• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Enterprise Social Networking Benefits
 

Enterprise Social Networking Benefits

on

  • 4,732 views

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

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

Statistics

Views

Total Views
4,732
Views on SlideShare
4,554
Embed Views
178

Actions

Likes
20
Downloads
181
Comments
0

10 Embeds 178

https://twitter.com 121
http://www.linkedin.com 13
http://sp.frk.com 11
http://www.twylah.com 10
https://si0.twimg.com 8
http://minilogs.com 6
http://passport 4
http://kred.com 3
http://www.pinterest.com 1
http://pinterest.com 1
More...

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Enterprise Social Networking Benefits Enterprise Social Networking Benefits Presentation Transcript

    • WHEN EMPLOYEES CONNECT,COMPANIES THRIVE.The Benefits of Enterprise Social Networking
    • ContentsAlignmentCollaborationProductivityInnovationCustomersExpensesKnowledgeEmployeesCommunicationCultureFlexibilityAgility030915212733394551576369The performance and productivitybenefits that emerge from deployingan enterprise social network can besubstantial. In this document weidentify the top twelve business casesand 60 individual use cases.
    • AlignmentYAMMER (2013)Business Case 151% of employees reported that they feltmore connected to their organisation’smission and goals.Create
    • Use case 1:1help employees to see the big pictureConnectthe dotsinternally
    • Use case 1:2shared vision, strategy and objectivesDevelopsharedunderstanding
    • Use case 1:3connect the top to the bottomFlatten theorganisation’shierarchy
    • Use case 1:4improve cross-boundary communicationEliminateinternalsilos
    • Use case 1:5help leaders to see and understand what’s happeningImproveexecutiveoversight
    • CollaborationJIVE SOFTWARE (2010)Business Case 2Network users reported a 37% increasein project collaboration.Foster
    • Use case 2:1encourage people to actively contributeAccesscognitivesurplus
    • Use case 2:2break down geographical barriersEnablevirtualteams
    • Use case 2:3collaborate on projects in shared spacesFacilitatecross-functionalteamwork
    • Use case 2:4share data and documents in contextFosterinternalcollaboration
    • Use case 2:5create more and deliver moreAchieverapidbreakthroughs
    • ProductivityMCKINSEY GLOBAL INSTITUTE (2012)Business Case 3Research predicts these networks have thepotential to reduce the time spent readingand responding to email by 25-30%.Improve
    • ReduceemailoverloadUse case 3:1conduct online conversations in context
    • FewerinternalmeetingsUse case 3:2resolve issues on the network
    • FindinformationfasterUse case 3:3reduce time spent looking for ‘stuff’
    • Improveemployees’workflowUse case 3:4eliminate friction and choke points
    • StreamlineworkprocessesUse case 3:5re-engineer work processes by making them social
    • InnovationMCKINSEY & COMPANY (2013)Business Case 4Executives reported that, on average,they were able to cut launchschedules by 20%.Drive
    • Crowdsourcenew ideasand innovationsUse case 4:1access your workforces’ collective wisdom
    • AcceleratelaunchschedulesUse case 4:2make it happen faster, reduce friction
    • Use case 4:3connect internal and external communitiesIncreasecustomerintimacy
    • Use case 4:4make decisions openly and inclusivelyOpen up thedecision-makingprocess
    • Obtain theviews ofexpertsUse case 4:5gain input from internal specialists
    • CustomersJIVE SOFTWARE (2010)Business Case 5Network users reported a 33% increasein their customer satisfaction numbers.Serve
    • BuildbrandequityUse case 5:1stay abreast of customer sentiment
    • Reducenumber ofsupport callsUse case 5:2resolve issues in online communities
    • IncreasecustomersatisfactionUse case 5:3resolve customer problems faster
    • IncreasecustomerretentionUse case 5:4stop customers leaving due to poor service
    • Increasenumberof brandadvocatesUse case 5:5turn customers into fans
    • ExpensesMCKINSEY & COMPANY (2013)Business Case 6Executives reported that, on average,they were able to achieve a 10%reduction in operating costs.Reduce
