Social business adoption

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My views and approach to implementing a successful social business adoption project.

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  • We all have computers – at home, at work, in our pockets, in our cars – everywhere. Yet we still perform the majority of our work the same way.
  • Social business adoption

    1. 1. SOCIAL BUSINESS ADOPTION USING SOCIAL BUSINESS PATTERNS & ITERATIVE ADOPTION FOR COLLABORATION SUCCESS 1 © 2013 IBM Corporation
    2. 2. 28% of a typical day is spent working on email* * 2 McKinsey, 2012 © 2013 IBM Corporation
    3. 3. Up to 1 day per week is lost simply looking for information to help you do your job* 3 * “Evolution of the networked enterprise”, McKinsey & Co, March 2013, p 46. © 2013 IBM Corporation
    4. 4. Workers can be 25% more productive when they can easily access the information they need* * “Evolution of the networked enterprise”, McKinsey & Co, March 2013, p 46. 4 © 2013 IBM Corporation
    5. 5. “CIOs focused on cross-enterprise growth continuously tune business processes and internal collaboration to gain tighter integration.”* * IBM CIO Study, 2011 5 http://ibm.co/jNnCXp © 2013 IBM Corporation
    6. 6. LiSTENING TO OUR CUSTOMERS 6 © 2013 IBM Corporation
    7. 7. Our customers find… 90% report measurable gains Communication Communication & Information & Information Management Management Issues Issues 7 © 2013 IBM Corporation
    8. 8. 90% of Organizations report measurable benefit by being more “Social” Having open discussions Better management of meetings Developing social business processes 8 Working collaboratively on documents Connecting people by job role Make it easy to interact anywhere Collecting knowledge & sharing Better management of projects © 2013 IBM Corporation
    9. 9. Basic “Social” Skills Better management of meetings 9 © 2013 IBM Corporation
    10. 10. Better management of projects 10 © 2013 IBM Corporation
    11. 11. Working collaboratively on documents 11 © 2013 IBM Corporation
    12. 12. Developing social business processes 12 © 2013 IBM Corporation
    13. 13. Collecting knowledge & sharing The Activities sidebar makes it easy to collect and store knowledge. 13 © 2013 IBM Corporation
    14. 14. Our customers find… 30% increase in speed of access to experts. Expertise & Expertise & Skills Skills Issues Issues 14 25% increase in productivity. Knowledge Knowledge Sharing Sharing Problems Problems © 2013 IBM Corporation
    15. 15. Our customers also report… Reduce 50%83% failure rate Issues with Issues with Mergers & Mergers & Acquisitions Acquisitions 15 Reduce injury claims by 9% Issues with Issues with Workplace Workplace Safety Safety 20% increase in customer satisfaction 20% increase in employee retention A need to A need to engage with engage with customers in customers in better ways better ways A need to A need to retain & attract retain & attract good staff good staff © 2013 IBM Corporation
    16. 16. …”nine out of ten executives whose organizations use social tools report some measurable business benefit with employees, customers, and business partners.” “Evolution of the networked enterprise”, McKinsey & Co, March 2013 16 © 2013 IBM Corporation
    17. 17. WHAT IS A PATTERN? 17 © 2013 IBM Corporation
    18. 18. Finding Expertise 30% increase in speed of access to experts. Customer Examples Omron Electrolux Cemex TD Bank Lowes Dutch Tax Office • • • • • • • Don’t know what we know • Can’t Issues the Current find right person • Don’t know if we have particular skills • The same problem is solved over and over • Build expertisecapture into Future Approaches business processes. • Make it easy to recommend, like, comment. • Profile staff & their expertise. Quick Questions to ask yourself • Can you think of any situations where something has gone wrong because the right person could not be found? • How many times has a solution been re-invented? • How do you capture the years of experience your retirees have collected over the years? 18 © 2013 IBM Corporation
