Webtrends Engage Keynote - PowerPoint PPT Presentation

charleneli
making the case for social collaboration n.
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  1. 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 2

  3. Relationships fill two types of gaps Gaps in information flows Gaps in decision making 3

  4. Social Will Be Like Air

  5. CURRENT STATE MAKING THE CASE HOW TO MOVE FORWARD

  6. The Evolution of Collaboration Knowledge Management Collaboration Platforms Enterprise Social Networks 6

  7. Top Goals Revolve Around Sharing “How important are the following goals in your decision to deploy an enterprise social network, on a scale of 1 to 4?” Sharing of best practices 3.48 Improve employee collaboration 3.42 Facilitate cross-department collaboration 3.41 Facilitate collaboration within a dept/team 3.26 Support a strategic transformation 3.18 Identify expertise around the company 3.14 Create a virtual watercooler 2.93 Improve a specific business process 2.91 Reduce internal emails 2.56 Reduce volume of meetings 2.38 Increase employee retention 2.24 Base: 44 companies with more than 250 employees Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

  8. Impact is Only Moderate “How much impact has the enterprise social network platform had on your organization in the following areas? (Scale of 1 to 4)” Improve collaboration between dept/teams 2.91 Find experts or share expertise 2.79 Create a virtual watercooler 2.77 Sharing of best practices 2.66 Support a strategic transformation 2.35 Reduce internal emails 2.08 Streamline a business process 1.97 Faster decision making 1.95 Reduce volume of meetings 1.84 Employee retention 1.63 Base: 77 companies with more than 250 employees Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

  9. Most Organizations Admit They Measure Poorly “How well do you feel your organization is measuring the impact of enterprise social networking?” 35.7% 33.3% 31.0% 0.0% Measures very poorly Measures somewhat poorly Measures somewhat well Measures very well Base: 42 companies with more than 250 employees Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

  10. Lack of Metrics Means Business Impact Goes Unmeasured “How do you measure the impact of enterprise social networking in your organization?” 52% 43% 29% 26% 19% 10% 7% Frequency of use Percent of employees using it Executive engagement and usage Improve a specific business process Reducing internal email Reduced employee turnover Financial results Base: 43 companies with more than 250 employees Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

  11. Technology Options Proliferate

  12. CURRENT STATE MAKING THE CASE HOW TO MOVE FORWARD

  13. Four Ways To Drive Business Value 1 Encourage Sharing 2 Capture Knowledge 3 4 Enable Action Empower Employees 13

  14. 1 Encourage Sharing Creates two-way dialog Makes business personal Reduces distance to leaders Connects globally Forms private groups • • • • • 14

  15. 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. | 16

  17. 2 Capture Knowledge Identify expertise Avoid duplication and have better coordination Transfer knowledge Improve best practices • • • • 17

  18. “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

  19. “No single group of employees is ever left out of critical conversations or denied access to necessary information.” Karen Lee, Sr. Director of Internal Communication at SAS 19

  20. 3 Enable Action Solve problems faster and better Bring outsiders in Streamline processes • • • 20

  21. Centralize, Streamline, and Connect U.S. Army CECOM thrives with SharePoint portal CECOM employees explore the different capabilities of the CECOM worldwide SharePoint portal at its kickoff event, held June 28, 2012.

  22. “internal Google” Nearly all of Deloitte Australia’s employees use social collaboration daily, to solve problems and answer questions faster. 22

  23. 4 Empower Employees Give employees a voice Make meaningful contributions and innovations Increase engagement, satisfaction, and retention • • • 23

  24. 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. Credit: James Martin/CNET

  25. 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. Carl Camden, CEO of Kelly Services 25

  26. 26 Applebee’s Enables 7,000 Employees in 1,000 Locations to Monitor and Respond in Social Media

  27. CURRENT STATE MAKING THE CASE HOW TO MOVE FORWARD

  28. Four Parts of Social Collaboration Strategy Objectives Metrics Relationships Technology

  29. 29 #1 Have Clear Objectives  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.

  30. 30 #2 Put the Right Metrics in Place  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

  31. 31 #3 Invest in Relationship Management  Budget, staff, and resource appropriately.  Get executives involved.  Foster transparency to create an open culture.  Create incentives and rewards for participation.

  32. 32 #4 Prioritize Technology with Relationships in Mind  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.

  33. Social Will Be Like Air