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E20 Summit: Accelerate Your Path to Value with Adoption Best Practices
 

E20 Summit: Accelerate Your Path to Value with Adoption Best Practices

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Presentation delivered at #e20 Summit in Paris February 11, 2014

Presentation delivered at #e20 Summit in Paris February 11, 2014

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    E20 Summit: Accelerate Your Path to Value with Adoption Best Practices E20 Summit: Accelerate Your Path to Value with Adoption Best Practices Presentation Transcript

    • ACCELERATE YOUR PATH TO VALUE SOCIAL BUSINESS ADOPTION BEST PRACTICES CLAIRE FLANAGAN @cflanagan February 2014
    • Real Business Results from Social Strategy Management: Key Roles Organization Change for Adoption Example: Onboarding Executives 2 © Jive Software
    • Business Value Benefits of Social More of What You Want Strategic Alignment Deal Management +2-4% # Deals / Yr +15% Employee Productivity -34% Reduction in Search Time +13% Win Rate Sales / Rep -22% Customer Service Increase in Annual Campaigns Launched +12% Deal Cycle Time Marketing Campaigns +15% +8% Revenue Sales Enablement -23% Sales Rep Onboarding Time +28% +16% Faster Collateral Development First Call Resolution -13% Campaign Development Time -9% Total Cost -16% Meetings Less of What You Don’t 3 © Jive Software -8% Call Volume -21% -13% Email Load Call Escalation * As measured by a Top 3 Global Business Consulting Firm who surveyed Jive’s customers in December 2012
    • “Through 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology.” “Install and Leave” will guarantee failure 4 © Jive Software Gartner Predicts 2013: Social and Collaboration Go Deeper and Wider, Gartner, November 2012
    • . . . Business Value Only Realized With Organization Change Focus “What Were the Top 3 Adoption Success Factors in Your Social Business Program?” Senior leaders role-modeling Integrate Social into day-to-day activities (use cases) 81% Removal of other tools 5 87%* 63% © Jive Software * % survey respondents reporting these factors were “valuable,” “very valuable,” or “extremely valuable,” from Nov 2012 survey of ~400 Jive customers by a top 3 global business consultancy
    • Driving Adoption, Business Value Requires Strategy Management With a Focus on Organization Change 6 © Jive Software
    • STRATEGY MANAGEMENT ROLES 7 © Jive Software
    • Strategy Management Requires Program & Distributed Community Roles SOCIAL  PROGRAM  STRATEGIST   STRATEGY    ·∙  STAKEHOLDER  |  POLITICS    ·∙    GOVERNANCE    ·∙  BEST  PRACTICES   PROGRAM   LEADERS   ENTERPRISE  COMMUNITY  MANAGER   ORG  CHANGE  ·∙  ENGAGEMENT  ·∙  METRICS  ·∙  ADDING  USE  CASES  ·∙  ADVOCATES   8 © Jive Software
    • Strategy Management Requires Program & Distributed Community Roles SOCIAL  PROGRAM  STRATEGIST   STRATEGY    ·∙  STAKEHOLDER  |  POLITICS    ·∙    GOVERNANCE    ·∙  BEST  PRACTICES   PROGRAM   LEADERS   ENTERPRISE  COMMUNITY  MANAGER   ORG  CHANGE  ·∙  ENGAGEMENT  ·∙  METRICS  ·∙  ADDING  USE  CASES  ·∙  ADVOCATES   USE  CASE  /  TOPIC  CTY  MGR   SEED  ·∙    LEAD  ·∙  CONTENT  ·∙  MEMBER  ENGAGEMENT  ·∙  METRICS  ·∙  EVENTS   DISTRIBUTED   ROLES   ADVOCATES  /  SMES   WOM  ·∙  MEMBER  SUPPORT  ·∙  TRAINING  ·∙  CURATION  ·∙  FEEDBACK   9 © Jive Software
    • ORGANIZATION CHANGE 10 © Jive Software
    • What are behaviors and norms? Norms Group-held beliefs about how individuals should behave Workplace Behavior Pattern of actions and interactions of organization members that directly or indirectly affects its effectiveness Corporate culture Expressed by behaviors of people in organization Driven by the group norms of the organization Norms Behaviour Culture “…providing people with evidence of what others around them are doing has been shown to have a significant effect on behavior.” 11 © Jive Software
