Making the Case for Adding Collaboration in the Enterprise
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Making the Case for Adding Collaboration in the Enterprise

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Informative Social Media webinar on the value of building customer relationships through the use of predictive analytics.

Informative Social Media webinar on the value of building customer relationships through the use of predictive analytics.

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  • Collaboration Optimization Solutions help organizationsView internal collaboration through the lens of data, to ensure enterprise social networks are adding business value.Provides insight into what is driving adoption, engagement and ultimately adding business value.How?The ability to link internal engagement and collaboration to business valueMeasure social actions among employees Identify and measure points of interaction between employees & customersProvides insight into what is driving adoption, engagement and ultimately adding business value.Justify investment in social enterprise
  • Infosys wanted to create a social media platform to foster employee interaction and boost job satisfaction. It used Microsoft SharePoint Server 2010 to create Infy Bubble, where employees share both personal and work information. The IT staff created the site in just five months, and more than 80,000 employees created Bubble profiles in the first four months. Ultimately, social media could contribute to better customer solutions.“We wanted to give employees a way to connect and share not only work information but personal interests, and also give management a way to listen to employee views,” says Ramesh G., Delivery Manager for Information Systems at Infosys.In four months, Infosys created a new intranet called Sparsh, Sanskrit for “touch.” Sparsh is the home base for all employees, providing company news and one-click access to many corporate applications. The content publishing group uses SharePoint templates to quickly create new content and SharePoint workflows to automate approvals. The group can prepare information ahead of time and tag it with the publication date, and then SharePoint Server publishes it automatically. Employees can leave comments on Sparsh articles and have coworkers automatically notified.As soon as Sparsh was complete, Infosys started developing Infy Bubble, its social media site, which it launched for employees in India in May 2011. Through Infy Bubble, employees can share their views, photos, videos, and blog posts with fellow employees. They can talk about work or about life outside of work. There are groups to discuss poetry, sports, Indian pop stars, enterprise architecture, and SharePoint Server.Infosys uses Microsoft FAST Search Server 2010 for SharePoint to provide intelligent search for both Sparsh and Infy Bubble. Employees can search discussion sites, communities, blogs, wikis, status updates, and documents. Bubble also provides a people search function, which lets employees find other employees based on their expertise, location, or other parameters.Employees can create their own watch lists in Infy Bubble, which show all messages containing a keyword. Employees can also set Bubble profile privacy settings to determine which parts of their profiles can be searched and shared.“Because we have such a young workforce, we have to come up with creative ways to engage them,” says Nandita Gurjar, Senior Vice President and Group Head of Human Resources at Infosys. “Infy Bubble helps employees have a sense of belonging in a huge global corporation, and happy employees give us a competitive edge. Bubble also gives management a pulse on the organization, helping them know how employees are feeling.” “Bubble gives employees a way to tap more talent and knowledge within the company,” says Ramesh G. “Employees have more confidence in information that is ‘crowd-sourced’ rather than disseminated from the top down.” SOURCE: http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?casestudyid=710000000622
  • [FROM THE REPORT]For example, when Nokia CEO Stephen Elop started his new job, he wanted to focus the organization on how to increase its innovation capabilities. He posted questions on the company’s ESN,Socialcast, asking what things Nokia needed to change and what they needed to keep doing. The dialog not only helped him learn from the organization, but also signaled that a new type of relationship was dawning between the leadership and employees.
  • [FROM THE REPORT]Grocery chain Supervalu saw store managers sharing their expertise on topics ranging from how to run a beachfront store to building relationships with the Hispanic community. Erin Grotts, Director of Internal Communications, shared, “Social media allows our people to be able to drive sales by going to a specific group on our ESN with expertise for a particular situation.”
