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Lessons from Making Oracle a Social Enterprise
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Lessons from Making Oracle a Social Enterprise

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Gartner PCC 2013 presentation on how Oracle Social Network has changed the way Oracle collaborates

Gartner PCC 2013 presentation on how Oracle Social Network has changed the way Oracle collaborates

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Lessons from Making Oracle a Social Enterprise Presentation Transcript

  • 1. 1 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Social Collaboration SuccessJosh LanninSenior Director of Product Management, Oracle Social NetworkLessons from Making Oracle a Social Enterprise
  • 2. 2 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.The following is intended to outline our general product direction. It is intended forinformation purposes only, and may not be incorporated into any contract. It is nota commitment to deliver any material, code, or functionality, and should not berelied upon in making purchasing decisions. The development, release, and timingof any features or functionality described for Oracle’s products remains at the solediscretion of Oracle.
  • 3. 3 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Once Upon A Time…• There was a large, multinational corporation (Oracle)with over 110,00 employees servicing the needs ofthousands of the largest companies and organizationson the planet• Yet the like any large company, there were a set ofcollaboration challenges that it’s employees faced due toits size and diversity
  • 4. 4 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.ChallengesCorporate initiatives relied on top-down email blasts to communicateinformation…Signal
  • 5. 5 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Challenges• Operational events across multiple time-zonesand geographies were difficult to track and reactto as they unfold• Coffee is not the answer
  • 6. 6 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Challenges• Sales teams can be verylarge due to the solutionsinvolved; yetcommunication betweenthe sales teams waslacking….The customerwants to improvetheir call centerThe customerwants us to calltheir CIOWe need to sellthe customer anExaLogicWe need todemonstrate aVOIP SolutionThe customer hasalready has SiebelThe customerwants to replacetheir call center
  • 7. 7 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Introducing a Social Network• Oracle Social Network was deployed internally in 2010and made available to all employees• While supported by IT and management, adoption of thetool has relied on organic (self-signup) adoption• Today 44k employees have accounts on the network• Let’s take a look at how it is used, and some of ourlessons learned from both a cultural and technologyperspective
  • 8. 8 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.‘Classic’ Enterprise Social - Meet Daryn Mason• Daryn, a senior salesdirector, independently hasdecided to sales post newsand information to hisSocial network• Dayrn is known as anexpert in particular productareas – based on hisprofile, wall postings, andfollowers• He has accumulated 720followers worldwide, whoread and engage on hisposts which matter to them.
  • 9. 9 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Lessons Learned• Do not let ‘Social Naysayers’ stop you from rolling out a social network forinformation sharing– Provide the right set of social tools for people to broadcast information, and it will be used forsharing valuable business knowledge– Not everyone in a business is going to become social, but there are guaranteed to be enoughpeople in your organization who will use it--- whether they ‘have to’ or not.• Use Community to encourage being Social– ‘Wall of the Week’ to promote top contributors and contribute tips on being a successful socialcontributor• Value adds to look for in a social product• Instantly recognizable compared to consumer Social Networks (Enterprise Directory versus Social Profile)• Both a complete set of enterprise profile information (title, experience) and personally identifiableinformation (profile pictures, rich text messaging, strong document viewing capabilities)
  • 10. 10 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Quarterly IT Maintenance at Oracle• Oracle IT updates thousandsof services, storage, servers,and networks on a quarterlybasis• Hundreds of individuals areinvolved across multiplegeographies– The last quarterly maintenanceinvolved 25 different sites worldwide• Historically tracked inwikis, email, chat rooms
  • 11. 11 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Running Social Operations• Conversations used by ITduring maintenance windowsto provide persistent real-timeupdates• Facilitates knowledge transferacross rotating groups ofindividuals• Allow you to take screenshotsof information and put thoseright into the Conversation• Enables people to learn andmeet each other andunderstand their roles
  • 12. 12 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Replace Meetings with Conversation based ‘Office Hours’• Product team tofield Conversationssupplement regularmeetings• Persistent, alwaysavailable• Serviced not just byproduct teams butby fieldcommunities
