• Save
How to choose an Enterprise Social Network (ESN)
Upcoming SlideShare
Loading in...5
×
 

How to choose an Enterprise Social Network (ESN)

on

  • 3,717 views

The ESN meets a more abstract set of business requirements, selected to address a list of ...

The ESN meets a more abstract set of business requirements, selected to address a list of
long- standing functional challenges, e.g. increasing employee engagement, enhancing collaboration, better access to knowledge, reducing travel costs, speeding up business processes, or enabling the future of work.

Statistics

Views

Total Views
3,717
Views on SlideShare
3,068
Embed Views
649

Actions

Likes
4
Downloads
5
Comments
3

7 Embeds 649

http://www.scoop.it 571
https://twitter.com 63
https://connections.bea-services.com 8
http://www.antoniovieirasantos.com 3
https://www.rebelmouse.com 2
http://www.linkedin.com 1
https://www.linkedin.com 1
More...

Accessibility

Categories

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

13 of 3 Post a comment

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

    How to choose an Enterprise Social Network (ESN) How to choose an Enterprise Social Network (ESN) Presentation Transcript

    • Enterprise Social Network Why and How to select an ESN - for the C-Suite Empower Collaborate
    • Success requires a detailed implementation process “ “ ... We need full contact with reality — namely actual business processes — to see if we’re on the right track. Unfortunately, our internal stakeholders are usually uncomfortable being the subjects of such experimentation. 2 The Value of Social Business: Exploring the ROI Question Dion Hinchcliffe April 2012 Empower Collaborate
    • McKinsey global institute Three key studies - social technologies in the enterprise Results by those companies successfully integrating social (comparative): Up 15% Up 20% Sales revenue Marketing effectiveness McKinsey also finds that by fully implementing social technologies, companies have an opportunity to raise the productivity of high-skillknowledge workers by 20 to 25% 1. Nov 2011 The social economy: Unlocking value and productivity through social technologies 2. July 2012 How social technologies are extending the organization 3. May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy Empower Collaborate Up 20% Customer satisfaction Recommended reading: May 2013 Ten IT-enabled business trends for the decade ahead Nov 2012 Capturing business value with social technologies 3
    • IBM talent acquisition and retention Study of IBM clients using social technologies for HR In particular for talent acquisition and retention. 30% faster new hire time-to-value 15% increase employee retention 20% faster 4 access to experts Sandy Carter IBM VP Social Business July 15, 2013 http://socialbusinesssandy.com/2013/07/15/top-roi-use-cases-for-social/ Empower Collaborate
    • Two companies results Morgan Stanley Wealth Management Acquiring new clients and building their books Of the financial advisors using social daily (during a pilot) 40% had brought in new business from their social media usage.* *MITSloan Report: Social Business: shifting out of first gear, July 2013 Social ROI – We’re working on it 2,545 respondents from 25 industries and 99 countries. 5 Royal Bank of Canada Customer satisfaction Recorded an 18% improvement through the use of internal social technologies.† †Reported by IBM, June 2012 Empower Collaborate
    • Overview of Business Benefits ESN provides tangible and intangible business benefits, under 3 main categories: Improved Efficiency and Business Culture via: 1. Leveraging knowledge across Business Units, Locations, Age and Experience* 2. Increasing communication speed* 3. Increasing Employee / Stakeholder engagement and work satisfaction* 4. Simplification of processes 5. Breaking down silos Minimising variable Costs such as: 10. Training / On-Boarding* 11. Printing / Emailing / File sharing 6 Increased Revenue via: 6. Improving speed to market 7. Solving problems quicker (customers / providers)* 8. Increasing innovation* 9. Increasing productivity *refer Sandy Carter IBM VP Social Business Sales & Evangelism July 1 2013 Empower Collaborate
    • Team Business Benefits Social inside can help on these counts: Talent on-boarding and induction 1. Continue induction experience beyond formal group sessions 2. Help bond and form relationships in workgroup 3. Highlight relevant people and knowledge groups – “crack the knowledge networks” Corporate Communications 1. Share and connect effectively across time zones 2. Management of issues across time zones 3. Better document and media sharing & management Cross Sales 1. Finding expertise 2. Knowledge exchange 3 Training e.g. repository of voice calls Cross Departments Connection 1. Finding knowledge and expertise 2. More efficiently communicating with other teams 3. Innovation Empower Collaborate 7
