WHEN EMPLOYEES CONNECT,
COMPANIES THRIVE.
Department P
Contents
Alignment
Collaboration
Productivity
Innovation
Customers
Expenses
Knowledge
Employees
Communication
Culture
Flex...
Business Case 1
Alignment
YAMMER (2013)
51% of employees reported that they felt
more connected to their organisation’s
mi...
Use case 1:1
help employees to see the big picture
Connect
the dots
internally
Use case 1:2
shared vision, strategy and objectives
Develop
shared
understanding
Use case 1:3
connect the top to the bottom
Flatten the
organisation’s
hierarchy
Use case 1:4
improve cross-boundary communication
Eliminate
internal
silos
Use case 1:5
help leaders to see and understand what’s happening
Improve
executive
oversight
Collaboration
JIVE SOFTWARE (2010)
Business Case 2
Network users reported a 37% increase
in project collaboration.
Foster
Use case 2:1
encourage people to actively contribute
Access
cognitive
surplus
Use case 2:2
break down geographical barriers
Enable
virtual
teams
Use case 2:3
collaborate on projects in shared spaces
Facilitate
cross-functional
teamwork
Use case 2:4
share data and documents in context
Foster
internal
collaboration
Use case 2:5
create more and deliver more
Achieve
rapid
breakthroughs
Productivity
MCKINSEY GLOBAL INSTITUTE (2012)
Business Case 3
Research predicts these networks have the
potential to reduc...
Reduce
email
overload
Use case 3:1
conduct online conversations in context
Fewer
internal
meetings
Use case 3:2
resolve issues on the network
Find
information
faster
Use case 3:3
reduce time spent looking for ‘stuff’
Improve
employees’
workflow
Use case 3:4
eliminate friction and choke points
Streamline
work
processes
Use case 3:5
re-engineer work processes by making them social
Innovation
MCKINSEY & COMPANY (2013)
Business Case 4
Executives reported that, on average,
they were able to cut launch
sc...
Crowdsource
new ideas
and innovations
Use case 4:1
access your workforces’ collective wisdom
Accelerate
launch
schedules
Use case 4:2
make it happen faster, reduce friction
Use case 4:3
connect internal and external communities
Increase
customer
intimacy
Use case 4:4
make decisions openly and inclusively
Open up the
decision-making
process
Obtain the
views of
experts
Use case 4:5
gain input from internal specialists
Customers
JIVE SOFTWARE (2010)
Business Case 5
Network users reported a 33% increase
in their customer satisfaction number...
Build
brand
equity
Use case 5:1
stay abreast of customer sentiment
Reduce
number of
support calls
Use case 5:2
resolve issues in online communities
Increase
customer
satisfaction
Use case 5:3
resolve customer problems faster
Increase
customer
retention
Use case 5:4
stop customers leaving due to poor service
Increase
numberof brand
advocates
Use case 5:5
turn customers into fans
Expenses
MCKINSEY & COMPANY (2013)
Business Case 6
Executives reported that, on average,
they were able to achieve a 10%
r...
Use case 6:1
eliminate the need for some travel
Reduce
travel
costs
Use case 6:2
drop redundant communication channels
Reduce
communication
costs
Use case 6:3
employee satisfaction = employee retention
Reduce
recruitment
costs
Use case 6:4
get rid of redundant IT platforms
Eliminate
legacy
systems
Use case 6:5
flexible working leads to fewer permanent desks
Reduce
office space
costs
Knowledge
CHATTER SURVEY (2011)
Business Case 7
Network users reported that employees
were able to find the information th...
Use case 7:1
make it easier to find and share information
Facilitate
knowledge
management
Use case 7:2
let employees become the curators of content
Highlight the
most valuable
content
Use case 7:3
help employees to find the people with the answers
Locate
subject matter
experts
Use case 7:4
capture departing employees’ tacit knowledge
Preserve
corporate
memory
Use case 7:5
share effective work processes
Propagate
your company’s
best practice
Employees
JIVE SOFTWARE (2010)
Business Case 8
Network users reported a 30% increase
in employee satisfaction.
