (survey - self assessed)
- Stakeholder Satisfaction
- Cost savings
- time!
- print / repro / distribution
- other software
- travel
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GET OUT AND TALK TO PEOPLE!
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THANKS!Any Questions?
Come speak to us at the Plone stand, 722