    • ESN two selection lenses Target Features Lens Business Requirements Lens The ESN meets a desired set of target features that’s believed to be desired within the organisation, such as employee profiles, document sharing, short-messaging, news feeds, file syncing, or mobile knowledge access, along with supporting technical capabilities like application integration, search, administration consoles, and governance features. The ESN meets a more abstract set of business requirements, selected to address a list of long-standing functional challenges, e.g. increasing employee engagement, enhancing collaboration, better access to knowledge, reducing travel costs, speeding up business processes, or enabling the future of work. Empower Collaborate 8
    • 1 Overview of ESN functions Functions Details Adoption Benefits Applications (forums, blogs, Beyond micro blogging and actvity streams, Functionality matches users’ needs and activities more wikis, files, calendars, etc.) specific applicatons to support diverse actvites. closely. Not me wasted using yet another tool. Authentication & membership (login, permissions) Integration into identity management systems and fine grained permissions. Rich user profile (details, roles, points, connections, teams, own contributions) and personalisation of layout, content, language. Ease of access via single sign on, simple and uncluttered navigation and content due to data segregation and permissions. A rich profile for users to present themselves and a personal space for them to work from. Customisation Branding, naming conventions, navigation and layout. Easy customisation and extension using scripting languages and administration console. Create new applications using a platform API. Looking good + branded = enjoyable & familiar. Familiar terms, not imposed by the solution. Simplicity and UX consistency of screens. Create new functionality and don’t multiply tools. Integrations & add-ons Mail gateway and integration with enterprise solutions (e.g. Lync, SharePoint, Fast). Mobility. API available to build more integrations. Users can follow conversations and even contribute via email or in a mobile application. Useful integrations with other Enterprise Apps (e.g. Activity Stream or Related Content in CRM). Advanced search for content, people, place, etc. Integration with enterprise search solutions (e.g. FAST). Finding everything and anything easily via keywords (topics), authors, places, and more. Search Empower Collaborate 10
    • 2 Overview of ESN functions Functions Details Adoption Security Permissions to access (view) or contribute to the community and specific areas (teams), applications within teams, and documents in applications. Defence against intrusion, (solid authentication SSL, banning of IP addresses or users), spam, and offensive content. Logging of events. Legal discovery. Simplified view of a potentially complex community structure. Reliable confidentiality of information both within the collaboration platforms (members permissions) and externally (non members’). Safe and clean environment free of spam and other offensive content. Social Engagement Micro Blogging and Activity Streams, @mentions, #tags, files, conversations, friends/connections. Comments, Ratings, Like, Report. Reputation, author and content scorings. Familiar and very up-to-date experience inspired by social web solutions (online forums, blogs, wikis and social networks we already use in both our personal and professional lives). Structuring collaboration / conversations in teams (groups) and sub teams = by areas / depts., topics, projects, or other. Allowing to join teams (and sub-teams) freely, or with validation or even invitation only. Content is organised and can be subscribed to selectively. Private or open groups can be established to suit organisation. Multiple levels a plus. Teams Search Administration and developer tools including licenses, site permissions, navigation and content customisation, event logs and exception reports, jobs scheduling, emailing. Empower Collaborate Admin users or power users without technical knowledge can easily deploy & configure without the need for IT or vendor support. 11
    • User adoption & business value at scale Communities – e.g. broker Vertical Integrated Social – e.g. Calypso Enablement of Future of work/Mobile Gamification Integrated Analytics & reputation (people & media) Integrated Deployment – Future of work/Mobile Integration to horizontal processes – HR, Finance Integration to file sharing, conferencing Business Teams Customisation - UX Applications - Wiki, Blogs Enterprise search integration Base Integration – SSO, Security, AD Social Engagement – e.g. Microblogging Empower Collaborate 15
