GetSocial! It's Good For You (SPEvo13)
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GetSocial! It's Good For You (SPEvo13)

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This is the slidedeck I used for my talk on the SharePoint Evolutions conference in London on April 17th, 2013.

This is the slidedeck I used for my talk on the SharePoint Evolutions conference in London on April 17th, 2013.

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  • Assuming IT-Pro or IW audience, consider this scenario. Reference to Microsoft exams which presented this as a question. Setting the stage. What is the goal of this session? Introduction. Chances are that your company is somehow looking at implementing an ESN solution. Why?Because the competition is doing it and we can’t stay behind?Because there is a clear business case for it?Because my employees are asking for it?Because it is hip?Communication changes. Employees are turning away from e-mail. Why? What’s the alternative. E-mail is one-on-one, one-on-few at best. Activity Stream is one-on-many. Business goals. Corporations have clear goals when introducing ESN. Examples: reduce communication times.
  • Let’s have a show of hands to see in which stage the audience is.Interaction moment with audience, ice breaker.
  • This session talks about three things:What. We’ll try to define what ‘social’ is in a business and collaboration context.Why. The reasoning behind it, why are companies embracing this and why should you do this as well?How. What works and what doesn’t, how can you implement this? What does it take to make it a continuous success?
  • What.Is it as simple as removing e-mail and start communicating through some sort of message board? Not really, but it may be part of it.Is it Facebook for the enterprise? Not really, but close.
  • Social has a lot of names and synonyms which sort of mean the same, but actually are a little different. Enterprise 2.0 and social collaboration is the way that employees communicate and collaborate.Social business is when a company uses social principles for doing business, which can be rather drastic.
  • One of the definitions of social business is from the Dachis Group. Enterprise challenges:How can we share business critical information with all people that need it.How can we shorten our time to market timeHow can we generate ideas for new products easierHow can we improve our customer support at minimal costHow can we make our C-level executives more accessible to the average workerHow can we leverage the creative power of our customer base to improve our products
  • The 10 tenets of social business were written down by Dachis Group executives Kim and Hinchcliffe. These are ten propositions that describe what social networks/businesses look like. When companies do ‘social’ the right way, this is what they’re doing in terms of applying the principles.When companies see this list, they might think “Wow, there’s a lot of change needed to accomplish this!”
  • Constant change is inevitable.Companies are constantly searching for ways to improve. Become more efficient, make more money, build durable enterprises. Get the economy going.Corporations embrace change. Corporations leverage change for business goals.Communication changes. Simple example is e-mail.
  • At the same time, old principles and habits prevale. This is not new to us, we’ve done it before.We find knowledge and wisdom by going to trusted sources. Reputation is important. How do you know that the person you’re talking to is an expert? What has happened to identify him/her as an expert? Were all his answers confirmed as helpful? Has he provided a lot of answers? Or is he just a person with great charisma and leadership skills but not necessarily in-depth subject matter knowledge?The elders were the people you went to to learn.In these times, we still go to trusted sources to gather knowledge. Only faster and using modern technology. Information is digital and can be shared faster and easier.
  • Dunbar’s number is the limit to the number of meaningful relationships a person can maintain. This includes people from the past you would reconnect if you met them again.Of those 150 people in your network, probably not all of them are helping you in your daily work.So, we need help. That’s where social networks come in.
  • In a general, more operational perspective, a social computing solution consists of at least these two componentsSocial graph. The employees network. Who are you connected to and what is your position in that network. Who are you connected to. Number of people you can maintain a useful and relevant relationship with is limited. (…’s number)Activity Stream. The place where relevant information comes to you. Like RSS used to do?
  • Social business / social computing is a disruptive development. It shakes things up in a drastic way. It changes the way we work in lost of ways.Communication. Social communication is open. Everyone can listen in and participate. Conversations are brought to employees in a push fashion. Traditional hierarchies in communication channels are no longer there. Organisation. Traditional hierarchies are breaking down. Communities are formed based on interest, based on value creation, based on business goals. Creation. Corporate communication is no longer the ‘owner’ of the intranet. Wiki style content creation by all employees. Most of the content in social networks today is peer-created. That makes for increased speed of creation, but not always necessarily the best quality. Quality assurance is socially controlled.Value. Valuable information and knowledge is created by employees in all layers of the organization. The collective ‘wisdom’ of the company is generated from all layers of the organization.
