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"Making the Case for Social Collaboration in the Enterprise" by Charlene Li at Webtrends Engage, January 30, 2013 in San Francisco, CA

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    Presentation Transcript
    making the case for social collaboration

    Making the Case for Social

    Collaboration in the Enterprise

    Charlene Li, Altimeter Group

    the collaboration problem

    The Collaboration Problem

    Approaching collaboration

    with technologies first

    In fact, it’s about creating

    relationships to address gaps

    2

    relationships fill two types of gaps

    Relationships fill two types of gaps

    Gaps in information flows

    Gaps in decision making

    3

    social will be like air

    Social Will

    Be Like Air

    current state

    CURRENT STATE

    MAKING THE CASE

    HOW TO MOVE FORWARD

    the evolution of collaboration

    The Evolution of Collaboration

    Knowledge

    Management

    Collaboration

    Platforms

    Enterprise Social

    Networks

    6

    top goals revolve around sharing

    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

    impact is only moderate

    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

    most organizations admit they measure poorly

    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

    lack of metrics means business impact goes

    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

    current state 1

    CURRENT STATE

    MAKING THE CASE

    HOW TO MOVE FORWARD

    four ways to drive business value

    Four Ways To Drive Business Value

    1

    Encourage Sharing

    2

    Capture Knowledge

    3

    4

    Enable Action

    Empower Employees

    13

    slide14

    1

    Encourage Sharing

    Creates two-way dialog

    Makes business personal

    Reduces distance to leaders

    Connects globally

    Forms private groups

    14

    infosys s sharepoint community delivers higher

    Infosys’s SharePoint community delivers higher

    employee satisfaction, faster content

    publishing, easy enhancements, and potential for

    better customer solutions.

    15

    noki a s ceo posts frequently signaling

    Nokia’s CEO posts

    frequently, signaling

    the dawning of a

    new type of

    relationship between

    leadership and

    employees.

    | 16

    slide17

    2

    Capture Knowledge

    Identify expertise

    Avoid duplication and have

    better coordination

    Transfer knowledge

    Improve best practices

    17

    social media allows our people to be able

    “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

    “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

    slide20

    3

    Enable Action

    Solve problems faster and better

    Bring outsiders in

    Streamline processes

    20

    centralize streamline and connect u s army cecom

    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.

    internal google nearly all of deloitte australia

    “internal Google”

    Nearly all of Deloitte Australia’s

    employees use social collaboration

    daily, to solve problems and answer

    questions faster.

    22

    slide23

    4

    Empower Employees

    Give employees a voice

    Make meaningful contributions

    and innovations

    Increase engagement, satisfaction,

    and retention

    23

    when sprint realized that employees were venting

    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

    we are trying to build a culture that encourages

    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

    slide26

    26

    Applebee’s Enables 7,000 Employees in 1,000 Locations to

    Monitor and Respond in Social Media

    current state 2

    CURRENT STATE

    MAKING THE CASE

    HOW TO MOVE FORWARD

    four parts of social collaboration strategy

    Four Parts of Social Collaboration Strategy

    Objectives

    Metrics

    Relationships

    Technology

    slide29

    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.

    slide30

    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

    slide31

    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.

    slide32

    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.

    social will be like air 1

    Social Will

    Be Like Air