    19. 19. Finding Expertise 30% increase in speed of access to experts. • Don’t know what we know • Can’t Issues the Current find Practical Solutions right person • Don’t know if we have particular skills • The same problem is Move projects, meetings and social network Internal solved over and communications to the social platform with exper Connects people over Encourage those with expertise Form communities to offer it and share it across the organization 19 © 2013 IBM Corporation
    20. 20. Finding Expertise 30% increase in speed of access to experts. Empower employees to perform 40% increase in sales for new construction VCC empowered its managers with instant access to relevant information from across the organization to accelerate their sales efforts 20 VCC built deeper expertise into its sales system, providing managers with instant access to relevant industry, customer and project data © 2013 IBM Corporation
    21. 21. Innovation & Knowledge Sharing 25% increase in productivity. Customer Examples • Hamm Reno • Akka Technologies • Bosch • Danone • SQA • Information lives in silos all over the Current Issues organization. • We don’t know what we know. • We don’t know what we have. • Information is lost or out of date. • Opening departments and workgroups for access by Future Approaches any employee. • Debate, discussion and working in the open. • Central sharing of all content. Quick Questions to ask yourself • What is the likelihood of your customer support staff researching the answers to the same issues over and over? • How do you go about capturing and developing new ideas for new products or services, or to improve how you work? • When people leave your organization, what happens to the knowledge they have gained? 21 © 2013 IBM Corporation
    22. 22. Innovation & Knowledge Sharing 25% increase in productivity. • Information lives in silos all over the Current Issues organization. • We don’t know what we know. • We don’t know what we have. • Information is lost or out of date. Practical Solutions Use a portal to connect Manage, integrate and systems centralize knowledge Encourage those with knowledge Form communities to offer it and share it across the organization 22 © 2013 IBM Corporation
    23. 23. Innovation & Knowledge Sharing 25% increase in productivity. 40-50% use social tools regularly Electrolux competes effectively in the marketplace by encouraging superior innovation via social tools throughout the enterprise 23 © 2013 IBM Corporation
    24. 24. Mergers & Acquisitions • failure to meet expectations Reduce the 50-80% Communication Customer Examples • • • • • Omron TD Bank RBS Camelot SNCF with acquired or merged organization is difficult • Merged Current Issues organization focuses internally, not on customer – revenue suffers • Key people leave • Social Collaboration provides common visionApproaches Future approach • Portals pull merged information together • Clear communication engages staff Quick Questions to ask yourself • What efforts do you take to understand how the merged organization will motivate and engage its staff? • How do you establish a common management vision with the merged or acquired organization? • What steps are taken to keep focus on the customer? 24 © 2013 IBM Corporation
    25. 25. Mergers & Acquisitions • Communication Reduce the 50-80% failure to meet expectations with acquired or merged organization is difficult • Merged Current Issues Practical Solutions organization focuses internally, not on customer – revenue suffers Engage everyone, get feedback Set the vision with managem • Key people through forums, wikis, blogging, status updates blogs and leave communities Integrate systems, profiles and people Form communities with a portal, instant messaging across the merged and networks organization to bring knowledge and expertise together 25 © 2013 IBM Corporation
    26. 26. Mergers & Acquisitions Reduce the 50-80% failure to meet expectations Business Challenge – Sales by country; clients spanned geography – 2 Divisions sell related solutions to same client Results – Established sales communities to move to:  Pan Geographic  “One Omron to Client” 26 © 2013 IBM Corporation