Engage
Use case 8:1
Attract
top graduate
talent
the top 10% of graduates expect social technologies
Use case 8:2
get new recruits up to speed quicker
Accelerate
employee
on-boarding
Use case 8:3
deeper relationships, greater sense of belonging
Increase
employee
satisfaction
Use case 8:4
make work literally more engaging
Increase
employee
engagement
Use case 8:5
provide a satisfying day-to-day work experience
Achieve
best employer
status
Communication
JIVE SOFTWARE (2010)
Business Case 9
Network users reported that they were
able to achieve a 29% increase in...
Use case 9:1
give employees a voice and a face
Improve
internal
communication
Use case 9:2
make the leadership team more accessible
Build
trust and
rapport
Use case 9:3
more open communication
Enable
two-way
communication
Use case 9:4
disseminate content more efficiently
Improve
information
flow
Use case 9:5
help employees to filter communication
Reduce
communication
overload
Culture
JIVE SOFTWARE (2010)
Business Case 10
Network users reported that they were
able to achieve a 39% increase in
empl...
Use case 10:1
make it more open and collaborative
Reshape
corporate
culture
Use case 10:2
develop a more cohesive corporate culture
Foster a
one-team
culture
Use case 10:3
encourage people to become more involved
Build a
stronger
tribe
Use case 10:4
less directive and more supportive
Inculcate a new
management
style
Use case 10:5
publically acknowledge people’s contribution
Facilitate
employee
recognition
Flexibility
YAMMER (2013)
Business Case 11
68% of employees stated that the process
of communicating with colleagues in
di...
Use case 11:1
work anytime and anywhere
Enable
offsite
tele-working
Use case 11:2
access via laptops, tablets, smartphones
Enable
mobile
devices
Use case 11:3
help employees who work from home to collaborate
Enable
remote
workers
Use case 11:4
upload and download data on the road
Enable
field
workers
Use case 11:5
facilitate offsite deal management
Support
sales
people
Agility
YAMMER (2013)
Business Case 12
80% of employees reported that they
felt more informed about what was
happening in ...
Use case 12:1
increase employee buy-in and commitment
Facilitate
change
management
Use case 12:2
look beyond the horizon
Sense emerging
issues and
opportunities
Use case 12:3
agree a course of action and respond rapidly
Increase
organisational
agility
Use case 12:4
redeploy resources where they’re needed
Quickly
shift
shape
Use case 12:5
permanent beta, never stand still
Adopt a
‘do and learn’
approach
Research sources
1. Alignment Yammer, Business Value Survey (2013)
2. Collaboration Jive Software, The Business Value of S...
119 Willoughby Road Crows Nest NSW 2065
Mobile: 0438 250709 Telephone: +61 2 9965 3783
Email: david@departmentp.com.au
Web...
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Enterprise Social Networking Benefits

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The benefits of enterprise social networking are many and varied. Here we outline just a few of them.

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Enterprise Social Networking Benefits

  1. 1. WHEN EMPLOYEES CONNECT, COMPANIES THRIVE. Department P
  2. 2. Contents Alignment Collaboration Productivity Innovation Customers Expenses Knowledge Employees Communication Culture Flexibility Agility 03 09 15 21 27 33 39 45 51 57 63 69 The performance and productivity benefits that emerge from deploying an enterprise social network can be substantial. In this document we identify the top twelve business cases and 60 individual use cases.
