softjoe introduction
DESCRIPTION
Introduction to the Softjoe Collaborative and approaches to implementing engagement solutionsTRANSCRIPT
e Sojoe Collaborative
Encouraging new ways to deliver business value through open communications, shared value and engaged collaboration
Consider the Source…
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The Softjoe Collaborative is a new kind of services organization, with the experience, attitude and tools to help organizations embrace emerging collaboration environments that drive value through human interactions, aka
Engagement Solutions
We at Softjoe have a singular focus on openly sharing information and expertise to enable clients to succeed in understanding, selecting and deploying engagement solutions, driven by measurable business needs, to
Drive Results This presentation provides an introduction to our perspective on how the business operating environment has changed, why it matters, and how we are positioned to help companies re-align with the new paradigm.
What are Engagement Solutions?
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Enterprise Social Networks
Social Business Networks
Enterprise 2.0
Groupware
Knowledge Management
Systems
Emergent Collaborative
Software
Vertical Communities
Collaboration Environments
Engagement solutions are environments and practices that enable high-value interactions
between employees, partners, customers and influencers to
create value and innovation.
Types of Engagement Solutions Sojoe Engagement Experience
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} Internal Communities } Engagement Solutions are often internal
communication and collaboration environments that enable richer interactions between colleagues and teammates.
} These environments also provide the foundation for capturing and discovering the most critical asset in a knowledge-based economy, shared IP.
} External Communities } Engagement Solutions can be externally
facing for customers, partners, suppliers.
} Hybrid Communities } Increasingly, new value and innovation
emerges through interactions across organizations and independents.
} Cloud-based engagement solutions enable new models for interaction across organizational boundaries and internal silos.
} Internal Solutions
} Social Intranets: Collaborative and social environments that drive employee engagement, create productive bridges across silos, and develop a more responsive and cohesive organization.
} External Solutions
} Vertical Communities: Environments where sponsoring organizations enable interactions between customers, building loyalty, trust, while gaining valuable market insights.
} Workshops, events and webinars: Hybrid engagement (online and face-to-face), creating environments that drive engagement before, during and after events.
} Hybrid Solutions
} Marketplaces of dynamic communities that form, execute and disband to address specific market opportunities. E.g: M&A execution.
Engagement Solutions: Real Value or Passing Phase?
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Increased speed of access to knowledge
Reducing communica:ons costs
Increasing speed of access to internal experts
Decreasing travel costs
Increasing employee sa:sfac:on
Reducing Opera:ons Costs
Innova:on, :me to market products/services
Increasing Revenue
Why: McKinsey: Measurable Bene#ts of Social Soware **
** McKinsey Quarterly, Dec. 2010: ”The Rise Of The Networked Enterprise: Web 2.0 Finds Its Payday”
77%
30%
52%
30%
44%
20%
60%
10%
41%
20%
29%
20%
40%
10%
18%
15% Median Improvement
% Reporting Improvement
Why: Social Business Means Business
Web 2.0 use increased productivity by 21%, acquisition of new customers by 19%, and increased revenue by 17%.
Web 2.0 implementation helped Cisco reduce costs by $251M a year, increase margins by $142 M and generate employee time savings of $380 M a year.
Financial outperformers are 57 percent more likely than underperformers to use collaborative and social networking tools to enable global teams to work more effectively together.
Workers currently spend 25% of their work day looking for the information they need.
New rollout to empower customer care reps to be better informed in order to better serve customers
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Where Engagement Solutions Make Sense
} Engagement Solutions enable broader innovation through human creativity and problem-solving for novel or unprecedented business problem.
} “Collaboration tools that benefit from social technology dwell more at the sense-making and exception-handling end of the continuum, where processes are more ad hoc, and have fewer repeatable components.“
8 + PwC: Transforming collabora:on with social tools, 2011
Advantage: algorithmic systems
Advantage: human interac:ons
Where to Adopt Engagement Solutions and How are ey Used?