    27. 27. Recruiting and Onboarding 30% increase in speed of time-to-value for new recruits. Customer Examples • NHS (Kenexa) • Cabela’s • TD Bank • High staff Current Issues turnover • Difficulty attracting good talent • Difficulty making new staff productive • External communities help attract new hires & bring Approaches Future them in. • Social network connects new staff to key colleagues • Gamification can drive engagement by 80% Quick Questions to ask yourself • What steps do you take to predict your recruitment needs? • What staff development steps do you take to retain key talent? • When staff leave your organization, what steps do you take to help them on their way and get valuable feedback from them? 27 © 2013 IBM Corporation
    28. 28. Recruiting and Onboarding 30% increase in speed of time-to-value for new recruits. • High staff Current Issues Practical Solutions turnover • Difficulty attracting good talent • Difficulty making new Establish external Onboard new hires throug staff communities to attract new talent external and internal commun productive automatically set up their net Encourage early participationsocial network Use the in your social environment by to form new-start buddy introducing themselvesrelationships 28 © 2013 IBM Corporation
    29. 29. Recruiting and Onboarding 30% increase in speed of time-to-value for new recruits. Apollo Group Attracted the right people through a branded website that appealed to the right candidates $2 Million savings in recruiting costs 29 © 2013 IBM Corporation
    30. 30. Reinventing Customer Engagement 100% higher lead to close ratio from social engagement Customer Examples • Dallas Children’s Medical Center • Sennheiser • BASF • Pressure to build and share expertise for competitve advantage Current Issues • Increasingly influential & vocal customers • Growing demand for 24/7 service & mobile access • Listen & react to social media presence • Connect social Future Approaches media to social business processes • Customer advocacy groups • Mobile Quick Questions to ask yourself • Does your product or service development consider what your customers say about your product on social media? • How are you adopting your “shop window” to today’s business requirements? • Do you know what your customers expect from you after they buy? 30 © 2013 IBM Corporation
    31. 31. Reinventing Customer Engagement 100% higher lead to close ratio from social engagement • Pressure to build and share expertise for competitve advantage Current Issues Practical Solutions • Increasingly influential & vocal customers • Growing demand for 24/7 Engage everyone, get feedback Bring social media feedbac service & mobile through forums, wikis, blogs and into your internal system access communities Integrate expertise Become mobile – consider location and instant messaging into your a mobile portal or custo customer support so that problems app to integrate with you are solved more quickly. customers’ needs. 31 © 2013 IBM Corporation
    32. 32. Workplace & •Public Safety Difficulty in getting engagement in 30% increase in speed of access to experts. Customer Examples • Cemex • Jersey City Fire Department safety training • Feedback and revisions to safety information Current Issues complex and often incomplete • High rate of preventable accidents through poor training • Crowdsource safety Future Approaches improvements. • Capture comments and incidents while mobile • Deliver training in easy format. Quick Questions to ask yourself • How do you locate experts in your organization to consult on safety issues? • Would ensuring feedback from employees on safety issues improve your safety management? • What impact would reducing the time and cost involved in investigating and resolving safety incidents have on your profitability and reputation? 32 © 2013 IBM Corporation