  • 13. 13 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Lessons Learned• Maintain a historical record of collaborative activities is particularlyuseful when you have large, distributed teams• Look to existing collaborative processes which happen on areoccurring basis and involve real-time meetings as ones tosupplement with a Social interaction model• Value adds to look for in a social product• Ease of use through supporting a variety of client interfaces (web, desktop, mobile, email)• Richer collaboration = improved uptake (web conferencing, document co-browsing andannotation)
  • 14. 14 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Tale of a LAD Sales Team• A sales geography that does a very large volume insales each quarter was looking to track and improve theproductivity around their deals.• Top sales management was seeing ‘on the ground’uptake of the consumer group messaging application‘WhatsApp’ to collaborate on deals– Real-time, mobile, connected– Challenges in limited functionality, legal security and compliance
  • 15. 15 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Product Enhanced to Match Consumer PushMessaging Capabilities Required by Sales• The product team rushed todeliver push messagingcapabilities on all SocialConversations, providing thecapability to replace WhatsAppusage• In addition to delivering thisfunctionality, the LAD teamcreated self-service trainingmaterials for their teams on howto use these features in theirown sales context
  • 16. 16 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.LAD Top Deals Initiative• In Q3, +500 TopDeals Opportunityconversations inOSN• For each Top Deal,all the members ofthe Sales teamsactivelyparticipating in theOSN conversation,from VP to SalesRep to Legal
  • 17. 17 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.OSN in Fusion CRMIntegration of Social Network in CRM System Facilitated Collaboration
  • 18. 18 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Top Deals Tracked as Conversations – with Push Messaging• Each Conversationhas groups of keySales people asmembers• Side-barConversationscreated to handlerelated topic withdifferent members• Conventionsestablished on whatContent to share inOpportunities
  • 19. 19 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Growth in Usage of OSN in LAD Region0510152025303540455013Q1 13Q2 13Q3% of RegionalVP OrganizationInflection point frommanagement involvement
  • 20. 20 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Custom Reports Created For Sales Leadership
  • 21. 21 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Lessons Learned• Adapting technology to ever evolving consumer patterns matter, andthose consumer patterns will vary between geographies– In LAD, mobile push messaging was vital. WhatsApp was more ‘Social’ thanFacebook as a paradigm for those users• Top Management requiring usage of a tool can have a huge impacton productivity and uptake of social tools• Social Tools benefit from organizers as well as collaborators– Defining and populating groups with the right individuals is key• Value adds to look for in a social product• Ties to Enterprise Business Systems will drive adoption, select a vendor that will or can be integrated intoyour applications• Deep set of mobile capabilities can be critical if your workforce is commonly out of the office at customersites• Topic oriented versus single feed
  • 22. 22 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Product Feedback• It is no secret that Oracle is expanding its capabilitiesthrough acquisitions• Bringing new talent into the company is a realopportunity and challenge to learn from all those teammembers
  • 23. 23 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Eloqua Feedback Conversation• Our Eloqua teamhas significantexperience using anumber of SocialNetwork tools• Conversations werecreated for them toask questions andgive feedback onthe usage of theOracle SocialNetwork, servicedby SocialAmbassadors
  • 24. 24 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Lessons Learned• Consider creating a ‘Social Ambassadors’ team thatfacilitates communication, communicates tips and tricks– Be prepared for individuals to have strong opinions on how things ‘should’ workand make them your ambassadors• A diversity of Social interaction patterns is making adoption morecomplex; people expect your Social Network top operate likeFacebook, LinkedIn, and Twitter- even in contradictory ways• Be prepared to ‘translate’ ways of working socially to how the product you have chosenfunctions– Listen to the community feedback and respond quickly and transparently
  • 25. 25 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Oracle Social NetworkA Secure Collaboration Tool for Everyone You Work WithEnterprise collaborationthrough real-time ConversationsEngageUpdates streamed fromacross your businessInformPurposeful social networkingwithout the noiseDriveIntegrates into your businessapplicationsExtend
  • 26. 26 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.Oracle Social Network As A Part of Oracle Applications3rd Party AppCRMHCM ERPCustom AppSelf FormingTeamsDefined TeamsApp InformationContentExpertsEscalationTeam ProjectNew HireNew ContractDisruptionOracleSocialNetwork
  • 27. 27 Copyright © 2013, Oracle and/or its affiliates. All rights reserved.