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Typical Engagement Initiatives
Team Collaboration Employee Engagement
Business Transformation Social Intranet
1. Collaborate with teams across geos and functions
2. Manage projects 3. Drive competitive intelligence 4. Manage events 5. Launch marketing campaigns
1. Identify expertise 2. Accelerate learning, development
& onboarding 3. Share best practices 4. Drive corporate communications 5. Retain employees
1. Company re-org and re-alignment 2. Launch new products 3. Enter new markets 4. Mergers & acquisitions 5. CEO change 6. Transform relationships with
customers, partners, suppliers
1. Replace outdated intranets/portals 2. Integrate directly with SharePoint 3. Connect with customers, partners,
suppliers 4. Become a Social Layer across
existing business apps 5. Collaborate on one platform
Source: Yammer
How Are Internal Engagement Solutions Used? ***
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Collabora:ve problem solving
Aligning of ac:vi:es Professional prac:ces
Technology
Private maUers
Work-‐related news Public events
27%
25% 16%
14%
8%
6% 4%
*** University of Sydney Business Informa:on Systems Working Paper Series Exploring The Nature Of Microblogging At Capgemini
Typical Social Use Cases
1. Market and Competitive Intelligence Enable real-time updates and sharing
2. Knowledge Sharing Capture and leverage best practices
3. Identifying Expertise Find answers and experts in much less time
4. Partner Engagement Support for managing external relationships
5. Shared Project Workspaces Enable extended teams to stay on the same page
6. Internal Communications Company news effectively delivered, with replies
7. Onboarding New Employees Community and connectedness from day one
8. Communities of Practice / Interest Drive innovation and deeper understanding
9. Learning and Development Get and share answers on training and careers
10. Customer Service Internal and external knowledgebase and FAQs with opportunity for engagement
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Opportunity Assessment:
How to Approach Engagement Solutions
e Four Facets of the Sojoe Methodology Framework
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Governance
Engagement
Structure Prac:ces
1. Governance: Within a strategic context, the oversight and measurement to ensure that the engagement platform is relevant and adds measurable value.
2. Structure: The architecture and taxonomy that reflect and enable business objectives, to establish a sustainable, useful and discoverable environment.
3. Practices are the processes, guidelines, environmental support that provide context, expectations and support to users. Social Champions required.
4. Engagement: The design, branding and content that drives engagement, so users know what to do, how to get their work done, and what is expected of them.
First Principle: Governance
} Ensure Business Relevance
} Our approach is to correlate any engagement solution initiative to existing business imperatives.
} Do not create new objectives to justify a desired solution. It is not hard to find business imperatives that can be impacted by engagement solutions.
} Simple Steps
} Step 1: Ensure that the social collaboration platform has a business purpose
} Step 2: Find a way to measure the results
} Step 3: Organize the oversight of the network around tracking and evolving the relevant metrics
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1. Governance: Engagement Solutions Mapped to Business Objectives
Scorecard Approach
u Correlate business objectives for the engagement solution in one of four areas:
u Business (cost / revenue)
u Brand / Market
u Internal
u Organizational
u Use those objectives to define metrics for measuring results.
BUSINESS
BRAN
D/MAR
KET
INTERN
AL
ORG
ANIZAT
ION
Improved Employee Engagement
Enhanced cross-‐company communica:ons
Increased produc:vity
Organiza:on alignment and cohesive brand
Reduced opera:onal costs
Leverageable knowledge capital
New product :me to market
Reduced process cycle :me
Improved responsiveness to customers, market
Increase in sales from new customers
Improved quality of execu:on
Increase in customer sa:sfac:on
1. Engagement Scorecard: Tracking Relevant Measures
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B1 Reduce costs
B2 Revenue
P1 Reduced process cycle :me
P2 Improve Quality
P3 Increased produc:vity
P4 Leverage IP
H1 Employee engagement
H2 Employee sa:sfac:on
M1 Customer responsiveness
M2 Customer sa:sfac:on
M3 Time to market
BUSINESS
CUSTOMER
TECH
NOLO
GY
RESO
URC
ES
• Opera:onal cost savings
• Revenue from new online customers
• Best prac:ces recorded, shared
• Defect rate
• Contribu:on in $/ per employee
• Content endorsement scores
• Par:cipa:on / sharing online
• Engagement survey results
• Issue turnaround metrics
• CSAT Surveys
• New product / FTE Ra:o
0
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0
00
Yr.
Mo.
Mo.