    33. 33. Workplace & Public Safety • Difficulty in getting engagement in 30% increase in speed of access to experts. safety training • Feedback and revisions to safety information Current Issues Practical Solutions complex and often incomplete • High rate of preventable accidents Engage everyone, get feedbacksafety discussio Encourage through poor through forums, wikis, blogsand feedback and training communities Integrate expertise location Become mobile – put safet and instant messagingknowledge and feedback into your customer support so that problemsof those wh in the hands are solved more quickly. need it. 33 © 2013 IBM Corporation
    34. 34. Workplace & Public Safety 30% increase in speed of access to experts. 47,000 Connecting and Engaging Employees World-wide Using video blogs and social networking to create communities and distribute, promote, share and capture workplace safety information amongst its employees around the world. Communicating the importance of health & safety practices in their work environment and developing innovative ideas to improve day-to-day operations. 34 © 2013 IBM Corporation
    35. 35. 35 © 2013 IBM Corporation
    36. 36. HOW TO GET STARTED 36 © 2013 IBM Corporation
    37. 37. 33 44 55 66 Establish the Business Goals, Issues & Priorities Patterns Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project Plan 37 © 2013 IBM Corporation
    38. 38. Establish the Business Issues, Goals and Priorities Relationships Collaboration Performance Structure Process Supply Chain Production 38 Recruitment © 2013 IBM Corporation
    39. 39. Use a Patterns Workshop to Prioritize Strategic Business Issues Brainstorming Patterns Priorities 11 22 33 44 55 66 39 © 2013 IBM Corporation
    40. 40. Example Prioritized Issues 1 1 2 2 Cut meetings to 45 minutes from 1 hour Cut meetings to 45 minutes from 1 hour First billable day in 30, not 45 days First billable day in 30, not 45 days Onboarding Onboarding 3 3 Locate the right person to solve Locate the right person to solve quality issues 50% faster than currently quality issues 50% faster than currently 4 4 Decrease project start up time by 25% by Decrease project start up time by 25% by sharing project methodologies and approaches sharing project methodologies and approaches 5 5 Improve customer service by 10% thru feedback Improve customer service by 10% thru feedback 6 6 40 $, £, € saved Or gained Sales Engagement Sales Engagement Integrate feedback with CRM system Integrate feedback with CRM system © 2013 IBM Corporation
    41. 41. Adoption Planning Workshop 41 © 2013 IBM Corporation
    42. 42. Establishing Priorities develops the Business Case Priorities Business Case 11 22 33 44 55 66 42 © 2013 IBM Corporation
    43. 43. ADOPTION PLANNING 43 © 2013 IBM Corporation
    44. 44. 33 44 55 66 Establish the Business Goals, Issues & Priorities Patterns Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project 44 © 2013 IBM Corporation
    45. 45. 45 © 2013 IBM Corporation
    46. 46. Vision Setting 46 © 2013 IBM Corporation
    47. 47. Vision Setting Consider a facilitated Vision Setting Workshop Get as much input as possible. Seek accord. “Treasure Wild Ducks” IBM can help facilitate this. 47 © 2013 IBM Corporation
    48. 48. Vision Setting 48 © 2013 IBM Corporation
    49. 49. Vision Setting Gain Agreement on the vision Grassroots Imperative Management Imperative • • • • • 49 Normally strategic vision Needs refined into business cases Dominant management team sets the strategy Often causes problems with users because of lack of consultation Often not based in reality with operations • • • • • Normally tactical vision Needs refined into business cases Considered as a “point solution” Need to grow necessity to form a “critical mass” Business case needs to be defined. © 2013 IBM Corporation
    50. 50. Vision Setting Management Imperatives 50 Gain Agreement on the vision Grassroots Imperatives © 2013 IBM Corporation
    51. 51. Management Imperatives Define Use Cases External Collaboration 51 Process Improvement Customer Service Research & Development HR Planning © 2013 IBM Corporation