  • When talking about social business, there are a lot of opportunities. Companies can engage in social throughout their businessmodel. Social media marketing: Companies engaging in a Facebook page to reach out to customers.Social product development: companies that use social computing to interact with customers to get input and feedback for new product features. Extranet allows all customers to talk to eachother.Social customer care. Example is a company that leverages the knowledge of customers to improve customer support. Social CRM.Social B2B.This is however not the scope of todays discussion.
  • Why is social computing happening.What’s the reason behind it, why are companies embracing this.Why would you do it?
  • Social business has to serve a purpose. It has to be used for pursuing one or more business goals. This is the most tangible part for most companies. Since we have clear business goals, we have something we can measure against. That’s understandable, since most projects only get funding when clear goals and objectives are defined, which is a good thingBut it’s just one side of the coin. The other one, and equally important:Human Centricity
  • Why?Companies leverage social to improve profitability. Improved profitability creates stronger and durable corporations.The economical principle.
  • Social business allows you to be human again. It brings the human factor back into our digital livesUltimately, people want to be heard. If they have great ideas that they can share, they’re happy.Positive effects. Happier people are more effective and productive. Less absence
  • “Research hasfound that engaged workers — those who participated in a forum, helped out a colleague in a chat, or provided feedback on an enterprise initiative — are 37% more likely to stay with their employers” — R “Ray” Wang, Principal Analyst and CEO, Constellation ResearchFalse satisfaction + Connection + Contribution
  • Strong bonds – endorsements90/10 experience and others Informal learning is the learning that we do when we don't realize we're learningAccomplishment, Empowerment Learning at the point of need – and retaining that knowledgeOnboarding - recommendation, T&C, wizards, self service; learning at the point of need with expertise directories, information discovery, video scenarios - West Point use casebuild collaborative online networksmeet the development needs of workersprovide easy access to knowledge
  • Implementing social business is based mainly on two pillars; strategy and people.Strategy is required for translating the long term strategic goals into short term tactics. It also ensures executive sponsoring which is put to effect through management by example. When the C-level executives give the right example, the workforce is more motivated to follow. This is about adoption.
  • First objectives for many companies areEmail reductionEasier access to people / knowledgeDead portal replacementInnovation management
  • Obviously, social is not the snake oil that makes all problems go away. It needs planning, commitment, strategy and vision.
  • Prerequisites for a successful implementationDetermine business goalsLess e-mailDirect access to people and knowledgeShorten innovation cycles. Get executive sponsorshipSocial is a policy, not a toolManagement by exampleSelect your pilot usersChampionsTrollsEstablish baseline, measure successStatisticsAnecdotal evidence
  • http://www.mindtools.com/pages/article/newPPM_82.htm. Kotter's 8-Step Change Model
  • Learning what kind of organization you have helps in determining your best approachOne of the methods is the Competing Values framework.Identify personas to target for communication and learning
  • So, let’s test this out! Should we release this to a secluded audience and test it out in a Proof of Concept approach? Or should we treat the pilot group as the early adopters of the entire population?There’s a few rules of thumb when you want to start an implementation.
  • Although technology is not the most important part, it cannot be the driver behind this, it does play an important role. When the technology fails, people won’t use it. Adoption stands or falls with technology delivering value.There’s probably a lot of investment in the existing environment. That needs to be protected.
  • The first question employees ask is “What’s in it for me?” It has to provide value for them, creating benefit in their daily routine. Finding information easier, quicker and everywhere.It speaks to the second tenet: Create shared value by default.
  • Plan education and guidance for users. Plan the introduction of new functionality as part of the project.
  • Examples:Idea exchange. Employees had to market their ideas. Promote them through the Activity Stream. Get rewarded for buying the best ideas. Also get rewarded for making their ideas as marketable as possible.Anecdotal evidence is more appealing than figures.