  3. 3. Business Case 1 Alignment YAMMER (2013) 51% of employees reported that they felt more connected to their organisation’s mission and goals. Create
  4. 4. Use case 1:1 help employees to see the big picture Connect the dots internally
  5. 5. Use case 1:2 shared vision, strategy and objectives Develop shared understanding
  6. 6. Use case 1:3 connect the top to the bottom Flatten the organisation’s hierarchy
  7. 7. Use case 1:4 improve cross-boundary communication Eliminate internal silos
  8. 8. Use case 1:5 help leaders to see and understand what’s happening Improve executive oversight
  9. 9. Collaboration JIVE SOFTWARE (2010) Business Case 2 Network users reported a 37% increase in project collaboration. Foster
  10. 10. Use case 2:1 encourage people to actively contribute Access cognitive surplus
  11. 11. Use case 2:2 break down geographical barriers Enable virtual teams
  12. 12. Use case 2:3 collaborate on projects in shared spaces Facilitate cross-functional teamwork
  13. 13. Use case 2:4 share data and documents in context Foster internal collaboration
  14. 14. Use case 2:5 create more and deliver more Achieve rapid breakthroughs
  15. 15. Productivity MCKINSEY GLOBAL INSTITUTE (2012) Business Case 3 Research predicts these networks have the potential to reduce the time spent reading and responding to email by 25-30%. Improve
  16. 16. Reduce email overload Use case 3:1 conduct online conversations in context
  17. 17. Fewer internal meetings Use case 3:2 resolve issues on the network
  18. 18. Find information faster Use case 3:3 reduce time spent looking for ‘stuff’
  19. 19. Improve employees’ workflow Use case 3:4 eliminate friction and choke points
  20. 20. Streamline work processes Use case 3:5 re-engineer work processes by making them social
  21. 21. Innovation MCKINSEY & COMPANY (2013) Business Case 4 Executives reported that, on average, they were able to cut launch schedules by 20%. Drive
  22. 22. Crowdsource new ideas and innovations Use case 4:1 access your workforces’ collective wisdom
  23. 23. Accelerate launch schedules Use case 4:2 make it happen faster, reduce friction
  24. 24. Use case 4:3 connect internal and external communities Increase customer intimacy
  25. 25. Use case 4:4 make decisions openly and inclusively Open up the decision-making process
  26. 26. Obtain the views of experts Use case 4:5 gain input from internal specialists
  27. 27. Customers JIVE SOFTWARE (2010) Business Case 5 Network users reported a 33% increase in their customer satisfaction numbers. Serve
  28. 28. Build brand equity Use case 5:1 stay abreast of customer sentiment
  29. 29. Reduce number of support calls Use case 5:2 resolve issues in online communities
  30. 30. Increase customer satisfaction Use case 5:3 resolve customer problems faster
  31. 31. Increase customer retention Use case 5:4 stop customers leaving due to poor service
  32. 32. Increase numberof brand advocates Use case 5:5 turn customers into fans
  33. 33. Expenses MCKINSEY & COMPANY (2013) Business Case 6 Executives reported that, on average, they were able to achieve a 10% reduction in operating costs. Reduce
  34. 34. Use case 6:1 eliminate the need for some travel Reduce travel costs
  35. 35. Use case 6:2 drop redundant communication channels Reduce communication costs
  36. 36. Use case 6:3 employee satisfaction = employee retention Reduce recruitment costs
  37. 37. Use case 6:4 get rid of redundant IT platforms Eliminate legacy systems
  38. 38. Use case 6:5 flexible working leads to fewer permanent desks Reduce office space costs
  39. 39. Knowledge CHATTER SURVEY (2011) Business Case 7 Network users reported that employees were able to find the information they needed 52% faster. Disseminate
  40. 40. Use case 7:1 make it easier to find and share information Facilitate knowledge management
  41. 41. Use case 7:2 let employees become the curators of content Highlight the most valuable content
  42. 42. Use case 7:3 help employees to find the people with the answers Locate subject matter experts
  43. 43. Use case 7:4 capture departing employees’ tacit knowledge Preserve corporate memory
  44. 44. Use case 7:5 share effective work processes Propagate your company’s best practice