    52. 52. Grassroots Imperatives Define Use Cases Reducing Email Load Capturing Knowledge Departmental Groups Job Role-focused Groups Non process-related collaboration Meeting Management 52 Locating Experts Sharing Documents Documenting Experience © 2013 IBM Corporation
    53. 53. Patterns Workshop Explore the Strategic and Tactical Issues the Customer wants to Resolve # People Cost Type No central place to store files HIGH HIGH HIGH G No document management regime HIGH HIGH HIGH M Top-down communication is poor HIGH MED LOW G Little standardisation information MED MED MED G No incentive to improve HIGH LOW MED M Email culture dominates HIGH MED MED G Unclear job roles HIGH LOW LOW M Aloof management HIGH LOW LOW M Don’t know who to ask for help HIGH HIGH MED G Poor customer satisfaction 53 Risk MED HIGH MED M © 2013 IBM Corporation
    54. 54. Patterns Workshop Explore the Strategic and Tactical Issues the Customer wants to Resolve # People Cost Score No central place to store files 3 3 3 9 No document management regime 3 3 3 9 Top-down communication is poor 3 2 1 6 Little standardisation information 2 2 2 6 No incentive to improve 3 1 2 6 Email culture dominates 3 2 2 7 Unclear job roles 3 1 1 5 Aloof management 3 1 1 5 Don’t know who to ask for help 3 3 2 8 Poor customer satisfaction 54 Risk 2 3 2 7 © 2013 IBM Corporation
    55. 55. Patterns Workshop Explore the Strategic and Tactical Issues the Customer wants to Resolve # People Cost Score No central place to store files 3 3 3 9 No document management regime 3 3 3 9 Top-down communication is poor 3 2 1 6 Little standardisation information 2 2 2 6 No incentive to improve 3 1 2 6 Email culture dominates 3 2 2 7 Unclear job roles 3 1 1 5 Aloof management 3 1 1 5 Don’t know who to ask for help 3 3 2 8 Poor customer satisfaction 55 Risk 2 3 2 7 © 2013 IBM Corporation
    56. 56. Vision Setting 56 © 2013 IBM Corporation
    57. 57. Building a Business Case 57 © 2013 IBM Corporation
    58. 58. Describe the Current Process Describe the Current Process 2 peop le can’t make it, so send “decl ine” He mess gets ages. four altera tions to the agenda back from his team. Klaus needs to have a project kick off meeting for the new Two research paper project, so he s are out sends Klaus recei invitations to sends ved team for his out for next Wednesday the the at 10am. revise proje d ct agend team a to to the consi team. der The He at team the sends meets, the meeti with ng. paper Amand s out a to taking the the After the meeting, whole minute sends draft Amanda team. s. minutes for review. Klaus 8 4 2 58 4 0 5 0 1 0 3 2 5 8 Klaus resche dules the meetin g to accomm odate those who can’t Before make the it. meetin g, Klaus sends out an agenda for commen There are ts. edits to the minutes from five people at the meeting. She makes the changes and sends the minutes out as final. 1 8 2 8 7 1 Em ai l s u sed © 2013 IBM Corporation
    59. 59. Quantify the Current Situation 59 © 2013 IBM Corporation
    60. 60. Describe New Process Klaus needs to have a project kick off meeting for the new research project, so he sends out The invitations to team his team for meets, next Wednesday with at 10am. Amand a taking After the the meeting, Amanda minute posts draft s. There are minutes for edits to the review. minutes from five people at the meeting. She makes the changes and posts the minutes out as final. Klaus 18 Em ai l s 60 used 8 1 8 2 peop le can’t make it, so send Two “decl papers are ine” received mess for the ages. project team to consider at the meeting. They are attached to the agenda in the Community space. 1 0 Klaus resche dules the meetin g to accomm odate those who can’t make it. Klaus posts the meeting agenda in the Community space and asks for alterations to be made to the central copy. 1 8 1 8 1 8 © 2013 IBM Corporation
    61. 61. Quantify the Current Situation 61 SAVED IN JUST ONE MEETING: 53 emails, 19 MB, 2.5 hours © 2013 IBM Corporation
    62. 62. No document management regime Time = Money 62 © 2013 IBM Corporation
    63. 63. 63 © 2013 IBM Corporation
    64. 64. 64 © 2013 IBM Corporation