  • Business ChallengeEven with some of the worlds’ best technologies at their disposal, SAS was unable to pull company knowledge into one place for everyone’s benefit.Socialcast SolutionSocialcast creates a forum for open discussions and for getting questions answered—a place where SAS’s special corporate culture can thrive.Business Impact9,500 of SAS’s employees use the Hub, with up to 20 new users joining daily. With Socialcast, employees get faster answers to questions, groups connect more transparently, executives engage with employees, and in the end customers are better served.SOURCE: http://www.socialcast.com/sites/default/files/Socialcast_CaseStudy_SAS_10_26_2012.pdf
  • The U.S. Army Communications-Electronic Command (CECOM) is using a portal to centralize its data, streamline applications and connect its more than 13,000 employees worldwide.The agency anticipates that the Microsoft SharePoint portal, which was officially announced to staff June 28, will reduce administrative burden, lower costs, improve records management, increase data accuracy and rationalize information management."The portal will eliminate a lot of redundancy and streamline processes," Renee Ullman, content manager for CECOM, said in a statement. Design of the SharePoint portal began in 2011.The portal, open to all employees, allows for different levels of information sharing, from commandwide to organization-based, as well as internal collaboration among employees, said Linda Vanbemmel, the project manager for CECOM SharePoint. The portal includes secure, private sites for directorates and other organizational groups within CECOM for internal, daily work.O'Connor also plans to use the portal to help eliminate 30 percent to 40 percent of existing applications across the command over the next year by creating a centralized inventory of applications. For example, the agency is creating a central suspense tracking system on SharePoint, eliminating six existing organization-based systems, and CECOM is developing a master calendar for the command."Because our employees are in disparate locations, stovepiping is our biggest challenge as a command," O'Connor said. "Right now, because we have data everywhere and because e-mail is our primary communications tool, I think we're working harder than we need to.”CECOM also is using the portal for records management, to properly store and archive more than 3 terabytes of data.IN PHOTO: CECOM employees explore the different capabilities of the new CECOM worldwide SharePoint portal at the portal's kickoff event, held June 28 at Aberdeen Proving Ground, Md.SOURCE: http://gcn.com/articles/2012/07/25/army-cecom-sharepoint-collaboration-portal.aspx
  • [FROM THE REPORT]For example, because Deloitte Australia has nearly all of its employees using itsESN as a part of their daily work, most of the organization’s knowledge is captured there,so they end up using Yammer as an “internal Google” to find answers to questions.
  • Business ChallengeEven with some of the worlds’ best technologies at their disposal, SAS was unable to pull company knowledge into one place for everyone’s benefit.Socialcast SolutionSocialcast creates a forum for open discussions and for getting questions answered—a place where SAS’s special corporate culture can thrive.Business Impact9,500 of SAS’s employees use the Hub, with up to 20 new users joining daily. With Socialcast, employees get faster answers to questions, groups connect more transparently, executives engage with employees, and in the end customers are better served.SOURCE: http://www.socialcast.com/sites/default/files/Socialcast_CaseStudy_SAS_10_26_2012.pdf
  • Results: Imagine a challenge like Applebees, a brand with thousands of independently owned/operated franchises. Applebee’s retains control over messaging and content, while dramatically improving ROI by connecting with customers at the local community level. A pre-approved content library provides local restaurant owners with content. With over 7,000 employees using Expion to manage 1000+ locations, Applebee’s has increased its engagement with their customers by building on their brand promise as your “Neighborhood Bar and Grill.”

Transcript

  • 1. Making the Case for SocialCollaboration in the EnterpriseCharlene Li, Partner and AnalystAltimeter Group | @charleneliJeff Seacrist, VP – Partner SolutionsJeff Seacrist | @jeffseacrist
  • 2. IntroductionsJeff SeacristVP, Partner SolutionsWebtrends@jeffseacristCharlene LiPartner and AnalystAltimeter Group@charleneli
  • 3. © 2013 WEBTRENDS INC. 3WEBTRENDS COLLABORATIONOPTIMIZATION SOLUTIONS Optimize internal collaborationthrough data Insight into what is drivingadoption, engagement, andorganizational maturity Ensure enterprise socialnetworks are deliveringbusiness value
  • 4. © 2013 WEBTRENDS INC. 4BUILDING ORGANIZATIONAL MATURITYCreate ConnectConsumeContributeCollaborate
  • 5. The Collaboration ProblemApproaching collaborationwith technologies firstIn fact, it’s about creatingrelationships to address gaps
  • 6. Relationships fill two types of gapsGaps in information flows Gaps in decision making
  • 7. Social WillBe Like Air
  • 8. Top Goals Revolve Around SharingBase: 44 companies with more than 250 employeesSource: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 20122.242.382.562.912.933.143.183.263.413.423.48Increase employee retentionReduce volume of meetingsReduce internal emailsImprove a specific business processCreate a virtual watercoolerIdentify expertise around the companySupport a strategic transformationFacilitate collaboration within a dept/teamFacilitate cross-department collaborationImprove employee collaborationSharing of best practices“How important are the following goals in your decision to deploy anenterprise social network, on a scale of 1 to 4?”
