webtrends engage keynote
DESCRIPTION
"Making the Case for Social Collaboration in the Enterprise" by Charlene Li at Webtrends Engage, January 30, 2013 in San Francisco, CATRANSCRIPT
Making the Case for Social Collaboration in the Enterprise
Charlene Li, Altimeter Group
2
The Collaboration Problem
Approaching collaboration with technologies first
In fact, it’s about creating relationships to address gaps
3
Relationships fill two types of gaps
Gaps in information flows Gaps in decision making
Social Will
Be Like Air
CURRENT STATEMAKING THE CASE
HOW TO MOVE FORWARD
Knowledge Management
Collaboration Platforms
Enterprise Social Networks
The Evolution of Collaboration
6
Top Goals Revolve Around Sharing
Base: 44 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
Increase employee retention
Reduce internal emails
Create a virtual watercooler
Support a strategic transformation
Facilitate cross-department collaboration
Sharing of best practices
2.24
2.38
2.56
2.91
2.93
3.14
3.18
3.26
3.41
3.42
3.48
“How important are the following goals in your decision to deploy an enterprise social network, on a scale of 1 to 4?”
Impact is Only Moderate
Base: 77 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
Employee retention
Faster decision making
Reduce internal emails
Sharing of best practices
Find experts or share expertise
1.63
1.84
1.95
1.97
2.08
2.35
2.66
2.77
2.79
2.91
“How much impact has the enterprise social network platform had on your organization in the following areas? (Scale of 1 to
4)”
Most Organizations Admit They Measure Poorly
Base: 42 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
Measures very poorly
Measures somewhat
poorly
Measures somewhat well
Measures very well
33.3% 35.7%31.0%
0.0%
“How well do you feel your organization is measuring the impact of enterprise social
networking?”
52%
43%
29%26%
19%
10%7%
“How do you measure the impact of enterprise social networking in your organization?”
Lack of Metrics Means Business Impact Goes Unmeasured
Base: 43 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
Technology Options Proliferate
CURRENT STATEMAKING THE CASE
HOW TO MOVE FORWARD
13
Four Ways To Drive Business Value
Empower Employees
1
2
3
4
Encourage Sharing
Capture Knowledge
Enable Action
14
Encourage Sharing• Creates two-way dialog• Makes business personal• Reduces distance to leaders• Connects globally• Forms private groups
1
Infosys’s SharePoint community delivers higher employee satisfaction, faster content publishing, easy enhancements, and potential for better customer solutions.15
|16
Nokia’s CEO posts frequently, signaling the dawning of a new type of relationship between leadership and employees.
217
Capture Knowledge• Identify expertise• Avoid duplication and have
better coordination• Transfer knowledge• Improve best practices
“Social media allows our people to be able to drive sales by going to a specific group on our ESN with expertise for a particular situation.”
Erin Grotts, Director of Internal Communications
for Supervalu
18
“No single group of employees is ever left out of critical conversations or denied access to necessary information.”
19
Karen Lee, Sr. Director of Internal Communication at SAS
20
Enable Action• Solve problems faster and better• Bring outsiders in• Streamline processes3
CECOM employees explore the different capabilities of the CECOM worldwide
SharePoint portal at its kickoff event, held June
28, 2012.
Centralize, Streamline, and ConnectU.S. Army CECOM thrives with SharePoint
portal
“internal Google” Nearly all of Deloitte Australia’s employees use social collaboration daily, to solve problems and answer questions faster.
22
23
Empower Employees• Give employees a voice• Make meaningful contributions
and innovations• Increase engagement, satisfaction,
and retention
4
Credit: James Martin/CNET
When Sprint realized that employees were venting their frustrations on external sites, it enabled and encouraged them to post on their ESN.
There, leaders could address their concerns directly.
We are trying to build a culture that encourages risk-taking and more innovation at the front lines. It's critical to enable people without going through a chain of command.
25
Carl Camden, CEO of Kelly Services
26
Applebee’s Enables 7,000 Employees in 1,000 Locations to Monitor and Respond in Social Media
GOVERNANCESHARING
REAL TIME
EFFICIENCY
CURRENT STATEMAKING THE CASE
HOW TO MOVE FORWARD
Objectives Metrics Relationships Technology
Four Parts of Social Collaboration Strategy
#1 Have Clear Objectives29
Identify and prioritize the gaps that relationships can fill.
Design your long-term goals for the ESN with purpose.
Paint the future path in gold for employees.
#2 Put the Right Metrics in Place30
Measure gap closing, not engagement.
Track relationships, not conversations.
Image by StreetFly_JZ used with Attribution as directed by Creative Commons http://www.flickr.com/photos/streetfly_jz/2760882758
#3 Invest in Relationship Management31
Budget, staff, and resource appropriately.
Get executives involved.
Foster transparency to create an open culture.
Create incentives and rewards for participation.
#4 Prioritize Technology with Relationships in Mind 32
Choose based on the relationships you want to build, not features.
Prioritize based on your objectives and need for integration.
Have simple guidelines in place.
Invest in evangelists.
Social Will
Be Like Air
Charlene Li
charleneli.com/blog
Twitter: charleneli
For slides, send an email to
For more information & to buy the
books
visit charleneli.com