    • Use case 6:1eliminate the need for some travelReducetravelcosts
    • Use case 6:2drop redundant communication channelsReducecommunicationcosts
    • Use case 6:3employee satisfaction = employee retentionReducerecruitmentcosts
    • Use case 6:4get rid of redundant IT platformsEliminatelegacysystems
    • Use case 6:5flexible working leads to fewer permanent desksReduceoffice spacecosts
    • KnowledgeCHATTER SURVEY (2011)Business Case 7Network users reported that employeeswere able to find the information theyneeded 52% faster.Disseminate
    • Use case 7:1make it easier to find and share informationFacilitateknowledgemanagement
    • Use case 7:2let employees become the curators of contentHighlight themost valuablecontent
    • Use case 7:3help employees to find the people with the answersLocatesubject matterexperts
    • Use case 7:4capture departing employees’ tacit knowledgePreservecorporatememory
    • Use case 7:5share effective work processesPropagateyour company’sbest practice
    • EmployeesJIVE SOFTWARE (2010)Business Case 8Network users reported a 30% increasein employee satisfaction.Engage
    • Use case 8:1Attracttop graduatetalentthe top 10% of graduates expect social technologies
    • Use case 8:2get new recruits up to speed quickerAccelerateemployeeon-boarding
    • Use case 8:3deeper relationships, greater sense of belongingIncreaseemployeesatisfaction
    • Use case 8:4make work literally more engagingIncreaseemployeeengagement
    • Use case 8:5provide a satisfying day-to-day work experienceAchievebest employerstatus
    • CommunicationJIVE SOFTWARE (2010)Business Case 9Network users reported that they wereable to achieve a 29% increase inexecutive communication.Enhance
    • Use case 9:1give employees a voice and a faceImproveinternalcommunication
    • Use case 9:2make the leadership team more accessibleBuildtrust andrapport
    • Use case 9:3more open communicationEnabletwo-waycommunication
    • Use case 9:4disseminate content more efficientlyImproveinformationflow
    • Use case 9:5help employees to filter communicationReducecommunicationoverload
    • CultureJIVE SOFTWARE (2010)Business Case 10Network users reported that they wereable to achieve a 39% increase inemployee connectedness.Refresh
    • Use case 10:1make it more open and collaborativeReshapecorporateculture
    • Use case 10:2develop a more cohesive corporate cultureFoster aone-teamculture
    • Use case 10:3encourage people to become more involvedBuild astrongertribe
    • Use case 10:4less directive and more supportiveInculcate a newmanagementstyle
    • Use case 10:5publically acknowledge people’s contributionFacilitateemployeerecognition
    • FlexibilityYAMMER (2013)Business Case 1168% of employees stated that the processof communicating with colleagues indifferent locations was now simpler.Enable
    • Use case 11:1work anytime and anywhereEnableoffsitetele-working
    • Use case 11:2access via laptops, tablets, smartphonesEnablemobiledevices
    • Use case 11:3help employees who work from home to collaborateEnableremoteworkers
    • Use case 11:4upload and download data on the roadEnablefieldworkers
    • Use case 11:5facilitate offsite deal managementSupportsalespeople
    • AgilityYAMMER (2013)Business Case 1280% of employees reported that theyfelt more informed about what washappening in their organisation.Increase
    • Use case 12:1increase employee buy-in and commitmentFacilitatechangemanagement
    • Use case 12:2look beyond the horizonSense emergingissues andopportunities
    • Use case 12:3agree a course of action and respond rapidlyIncreaseorganisationalagility
    • Use case 12:4redeploy resources where they’re neededQuicklyshiftshape
    • Use case 12:5permanent beta, never stand stillAdopt a‘do and learn’approach
    • Research sources1. 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)
    • 119 Willoughby Road Crows Nest NSW 2065Mobile: 0438 250709 Telephone: +61 2 9965 3783Email: david@insidecommunication.com.auWeb: www.insidecommunication.com.auDavid CrostonSocial Business Strategist