  • 9. Impact is Only ModerateBase: 77 companies with more than 250 employeesSource: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 20121.631.841.951.972.082.352.662.772.792.91Employee retentionReduce volume of meetingsFaster decision makingStreamline a business processReduce internal emailsSupport a strategic transformationSharing of best practicesCreate a virtual watercoolerFind experts or share expertiseImprove collaboration between dept/teams“How much impact has the enterprise social network platform had onyour organization in the following areas? (Scale of 1 to 4)”
  • 10. Most Organizations Admit TheyMeasure PoorlyBase: 42 companies with more than 250 employeesSource: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 201233.3%35.7%31.0%0.0%Measures verypoorlyMeasuressomewhat poorlyMeasuressomewhat wellMeasures verywell“How well do you feel your organization is measuring the impact ofenterprise social networking?”
  • 11. 52%43%29%26%19%10%7%Frequency ofusePercent ofemployeesusing itExecutiveengagementand usageImprove aspecificbusinessprocessReducinginternal emailReducedemployeeturnoverFinancialresults“How do you measure the impact of enterprise social networking in yourorganization?”Lack of Metrics Means BusinessImpact Goes UnmeasuredBase: 43 companies with more than 250 employeesSource: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012
  • 12. Objectives Metrics Relationships TechnologyFour Parts of Social CollaborationStrategy
  • 13. Identify and prioritize the gaps that relationships can fill.Design your long-term goals for the ESN with purpose.Paint the future path in gold for employees.Have Clear Objectives• Identify and prioritizethe gaps thatrelationships can fill.• Design your long-termgoals for the ESN withpurpose.• Paint the future path ingold for employees.
  • 14. 4 Ways Enterprise Social NetworksDrive Business Value14Encourage SharingCapture KnowledgeEnable ActionEmpower Employees1234
  • 15. 1Encourage Sharing• Creates two-way dialog• Makes business personal• Reduces distance to leaders• Connects globally• Forms private groups1
  • 16. Infosys’s SharePoint community delivershigher employee satisfaction, faster contentpublishing, easy enhancements, and potentialfor better customer solutions.16
  • 17. Nokia’s CEO StephenElop postsfrequently, signaling thedawning of a new typeof relationship betweenleadership andemployees.
  • 18. Encourage Sharing1. Does participation improve organizationalculture?2. Does it promote best practices that lead toquality improvement?3. Does it correlate to reductions in issue resolutiontime?4. Does it correlate to an improvement in auditscores or other measures of risk reduction?18Thought Starter Questions
  • 19. Capture Knowledge• Identify expertise• Avoid duplication and havebetter coordination• Transfer knowledge• Improve best practices2
  • 20. “Social media allows our people to beable to drive sales by going to aspecific group on our ESN withexpertise for a particular situation.”Erin Grotts, Director of InternalCommunicationsfor Supervalu20
  • 21. “No single group of employeesis ever left out of criticalconversations or denied accessto necessary information.”21Karen Lee, Sr. Director ofInternal Communication at SAS
  • 22. Capture Knowledge1. Does collaboration shorten learning curvesand/or training time?2. Does it lead to reductions in onboarding time?3. Does it translate to competitive advantage?4. Does it reduce operational costs and betterleverage employee talent?22Thought Starter Questions
  • 23. 2Enable Action• Solve problems faster and better• Bring outsiders in• Streamline processes3
  • 24. CECOM employees explore the different capabilities of the CECOM worldwideSharePoint portal at its kickoff event, held June 28, 2012.Centralize, Streamline, and ConnectU.S. Army CECOM thrives with SharePoint portalCECOM employeesexplore the differentcapabilities of theCECOM worldwideSharePoint portal atits kickoff event, heldJune 28, 2012.
