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Getting to Business Value Webinar
 

Getting to Business Value Webinar

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How can you get the most out of Yammer? These slides will cover: ...

How can you get the most out of Yammer? These slides will cover:

- Challenges and opportunities in developing and optimizing your network
- Best practices in deriving benefits, measurable and immeasurable
-How Yammer can help you set up your network for continual success

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    Getting to Business Value Webinar Getting to Business Value Webinar Presentation Transcript

    • Getting to Business Value
June 19, 2012 — 10:00 am PDT" #yamvalue @yammer!
    • Speakers! Sam Loveland" VP of Worldwide Customer Engagement! Rob Koplowitz" VP, Principal Analyst! Deb Medsker" SVP, Global Knowledge Management! Kathleen Rouse" Enterprise Application Manager! #yamvalue @yammer!
    • Table of Contents!›  Yammer Customer Success Services!›  The Business Value of Enterprise Social Networking!›  Humanizing Global Connectivity @ SMG!›  The Manhattan Associates Yammer Story!›  Panel Discussion / Audience Q&A! #yamvalue @yammer!
    • The Customer Success Mission! Customer" Solution" Success" Support" Training" Engineers" Managers" CUSTOMER ENGAGEMENT TEAMS! Maximize customer value by ensuring they adopt and engage Yammer in their daily work lives, secure and grow every renewal, and work as one team across Sales, Customer Engagement and Product! #yamvalue @yammer!
    • Being successful means changing how your work!›  Yammer enables your most valuable assets – your people! How is this›  Being successful means helping my People are making the most of this signing up!" business?" new way
 of working! Adoption Business Metrics"›  The transformation is a Metrics" journey!›  Need to put metrics where you might not Engagement Metrics" have tracked before! People are having conversations!!" #yamvalue @yammer!
    • A proven method of identifying and delivering value!›  Models for measuring adoption maturity and network health!›  Metrics and measures to support analysis of progress!›  Tying it back to organization initiatives! Define Key Project Define the Gain Buy-In" Metrics and Business Vision "" Measures" Value" #yamvalue @yammer!
    • The Business Value ofEnterprise Social NetworkingRob Koplowitz, Vice President, Principal AnalystJune 19, 20127 © 2011 Forrester Research, Inc. Reproduction Prohibited 2009 Reproduction Prohibited
    • Five big drivers of this shift§  Consumerization§  Downsizing of workforce –  Global recession –  Baby-boom retirement§  Smartphones always connected§  Cloud-based services§  Geographic spread #yamvalue @yammer!8 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • It’s not a generational issue, it’s about business value 1% 38% 35% 26% Seniors Baby Boomers Gen Xers Gen Yersb. 1920-1945 b. 1946-1965 b. 1966-1979 b. 1980-2000 Base: 1,382 US information workers who use social software at least monthly Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey #yamvalue @yammer!9 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • It’s a business issue Social software users are: Managers, directors, or executives (49%) Well compensated (52% make more than $60K a year) Late workers (Average 43.53 hrs/week & average 6.91 hrs working outside the office) Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey #yamvalue @yammer!10 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • Drive pervasive adoption §  Workers voluntarily adopt when they see value and Executive Support low barriers (high usability) §  Let the community drive the initiative Business Value §  A jam can help drive three levels of support Groundswell of Adoption #yamvalue @yammer!11 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • Make it actionable §  Funding is just the start §  Ensure that executives are Executive Support ready to participate §  Disruption is the goal not an annoyance Business Value §  Expect pressure on some organizational structure Groundswell of Adoption §  Prepare then to be uncomfortable at first §  But, it gets better #yamvalue @yammer!12 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • Demonstrate measurable business value §  Identify motivated business leaders as partners Executive Support §  Look for discrete business value §  Build a model to measure Business Value value §  Keep a running tally of wins, big and small