  • Think of them as gardeners, shepherds. It’s a longlasting taskTummler gets everyone going and doesn’t stop until everyone is on the floor.
  • How do you measure success?StatisticsAnecdotes
  • Success factorsNot IT drivenIT and technology is required, but not leadingIT-driven projects fail mostDemand has to come from businessDeliver valueContentCritical massEducationHelp and feedback siteCommunicationStrategyRegular follow upChallenge peopleCommunity ManagersGardeners / shepherdsBoth technical and functional contactEncourage and incentivise people to participate.

Transcript

  • 1. Get Social! It’s good for youIW516Bert Jan van der Steeg
  • 2. Bert Janvan der Steeg@bertjanvdsteeghttp://nl.linkedin.com/in/bertjanvandersteegfacebook.com/pages/sharepointtrainingSharePointConsultantTrainer (MCT)Social BusinessImplementationSharePointCompetence CenterCurrent projects:
  • 3. You’re a <fill in the blanks here> andyou’ve been tasked withimplementing an enterprise socialnetworking solution in your company.You’ve gathered relevant informationand you’re ready to get started. Butwhere? And how?Question 23
  • 4. show of handsIs implementingor is planning toimplement
  • 5. show of handsready, we’redonenot planning investigatingimplementingas we speakplanning toimplement innear future
  • 6. agendaDefinition.What are wetalking about here.whatContext.Goals. Benefits.Investments.whyImplementing.Maintaining.Evaluating.how
  • 7. Using anactivity streaminstead of e-mail tocommunicateFacebookfor theenterpriseWhat
  • 8. WORKHARD
  • 9. WORKKNOWLEDGE
  • 10. WORKNETSOCIAL
  • 11. LOVETHINKWORKProductivity byConnecting HandsProductivity byConnecting BrainsProductivity byConnecting Hearts
  • 12. socialbusiness[ working out loud ]enterprisesocialnetworkingthesocialworkplaceenterprise2.0
  • 13. The strategic applicationof social computing toenterprise challenges(Dachis Group)
  • 14. 1 Anyone can participate.2 Create shared value by default.3 While participation is self-organizing, the focus is on businessoutcomes.4 Enlist a large enough community to derive the desired result.5 Engage the right community for the business purpose.6 Participation can take any direction. Be prepared for it, and takeadvantage of it.7 Eliminate all potential barriers to participation. Ease of use isessential.8 Listen to and engage continuously with all relevant social businessconversations.9 The tone and language of social business are most effective whentheyre casual and human.10 The most effective social business activities are deeply integratedinto the flow of work.The Ten Tenets of Social Business*Dion Hinchcliffe, Peter Kim, Social Business By Design
  • 15. NothingenduresbutHERACLITUSSocial business is whatcompanies need tobecome, not a descriptionof an incremental featureor business function.**Peter Kim, The definition of social business, 25 July 2012
  • 16. trustedsourcereputation
  • 17. 150Dunbar’s numberThe cognitive limit to the number ofmeaningful relationships a person canmaintain Robin Dunbar, British anthropologist
  • 18. disruptiveHow wecommunicateFrom point-to-point to socialHow weorganizeHierarchies to communitiesHow wecreateCentral output to peer outputWere valuecomes fromHierarchies to networks
  • 19. social businesssocialmediamarketingsocialproductdevelopmentsocialcustomercaresocialcrmsocialb2b
  • 20. Why
  • 21. Well…
  • 22. Social business for the sake of social business isstupid
  • 23. innovationmanagementbreakinformationsiloscorporatecommsimproveddecreasetime tomarket by25%easieraccess toknowledgeexpertisediscoveryimprove newhireonboardingprocessmobileworkforceenablementrewards&recognition
  • 24. humanheardhappy
  • 25. emotions are key to human productivity92%employeessatisfied with their jobonly14%have an emotionalrelationship to their workare moreinnovative 200%41% with lesssick daysengaged employeespeople who care are more productive