  • 25. “internal Google”Nearly all of Deloitte Australia’semployees use social collaborationdaily, to solve problems and answerquestions faster.25
  • 26. Enable Action1. Does it correlate to improvement in top-linerevenue via customer retention?2. Does it enable process improvements that leadto reduced costs?3. Does it help speed products or services tomarket?26Thought Starter Questions
  • 27. Empower Employees• Give employees a voice• Make meaningful contributionsand innovations• Increase engagement, satisfaction,and retention4
  • 28. We are trying to build a culture thatencourages risk-taking and moreinnovation at the front lines. Itscritical to enable people withoutgoing through a chain of command.28Carl Camden, CEO of Kelly Services
  • 29. Applebee’s Enables 7,000 Employees in 1,000Locations Monitor and Respond in Social Media
  • 30. Empower People1. Does participation promote employeesatisfaction?2. Does participation correlate with employeeloyalty?3. Does more collaboration correlate with strongeremployee performance?4. Does it correlate with innovation?30Thought Starter Questions
  • 31. Objectives Metrics Relationships TechnologyFour Parts of Social CollaborationStrategy
  • 32. Put the Right Metrics in PlaceImage by StreetFly_JZ used with Attribution as directed by Creative Commons http://www.flickr.com/photos/streetfly_jz/2760882758• Measure gapclosing, notengagement.• Trackrelationships, notconversations.
  • 33. Identify Appropriate Metrics• Determine method– Top-down, bottom-up– Qualitative and quantitative methods– A/B testing, correlation• Prioritize your metrics based on:– Value– Ability to measure– Resources required– Priority to the organization
  • 34. Employee-Based•Performance•Satisfaction•Retention•PromotionOrganization-Based•Productivity•Onboarding time•Risk reduction•Audit scores•Speed to marketCustomer-Based•Revenue/Lifetime Customer Value•Satisfaction or Net Promoter Score•LoyaltySample Metrics34
  • 35. Objectives Metrics Relationships TechnologyFour Parts of Social CollaborationStrategy
  • 36. Budget, staff, and resource appropriately.Get executives involved.Foster transparency to create an open culture.Create incentives and rewards for participation.Invest in Relationship Management• Budget, staff, andresource appropriately.• Get executives involved.• Foster transparency tocreate an open culture.• Create incentives andrewards forparticipation.
  • 37. Organize to Scale Social• Identify your organizational model for social.• Outline the roles and responsibilities of yourmeasurement team.• Determine how you will staff.• Build workflow and communication processes.Decentralized Centralized Hub & Spoke MultipleHub & SpokeHolistic
  • 38. Objectives Metrics Relationships TechnologyFour Parts of Social CollaborationStrategy
  • 39. Choose based on the relationships you want to build, not features.Prioritize based on your objectives and need for integration.Have simple guidelines in place.Invest in evangelists.Prioritize Technology withRelationships in Mind• Choose based on therelationships you want tobuild, not features.• Prioritize based on yourobjectives and need forintegration.• Have simple guidelines inplace.• Deploy in one department first.Look atusability, governance, dataintegration, analytics.• Consider how and whethermultiple tools will complementeach other.
  • 40. Technology Options Proliferate
  • 41. How ESNs Mature
  • 42. Maturity Model for Enterprise Collab MetricsVolume Metrics(from collaborationplatform)Correlated Metrics(Compared withEnterprise Data)Holistic Metrics(Integrated withEnterprise/ExternalData)
  • 43. Social WillBe Like Air
  • 44. www.webtrends.comfacebook.com/webtrends@webtrendsQ&A