Qtr.
Yr.
Qtr.
Qtr.
Mo.
Mo.
Mo
Yr.
00
00
0
0
0
00
0
BUSINESS
MAR
KET
INTERN
AL
ORG
ANIZAT
ION
Strategic Objec:ve Measures Target Freq. Governance Process
u Develop a scorecard of engagement metrics.
u Track results in regular PMO workshops.
u Evolve the metrics to better map to business objectives
1. Governance Model: PMO Best Practices
} Organize for Agility: Align and dedicate the right level of business and IT resources around common goals.
} Organize as a program – aggressive management of cross disciplinary teams, strong governance model, executive sponsorship and project discipline.
} The program is an organization – create blended team of dedicated IT and business resources, united for duration of the program.
} Seed evangelists throughout the organization, include them in governance process
} Hand pick the ‘right’ leaders to join the program, who work with Champions, part time SMEs and liaisons.
} Define clear measures of business benefit and program success: Success goes beyond delivery of the technology and must include multi channel KPIs and delivery of the business case.
} Develop a culture to test and learn: Pilot new capabilities with the program to manage successful rollout and drive efficient delivery of business case.
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2. Engagement Architecture
} Success requires the engagement environment be effectively structured.
} Membership
} Groups
} Activity feeds
} Mobile interactions
} Notifications
} Tags, taxonomy
} Archiving
} Integration issues
} The structure involves not only the technical integration (e.g. single sign-on), but a mapping of the overall usage and traffic in the environment.
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2. Engagement Architecture: Internal vs. External
} Groups are the context in which most content is shared and most value accrued in a social network.
} Groups in all social networks can be open or private
} Most current social business networks enable creation of externally accessible groups or networks.
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Primary Network
Group Group
Group Group
External Group
External Group
External Group
External Group
2. Engagement Architecture: ree Primary Types of Community
} There are many kinds of online community, but these three are the foundation for a successful social business network
} A key to driving ongoing value in a network is in harvesting content from working groups.
} Community managers and project managers should be empowered to migrate key learnings into a shared repository for future reference and training.
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Library / Knowledge
Base Group
Community of Prac:ce Group
Internal or External Project Group
3. Engagement Practices: Network Champions
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} A critical key to success of your social network is to have a distributed, engaged and motivated set of champions.
} These people play the roles of } Cheerleader } Support } Mentor
} Conscience
} Can be at any level of the organization, but must have passion, goodwill and tacit leadership qualities.
3. Engagement Practices: Noti#cations and Email Integration
} Email is a miserable platform for collaboration, but a fine for notifications.
} Ensure your social platform has a viable mobile app
} Post content in the social business network, and notify participants via email (where, at the, outset, they spend most of their day)
} Use mail-in capability to migrate content into the social business network
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Source: ScoU Campbell pyramidcar.com
4. Driving Engagement: Ensuring Habitable Environments
} Ensure there’s existing content, so newbies aren’t entering an empty room
} Include in a welcome message, and easy to access instructions
} Make sure you have usage guidelines visible and easily accessible
} As much as possible, provide persistent links to areas of common interest
} Every new participant should be invited to existing groups
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4. Driving Engagement: Creating a Culture of Engagement
} Organizational Culture Assessment Instrument
} Organizational cultures vary, require custom approaches.
} Some custom approaches:
} For Clan cultures, a key focus should be connecting people.
} For Adhocracies, add needed structure and process.
} In Hierarchy cultures, executive participation is key.
} In Market-driven cultures, speed and mobile access drive engagement.
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Source: http://www.joe.org/joe/2003april/a3.php
About Sojoe Collaborative, LLC
} Softjoe is a collaborative of software, technology, community and customer engagement veterans
} Focused on Engagement Solutions, using social and collaborative platforms to deliver internal, external and mixed networks that drive productivity, responsiveness and engagement
} Members hail from Boston-area software companies such as Lotus, Interleaf, Rational, Nuance, Macromedia, Adobe, IBM and more
} Services include: } Strategy } Design } Content } Implementation and ongoing measurement and management of these solutions
} Experience and relationships with key industry social business network platforms
} Known for pragmatic and effective approach
} Strategic focus to align engagement solutions with business objectives
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