  • 26. pride in a digital worldsense ofbelongingempoweredaccomplished motivatedlearn 90% fromexperience and others
  • 27. it’s not a straight lineexpressingemotionsrecognizingemotionsbadgelikeattention social KPIfollowsmile digitallyread a facedigitallysentiment
  • 28. championspeopleadoptionstrategybusiness goalsrewardreputationexecutivesponsoringchange
  • 29. Benefits of Enterprise 2.018%28%29%40%41%44%52%60%77%0% 10% 20% 30% 40% 50% 60% 70% 80%INCREASED REVENUEINCREASED # OF SUCCESSFUL INNOVATIONSREDUCED TIME TO MARKETREDUCED OPERATION COSTSINCREASED EMPLOYEE SATISFACTIONDECREASED TRAVEL COSTSINCREASED SPEED OF ACCESS TO EXPERTSREDUCED COMMUNICATION COSTSINCREASED SPEED OF ACCESS TO KNOWLEDGESource: “The Rise of the networked enterprise: Web 2.0 finds its payday”, McKinsey & Company1598 respondents
  • 30. democommunity reputationinnovationhumancentric
  • 31. HowEmailreductionEasieraccess topeopleDead portalreplacementInnovationmanagement
  • 32. Adoption =Bringing Worlds TogetherTechnology EnablementPeopleEngagementBusiness Alignment
  • 33. To MakeSocial Real
  • 34. RecognitionCampaignsEducationAmbassador NetworksCommunity ManagementCultural AssessmentArchitectureUser Experience & DesignMobilityEnterprise IntegrationDeploymentLandscape AssessmentCoalitionVision, Mission, ValuesChange ManagementGovernanceSocially Enabled ProcessesOrganizationalAssessment
  • 35. Prepare for thejourneyMake a planCreateurgencyFormapowerfulcoalitionCreateavisionforchangeCommunicatethevisionRemoveobstaclesCreateshorttermwinsBuildonthechangeAnchorthechangesincorporatecultureMake it happenConsolidateTechnologystorylineBusinessstorylineFunctionalstorylineCulturestorylineLevelofinvolvement/effectSuccess-story patternKotters 8-Step Change Model
  • 36. Cultural archetypes and Organization
  • 37. #5 It’s not about the technology.(Don’t forget about the tech…)InformationarchitectureSearchUXCentral AdminsettingsTool mappingMetadataColumnsContent typesUsabilityWeb partsFeaturesIntegrationEmployeecentric socialIntranetSearch socialIndex tagsIntegrate withcontent searchConfigurationDeployment towebappsScalabilityPerformanceMapfunctionalityto tooling
  • 38. #4 Deliver ValueBy 2014 social networking services will replace email asthe primary vehicle for interpersonal communications for20% of business users.*Understand pain points by business group and fixthem, incorporating fix into daily work flowAddress individual benefit in addition to organizationalbenefit*Source ”Predicts 2010: Social Software is an Enterprise reality”, Gartner
  • 39. #3 EducationSet up a Help and Resources community wherepeople can target questions and find videos anddocsUse in-person sessions (and webinars) at launch toidentify evangelists/ambassadorsYou don’t have to create everything at the startFocus on the BENEFITS, not on the technologyTeach execs how they can interact and reinforceRemember new employees
  • 40. #2 CommunicationFocus on individual BENEFITEnlist champions to reinforce specific messages bygroupHave fun. Before and after videos. Easter Eggs.Scavenger hunt. Promotions.Get feedback and act on itYou’re never finishedShare success stories
  • 41. #1 Community ManagersInvest in this vital resourceEducate and nurtureFor the more importantcommunities, make it part of theirjob description and performancereview.You need a dedicated resource tonurture, educate, evangelize, anddrive value = CommunityEvangelist
  • 42. Measure successquantitative qualitativereduced e-mailnumber of postsprofile completenessbadges awardedanecdotessurveysemployee satisfaction
  • 43. Not IT drivenMost IT-driven projects failDemand has to come from businessDeliver valueContentCritical massEducationHelp and feedback siteCommunicationStrategyRegular follow upChallenge peopleCommunity ManagersGardeners / shepherdsBoth technical and functional contactEncourage and incentivise people to participate.
  • 44. Q&A