    65. 65. Leadership Commitment Your organization’s leadership must be vocal and visible in their support – on a long term basis. Without leadership support your staff will not invest their time. It will be another passing fad. Ask for measurement, reports and other metrics regularly. Participate as often as you can. Call out good work. 65 © 2013 IBM Corporation
    66. 66. Leadership Commitment Document your commitment to the project in the Vision Document. 66 © 2013 IBM Corporation
    67. 67. Leadership Commitment Short status update once or twice a week Broadcast initiatives, comments, thoughts – watch for feedback. 67 © 2013 IBM Corporation
    68. 68. 68 © 2013 IBM Corporation
    69. 69. Planning PHASE 1 PHASE 2 PHASE 3 Perform Organization’s Collaboration Design the Collaboration Health-check Scenarios Understand Client’s Strategic Imperatives Understand Possible Collaboration Horizon & Envision the Future Scenario Develop Collaboration Roadmap Determine the Client’s Business Use Cases Develop Client’s Future Collaboration Vision Build the Case for Change Understanding Client's Collaboration Challenges Determine the Associated Collaborative Understand Client’s Current IT Collaboration Environment Map the Requirement Against Collaboration Tools and Initiatives Identify & Assess 69 Rank Collaboration Capabilities on Value and Ease of Implementation Behavior and Requirement Design & Develop Deliver © 2013 IBM Corporation
    70. 70. Identify High-Priority Use Cases Planning External Collabora tion Process Improvem ent Customer Service Research & Development HR Planning Reducing Email Load Capturing Knowledge Departmental Groups Job Role-focused Groups Non process-related collaboration Meeting Management 70 Locating Experts Sharing Documents Documenting Experience © 2013 IBM Corporation
    71. 71. Schedule the Use Cases Planning Reducing Email Load Sharing Documents External Collaboration Locating Experts HR Departmental Groups 71 © 2013 IBM Corporation
    72. 72. Planning 72 Examine Each Use Case © 2013 IBM Corporation
    73. 73. Planning Potential Chasm of Adoption • Recognize that there will be a chasm • It’s about addressing business need • It will probably take longer than you would expect • Establish the rules and approach early in the plan • Stay flexible and adapt based on experience 73 © 2013 IBM Corporation
    74. 74. 74 © 2013 IBM Corporation
    75. 75. Employee Engagement Core Team Executive Involvement Champions Early Adopters Iterative Deployment Iterative Deployment 75 © 2013 IBM Corporation
    76. 76. Core Team Project Evangelist/ Technician/ Community Manager Communicator Support Manager 76 Sponsor © 2013 IBM Corporation
    77. 77. Employee Engagement 77 © 2013 IBM Corporation
    78. 78. Employee Engagement Better management of meetings Developing social business processes 78 Working collaboratively on documents Make it easy to interact anywhere Basic Skills Having open discussions Connecting people by job role Collecting knowledge & sharing Better management of projects 90% of Organizations report measurable benefit by being more “Social” © 2013 IBM Corporation
    79. 79. Collaboration Roadmap Basic Skills Reducing Email Load Sharing Documen ts 1 5 8 2 6 9 3 7 1 0 4 79 External Collabora tion Locating Experts HR Departm ental Groups 1 3 4 0 1 2 1 1 © 2013 IBM Corporation
    80. 80. Employee Engagement 80 © 2013 IBM Corporation
    81. 81. Employee Engagement 81 © 2013 IBM Corporation
    82. 82. Employee Engagement 82 © 2013 IBM Corporation
    83. 83. 83 © 2013 IBM Corporation
    84. 84. 84 © 2013 IBM Corporation
    85. 85. Adoption 85 © 2013 IBM Corporation
    86. 86. Adoption Adoption Effort 86 © 2013 IBM Corporation
    87. 87. Adoption Committing Phase 4 “ I w r ot e a bl og post about t h at ” Attitude Holding Out Phase 1 “ I ’m i gn or i n g you ” Positive Time Phase 2 “ D o you k n ow w h o I am ?” Negative 87 87 Phase 3 “ OK , I ’l l gi ve i t a t r y - for you.” Resisting Exploring “Social Business and Collaboration Success Hinges on Effective Change Management”, Forester, Feb 2013 © 2013 IBM Corporation © 2013 IBM Corporation