Groundswell of Adoption #yamvalue @yammer!13 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • A typical sales process Identify Identify Define Create Existing Opportunity Team Materials AssetsHUMAN LATENCY Pursue bad Lose the deal Higher costs Inefficiencies COST/ business or based on not to due to re- due to travel, OPPORTUNITY use the wrong bringing the creation of poor approach right expertise assets communications #yamvalue @yammer!14 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • A social enabled sales process Identify Define Identify Existing Create Materials Opportunity Team AssetsHUMAN LATENCY Have we Drive Collective done this Action before? Pursue bad Lose the deal Higher costs Inefficiencies COST/ business or based on not to due to re- due to travel, OPPORTUNITY use the wrong bringing the creation of poor approach right expertise assets communications #yamvalue @yammer!15 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • A social enabled sales process Identify Define Identify Existing Create Materials Opportunity Team AssetsHUMAN LATENCY Have we Drive Collective done this Action before? Do we Find Expertise have skills? Pursue bad Lose the deal Higher costs Inefficiencies COST/ business or based on not to due to re- due to travel, OPPORTUNITY use the wrong bringing the creation of poor approach right expertise assets communications #yamvalue @yammer!16 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • A social enabled sales process Identify Define Identify Existing Create Materials Opportunity Team AssetsHUMAN LATENCY Have we Drive Collective done this Action before? Do we Find Expertise have skills? Existing Find Content/ product to Info reuse? Pursue bad Lose the deal Higher costs Inefficiencies COST/ business or based on not to due to re- due to travel, OPPORTUNITY use the wrong bringing the creation of poor approach right expertise assets communications #yamvalue @yammer!17 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • A social enabled sales process Identify Define Identify Existing Create Materials Opportunity Team AssetsHUMAN LATENCY Have we Drive Collective done this Action before? Do we Find Expertise have skills? Existing Find Content/ product to Info reuse? How do we Communicate/ get the work Travel done? Pursue bad Lose the deal Higher costs Inefficiencies COST/ business or based on not to due to re- due to travel, OPPORTUNITY use the wrong bringing the creation of poor approach right expertise assets communications #yamvalue @yammer!18 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • Use The POST Method to drive value •  Target audience People •  Social profile •  Business outcome Objectives •  How success will be measured •  How to achieve the objectives Strategy •  Policy, people & processes •  Social technologies Technology •  Information & integration #yamvalue @yammer!19 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • 2012 Activity Streams Wave20 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • 1.  Gain executive support and promote adoption21 © 2012 Forrester Research, Inc. 2011 Reproduction Prohibited
    • 2. Establish a social business council22 © 2012 Forrester Research, Inc. 2011 Reproduction Prohibited
    • stablish social m edia policy &3. E em ployee training23 © 2012 Forrester Research, Inc. 2011 Reproduction Prohibited
    • 4. Empower the business to solve customer & business challenges24 © 2011 Forrester Research, Inc. Reproduction Prohibited
    • 5. Measure business impact always25 © 2012 Forrester Research, Inc. 2011 Reproduction Prohibited
    • Thank youRob Koplowitz1 650.581.3854rkoplowitz@forrester.comTwitter: @rkoplowitzblogs.forrester.com/rob_koplowitzwww.forrester.com © 2009 Forrester Research, Inc. Reproduction Prohibited
    • HumanizingGLOBAL
    • STARCOM MEDIAVEST GROUP
    • GLOBAL SCOPE; LOCALIZED NEEDS110 offices, most with multiple agency brands/divisions83 countries7,000+ employeesNumerous multi-national clients
    • YAMMER BRINGS US ALL TOGETHER email domains merged within one network team groups facilitate global collaboration of global workforce registered external networks invite client partners to join the conversation
    • HOW DID WE GET HERE?Soft launch among “socialconnectors,” March 2009MarComm push July ‘09Dedicated CEO/Global OpspresenceMarket Week
    • MARKET WEEK:OUR OWN 15 MINUTES OF FAMEDifferent global office in thespotlight each weekGlobal attention via CEO“Announcement”Staff introductions, clientcase studies, notes about themarket…and, invariably,elements of fun