    • Key decision criteria What Why Recommendation Data Privacy Patriot Act and PRISM have clear implications on the privacy/confidentiality Either restrict business use to non confidential data OR implement of company data with most cloud solutions hosted in USA. a controlled ESN. ESN could either be a destination or an experience delivered within Implement an integrated (simple but valuable) horizontal and business processes from basic SSO to creating engagement related to (integrated team based) vertical ESN strategy. Integration, incl everywhere business processes (business benefits). Enterprise wide Deployment model to a vertical (e.g. CRM) and/or to the entire organisation . Both model options should be considered as often the ROI is related Mobile Varying level of ESN mobile support and some solutions have their own Mobility should be enabled through the FOW strategy and the app strategy while others offer integration. ESN should support the socialization of mobile app experience. to the vertical and the cultural change is related to the horizontal. Legal discovery Discovery would support governance, HR, and legal requirements of client. Legal discovery is a must. Analytics Understanding the MBL team ESN use and reputation of people / media 16 The notion of analytics everywhere and reputation is a must. would support successful adoption. Investment The mode of delivery by the ESN vendor (cloud, hybrid, or on-premise) will Select an ESN solution that has a modular functionality deployment effect the cost, flexibility, me, and functionality in deployment options. Implementation approach with the target data environment to be on-premise data. ESN funding model will support deployment. Base level investment in limited horizontal functionality and identifiable vertical/team-based business benefits (& related functionality). Customisation Ul/ Varying ability of ESN vendors to modify UI and personalisation based on personalisation role and reputation. Customisation is key to business benefits. Empower Collaborate ESN solution must be customisable at the team level and be able to be end-user personalised.
    • Keys to ESN success Empower Collaborate 17
    • Keys to ESN success 1. Sponsorship is not enough! Executives have to change their work habits also. 2. Establish and Communicate Value Establish gaps, problems. Lead with value, not with functionality. 3. Assemble a Cross-Functional Project Team Corporate Communications and IT play critical roles. Embrace a move from ownership to enablement. 4. Develop Meaningful Business Benefits Business benefit templates. Baseline data. Complete business benefits before launch. 5. Identify and Train Champions You need feet on the streets. Early adopters and group owners. Look for the influencers. Train on the WHY not just the how. 6. Internal Marketing Campaign Have the Leaders launch the ESN. Market it with tips and success stories. 7. Pro-actively Manage Teams & Engagement Do the analytics. Weed inactive or redundant groups. Promote conversations and engagement. Empower Collaborate 18
    • ESN success examples by factors Key success factors 1. Wells Fargo, Telstra, Dow Chemicals, TD Bank 2. Establish and Communicate Value Walgreens, Dow Chemical 3. Assemble a Cross-Functional Project Team TD Bank 4. Develop Meaningful Business Benefits Swiss Re 5. Identify and Train Champions TD Bank, Swiss Re, Dow Chemical 6. Internal Marketing & Training Wells Fargo, TD Bank 7. Pro-actively Manage Teams & Engagement Swiss Re Empower Collaborate 19
    • Global ESN implementations – Learnings 20 Empower Collaborate
    • Roadmaps Empower Collaborate 21
    • Next steps 1 Select ESN platform 2 Enable the organisation by business (vertical) strategy and relevant ESN features business use cases Define & deploy horizontal strategy and functional/ technical architecture framework including: playbook, change agent, training & change management Empower Collaborate 22
    • Horizontal & vertical Enterprise-wide Team-based Select platform and prepare technical environment – security, integration Scope business benefit and establish baseline business purpose Develop high-level “Social Playbook” – why, who, where, expectations Start with simple features – training Risk resolution – Legal, Compliance, Comms, IT and set guidelines Find champions and advocates Establish Steering Group Ensure sufficient technical and feature support On-board executives and relevant others (with training) Regularly review wins and clear roadblocks Prepare internal marketing, Comms and training - launch Set quarterly targets Empower Collaborate 23
    • People, processes & platform People Processes Enrol Champions Group Set Business Priorities Team Teams Govenance Repeatable Group & Risk Playbook Admin Engage Steering Define & Rank Use Cases Platform Select Architect Configure Deploy Use (Horizontal) X Weeks & Install X Weeks Cases Empower Collaborate Engage Integrate 24
    • 8 Eight implementation recommendations Empower Collaborate 25
    • 1 Start simple simple yet valuable features that employees will be comfortable with (such as rich profiles and microblogging) before adding new ones Don’t roll out everything at once as it will overwhelm employees and the learning curve will be steep Empower Collaborate 26
    • 2 Make it easy & useful Properly plan, resource and execute the “horizontal” use case: 1. Single-sign on 2. Access to people / profiles – pre-populate as a project 3. Access to data (as determined by the initial use cases) 27 Aim for the lowest friction in using the system. The goal is engagement at scale. Empower Collaborate
    • 3 Enterprise – wide planning Develop high-level “Enterprise Social Playbook” – why, who, where, expectations Risk resolution – Legal, Risk, Compliance, Comms, IT and set guidelines Steering Group and relevant other leaders (with training) 28 internal marketing, comms and training – launch Social Business Change Agent Social Educa t ion Social Netwo rks Sales Promo tio n Empower Collaborate Engag e