  45. 45. Employees JIVE SOFTWARE (2010) Business Case 8 Network users reported a 30% increase in employee satisfaction. Engage
  46. 46. Use case 8:1 Attract top graduate talent the top 10% of graduates expect social technologies
  47. 47. Use case 8:2 get new recruits up to speed quicker Accelerate employee on-boarding
  48. 48. Use case 8:3 deeper relationships, greater sense of belonging Increase employee satisfaction
  49. 49. Use case 8:4 make work literally more engaging Increase employee engagement
  50. 50. Use case 8:5 provide a satisfying day-to-day work experience Achieve best employer status
  51. 51. Communication JIVE SOFTWARE (2010) Business Case 9 Network users reported that they were able to achieve a 29% increase in executive communication. Enhance
  52. 52. Use case 9:1 give employees a voice and a face Improve internal communication
  53. 53. Use case 9:2 make the leadership team more accessible Build trust and rapport
  54. 54. Use case 9:3 more open communication Enable two-way communication
  55. 55. Use case 9:4 disseminate content more efficiently Improve information flow
  56. 56. Use case 9:5 help employees to filter communication Reduce communication overload
  57. 57. Culture JIVE SOFTWARE (2010) Business Case 10 Network users reported that they were able to achieve a 39% increase in employee connectedness. Refresh
  58. 58. Use case 10:1 make it more open and collaborative Reshape corporate culture
  59. 59. Use case 10:2 develop a more cohesive corporate culture Foster a one-team culture
  60. 60. Use case 10:3 encourage people to become more involved Build a stronger tribe
  61. 61. Use case 10:4 less directive and more supportive Inculcate a new management style
  62. 62. Use case 10:5 publically acknowledge people’s contribution Facilitate employee recognition
  63. 63. Flexibility YAMMER (2013) Business Case 11 68% of employees stated that the process of communicating with colleagues in different locations was now simpler. Enable
  64. 64. Use case 11:1 work anytime and anywhere Enable offsite tele-working
  65. 65. Use case 11:2 access via laptops, tablets, smartphones Enable mobile devices
  66. 66. Use case 11:3 help employees who work from home to collaborate Enable remote workers
  67. 67. Use case 11:4 upload and download data on the road Enable field workers
  68. 68. Use case 11:5 facilitate offsite deal management Support sales people
  69. 69. Agility YAMMER (2013) Business Case 12 80% of employees reported that they felt more informed about what was happening in their organisation. Increase
  70. 70. Use case 12:1 increase employee buy-in and commitment Facilitate change management
  71. 71. Use case 12:2 look beyond the horizon Sense emerging issues and opportunities
  72. 72. Use case 12:3 agree a course of action and respond rapidly Increase organisational agility
  73. 73. Use case 12:4 redeploy resources where they’re needed Quickly shift shape
  74. 74. Use case 12:5 permanent beta, never stand still Adopt a ‘do and learn’ approach
  75. 75. Research sources 1. Alignment Yammer, Business Value Survey (2013) 2. Collaboration Jive Software, The Business Value of Social Business (2010) 3. Productivity McKinsey Global Institute, The Social Economy: Unlocking Value and Productivity Through Social Technologies (2012) 4. Innovation McKinsey & Company, Evolution of The Networked Enterprise (2013) 5. Customers Jive Software, The Business Value of Social Business (2010) 6. Expenses McKinsey & Company, Evolution of The Networked Enterprise (2013) 7. Knowledge Salesforce Chatter, 50 Ways to Transform Every Department with Chatter (2011) 8. Employees Jive Software, The Business Value of Social Business (2010) 9. Communication Jive Software, The Business Value of Social Business (2010) 10. Culture Jive Software, The Business Value of Social Business (2010) 11. Flexibility Yammer, Business Value Survey (2013) 12. Agility Yammer, Business Value Survey (2013)
  76. 76. 119 Willoughby Road Crows Nest NSW 2065 Mobile: 0438 250709 Telephone: +61 2 9965 3783 Email: david@departmentp.com.au Web: www.departmentp.com.au David Croston Social Business Strategist Department P
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