    • MARKET WEEK:TOP MARKET EXAMPLESStarcom KuwaitSMG RussiaSMG IberiaSMG South AfricaStarcom SwedenSMG Ukraine
    • EMEA MARKET WEEK RESULTS Actions taken Video views Replies Likes Employee registration
    • …AND MOST IMPORTANTLY: Humanized the global network
    • ADDITIONAL VALUE DERIVED:•  Globally dispersed MNC teams collaborate in single secure space via private groups•  Dedicated-office groups allow seamless communication in the native language (including UI)•  Desktop app provides buying teams instant updates when the market is breaking•  Global brainstorms & collaboration have contributed to dozens of successful new business pitches
    • WHAT’S NEXT: GLOBALIZING UNTAPPED VALUE•  SharePoint integration•  Mobile push•  Desktop app rollout for overseas trading desks•  Real-time chat/email reduction (dashboard)
    • THANKS! #yamvalue @yammer!
    • The  Manha(an  Associates  Yammer  Story   Forrester  Webinar   Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
    • About  Us  •  20+  years  Supply  Chain  Leadership  •  Best-­‐of-­‐breed  solu>ons  &  services  •  Exper>se  Focused  on  Customer   Success  •  ManhaFan’s  SCOPE:  Supply  Chain   Op>miza>on—Planning  through   Execu>on   40   Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
    • Structure  to  Achieve  Success  in  Social   Collabora>on   Success  is…   Driven  by…   Ge5ng  answers   Oversight   to  most  pressing   ques;ons   Communica>on  &   Educa>on  Making  our  jobs  easier/ Saving  ;me   be(er   Measurement   Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
    • High-­‐level  Overview   Network  at  7-­‐months:   ~2,200  users,  ~30,000  messages  posted   Percent  of  Engaged  Members:   77%  in  May  down  from  peak  of  95%  in  Feb   Global  Profile  Comple;on  Stats:   81%  populated  Exper>se   86%  entered  a  Loca>on   78%  entered  their  Work  Telephone   93%  uploaded  a  Photo   Messages  Posted  per  Member:   ~1.5  Msgs  per  Member/Mo  down  from  ~2  Msgs  in  April   42   Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
    • Healthy  mix  of  Cross  Departmental  Message  Contribu>ons   Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
    • Social  Collabora>on  Program  Metrics   Group  Metrics   Ques;on  Usage   User  Metrics   Topic  Usage   Health:  Top   Health:  All   %   Health     %     Health     %   Health     %  of  Groups     10  Groups   Groups      Msgs  w/      2+  Admins     Msgs          Exper;se     Topics        Msgs  w/      Following  Taxonomy   Answered        Loca;on     Topics  in   Groups        Cross-­‐GEO  Msg   Answered  in      Topics  w/  10+        Telephone    Distribu;on†   Groups   Msgs          Cross-­‐Func;onal  Msg      Topics  w/  2+        Photo    Distribu;on†   Msgs          Cross-­‐GEO  Membership        Ac;vists    Distribu;on†   (90+  Msgs)  *        Cross-­‐Func;onal        Supporters    Membership  Distribu;on†   (10-­‐89  Msgs)  *        Listeners          Business-­‐related  Msgs  ₒ   (0-­‐9  Msgs)  *   †  Calculated  for  Support,  Design  &  Client  Groups  only     Monitoring  before  determining  Adop>on  Level   ₒ  Based  on  number  of  messages  in  Interest  Groups   Good  Adop>on:  80%  and  above   *  Avg  of  11  Msgs/User,  Std  dev  of  41  Msgs      Industry  Standard  Dictates  Healthy  Networks  Consist  of:   Avg  Adop>on:  60-­‐79%      1%  Ac>vists   Poor  Adop>on:  59%  and  below      9%  Supporters      90%  Listeners   Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
    • Recap  Going  back  to  Success…   The  Manha(an  Journey…     Adop;on  Metrics   Ge5ng  answers   Engagement  Metrics   to  most  pressing   ques;ons     Up  Next…   Business  Metrics  Making  our    jobs  easier/ Saving  ;me   be(er   •   Billability,  U>liza>on   •   On-­‐Boarding  Experience   •   Global  Scalability  of  Tools  &        Processes   Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
    • Panel Discussion! Sam Loveland" VP of Worldwide Customer Engagement! Rob Koplowitz" VP, Principal Analyst! Deb Medsker" SVP, Global Knowledge Management! Kathleen Rouse" Enterprise Application Manager! #yamvalue @yammer
    • Start your business value journey today!!Visit yammer.com for more information.
!For existing customers, contact your Account Manageror Customer Success Manager for additional details.
!For new customers and prospects, please call888.926.7377! #yamvalue @yammer