    88. 88. Committed Exploring Resistant Ignoring 88 88 Core Team Executives Champions E.A. © 2013 IBM Corporation © 2013 IBM Corporation Workgroups
    89. 89. Adoption Plan your adoption iteratively. Complete one cycle before moving onto the next one. Document what you will do in a Plan. Change the plan for the next iteration based on feedback. Your last iteration will be your best! 89 © 2013 IBM Corporation
    90. 90. Collaboration Roadmap Basic Skills Reducing Email Load Sharing Documen ts 1 5 8 2 6 9 3 7 1 0 4 90 External Collabora tion Locating Experts HR Departm ental Groups 1 3 4 0 1 2 1 1 © 2013 IBM Corporation
    91. 91. Overall Iterations Plan Iteration 1 2 91 Description Implementation of Social Collaboration for Core Team Enablement of Early Adopters – General Use Cases Audience / Group Core Team Early Adopters Use Cases Est. Start Est. Duration Leader 1. 2. 3. 4. 5. Community Management Project Management Knowledge Collection Team Liaison Public Communication 1st Feb 15d Jane Doe 1. 2. 3. 4. 5. Meeting Management Project Management Community Formation Profiles & Skills Departmental Communities 15th Feb 25d John Doe © 2013 IBM Corporation
    92. 92. Individual Iteration Plan 1 Leader Start Est. Duration Integrate Steps 1st Feb 8th Feb Customize Governance Jane Doe Communicate Mentor 7d 1. 2. 3. 4. 5. 1d 1. 2. Implement header graphic for communities Document Project Management process 9th Feb 1d 1. 2. Establish tagging taxonomy Define moderation process for blogs 10th Feb 3d 1. 2. Announce iteration start via status messages. Document the plan in the Core Team Blog 14th Feb 2d 1. 2. Provide 1-1 training for Jane Doe Lunch and learn for Jane’s team 1d 1. 2. 3. Project Management start-up time Volume of files shared Reducing in file attachments in email Measure 16 Feb th 92 Community Management Project Management Knowledge Collection Team Liaison Public Communication © 2013 IBM Corporation
    93. 93. Adoption Integrate 1 Better management of meetings 93 © 2013 IBM Corporation
    94. 94. Adoption Customize Customize the look and feel. Change text to terminology users will recognize. Add components to deliver the required functionality. Adjust the security. Change the newsletter and notifications settings 94 Create Templates from your custom processes. © 2013 IBM Corporation
    95. 95. Adoption Governance Customize Communicate acceptable behaviours. Set the standards Define complaint procedures Decide on Retention of Data Policy 95 Decide where to store knowledge Document IP / Copyright / Trademark policy © 2013 IBM Corporation
    96. 96. Adoption 96 Evangelize, Motivate & Engage © 2013 IBM Corporation
    97. 97. Adoption Evangelize, Governance Customize Motivate & Engage Creating the bandwagon effect to cross the chasm requires your project to have momentum. Your early efforts at selecting champions, early adopters and so forth have started work on overcoming the inertia. Like a nuclear reaction, you need to establish critical mass to jump the adoption chasm. 97 © 2013 IBM Corporation
    98. 98. 98 © 2013 IBM Corporation
    99. 99. Adoption Evangelize, Mentoring & Governance Customize Motivate & Training Engage Jack Welsh 99 © 2013 IBM Corporation
    100. 100. Adoption 100 Evangelize, Mentoring & Governance Customize Motivate & Measuring Training Engage © 2013 IBM Corporation
    101. 101. Adoption Number of active users Number of communities Volume of files Forum comments Most active user Most active communities Zombie communities Etc. 101 Evangelize, Mentoring & Governance Customize Motivate & Measuring Training Engage What statistics make sense for your iteration? © 2013 IBM Corporation
    102. 102. Summary 102 © 2013 IBM Corporation
    103. 103. 33 44 55 66 Establish the Business Goals, Issues & Priorities Patterns Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project 103 © 2013 IBM Corporation
    104. 104. What does it take to embrace Social in your Organization? 104 © 2013 IBM Corporation
    105. 105. Adoption 105 © 2013 IBM Corporation
    106. 106. Q&A 106 © 2013 IBM Corporation

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