    • 4 Develop a community playbook Guide the creation of communities: KISS – keep it simple to start Purpose – Describe why the community exists? Players – intended members and any entry criteria Payoff – in business terms as best you can Process – who is the owner, the administrator, the champion Protection – get risk / compliance sign-off Productivity - what is the process to review and improve the performance Social business isn’t just about collaboration - it’s about making people more productive. Empower Collaborate 29
    • 5 Design use cases deliberately Be deliberate in choosing use cases: Leverage hand-picked business units with clear use cases to become peer advocates Use deliberate design thinking when it comes to understanding workflow and then enabling relevant features and will be active Train tactically not comprehensively Monitor analytics and react Ensure community management, marketing, promotion, and “wins” is coordinated across the company – share Empower Collaborate 30
    • 6 Social business change agent A role, not necessarily a position: appropriate training including training media - videos Facilitate newsletters, comms, wins Coordinate with community champions compelling success stories which connect to company goals Empower Collaborate 31
    • 7 Training – keep it simple Keep training specific: Simple features simple training employees to use social communication effectively is to conduct day in the life training sessions, walking them through a handful of scenarios relevant to their daily use. Teach simple techniques such as format @mention (manager’s username), hashtag (customer name) Empower Collaborate 32
    • 8 Focus – use cases & change management The real key to adoption & use is tied to the change management efforts during the implementation and to the specific use cases. N E W 33 S Encourage Empower Collaborate Enable
    • The best route to Social Business ROI 34 Empower Collaborate
    • The best route to Social Business ROI Treat social as a non-linear journey, not a project. Social business is about culture change, process change, and allowing an emergent strategy. Transactional engagement is just as important as open-ended engagement. Don’t miss a major part of the value by encouraging only general purpose collaboration, Focus on specific aspects of how the business work and improving that with social. The adoption process is not sequential, nor will it look much like anything you’ve done until now.  Deliberately cultivating unexpected value creation, and other means of becoming true digital businesses is key to unlocking both the short and long term value. Feedback loops powered by measurement and optimization = success. Use base cases and ways to track benefits and the power of the analytics to tune the efforts. Put social into the flow of work, don’t overly compartmentalize or silo it. Connect your systems of record with systems of engagement or significant value won’t be realized.  If your social business effort isn’t directed at your organization’s top problems, then maybe it’s not a surprise it isn’t perceived as delivering major value. You mostly won’t get credit for emergent outcomes, don’t even try. But that doesn’t mean you shouldn’t do as much as reasonably possible to encourage them. Whatever you do, baseline before and after. This alone will typically validate your effort. All you generally need to do is measure direct outcomes, that’s usually enough to justify the whole social business effort. Empower Collaborate 35
    • Key Performance Indicators Empower Collaborate
    • – We’re working on it “In reality we have very little to prove the worth of the Social Enterprise. We have some academic studies, we have some anecdotal evidence, a few (very few) published use cases where metrics are involved, and we have a whole lot of “it makes sense, just look at it. The reason adoption has gone as far as fast as it has is not about ROI. Rather, it’s because of: a) the extent to which the old models are failing & b) the extent to which many people deeply resonate with the new models. 37 Predicting the ROI of any enterprise investment can be tricky. At my company, we have a whole team of people called “Value Engineering” that dedicate their time to calculating these things. But when the topic is social business or enterprise 2.0, the challenge is much, much bigger.” Deb Lavoy in Social Enterprise ROI: Measuring the Immeasurable Apr 12, 2012 Empower Collaborate
    • Kinship is all about the affinity between people – the connection and relationship that two or more people share. KINSHIP enterprise is a social business consultancy that believes every organisation has the potential to become a true social business –a business that empowers its people to achieve and innovate through collaboration. 38 Contact Details Lvl 8, 153 Walker St. N. Sydney NSW 2060 W www.kinshipenterprise.com P 1300 KINSHIP E contact@kinshipenterprise.com T @KINSHIPe Empower Collaborate