    • Why Does This Matter? When Implementing Social, Norms Can Work in your favor norms of competitiveness or sharing Work counter to your goals fear / risk in sharing work or opinions 12 © Jive Software
    • Organization Change Current State Future State Assess Current Norms & Behaviors New Norms & Behaviors © Jive Software 13
    • Organization Change Change Levers Process Current State Advocates Incentives Leadership Comms / Marketing Current Norms & Behaviors Role Models Training Future State Opinion Leaders SME’S Social Strategist as Change Agent New Norms & Behaviors © Jive Software 14
    • Activate Change Levers to Drive Transformation 1 2 3 Processes •  What business process needs to change (use case)? •  What structure can you provide to formalize the process? Incentives •  What rewards will you provide to motivate the behavior you want to see? •  Have you thought of intrinsic and extrinsic ones? Comms / Marketing •  How will you communicate or market the change? •  How can functional groups (i.e. HR, Comms, Marketing) help and reinforce over time? 4 Training / Support •  What formal & informal training is needed to teach new skills and use cases? •  How will you coach and support members at all levels? 5 •  Who will help you model new behaviors, a new way to work or new skills (advocates, SMEs, leaders)? •  Have you found enough role models at varying levels? 15 Role Models © Jive Software
    • Example Executive Engagement Use Case: Strategic Alignment 16 © Jive Software
    • Organization Change Map Example: Executive Engagement Current   Future   State   Corp Comm engage directly Execs engage directly Behavior   Corp Comm writes Execs participates, writes Norm   Execs NOT responsible for Comms Execs ARE responsible for Comms 17 © Jive Software
    • 1 Define Process: “What this Looks Like” Executive Corner | “Town Hall” Leaders  promote  success   Leaders  communicate  strategy   Leaders  use  for  strategic  planning   Leaders  “humanize”  experiences   18 © Jive Software
    • 2 Consider Incentives Senior  leader  interviews  with  exec  role  models   Rewards  for  Open  Leadership   Bonus  Tied  to  “Open”  ObjecPves   External  Visibility   19 © Jive Software
    • 3 Communicate & Market ExecuPve  “Launch”  Message   Feature  ExecuPves,  Success  Stories   Encourage  at  Senior  Leader  Staff   20 © Jive Software Stephen Lamb, CIO BCIT
    • 4 Training & Support Focus on the “How” and the “Why” (WIIFM) ExecuPve  Training,  Reverse  Mentoring   Coaching  on  3  Simple  Things   WIIFM  (Talk  Business  Value)   21 © Jive Software
    • 5 Find & Nurture Executive Role Models Recruit  Execs  as  “Advocates”   Use  “External”  Benchmarks  (Who  Else   in  Your  Role  is  Doing  This?)   22 © Jive Software
    • For True Organization Transformation Don’t Forget to Activate Change Levers 1 2 3 Processes •  What business process needs to change (use case)? •  What structure can you provide to formalize the process? Incentives •  What rewards will you provide to motivate the behavior you want to see? •  Have you thought of intrinsic and extrinsic ones? Comms / Marketing •  How will you communicate or market the change? •  How can functional groups (i.e. HR, Comms, Marketing) help and reinforce over time? 4 Training / Support •  What formal & informal training is needed to teach new skills and use cases? •  How will you coach and support members at all levels? 5 •  Who will help you model new behaviors, a new way to work or new skills (advocates, SMEs, leaders)? •  Have you found enough role models at varying levels? 23 Role Models © Jive Software
    • Resources •  Stephen Lamb, CIO BCIT: http://bit.ly/1nUpx9T •  UBM CEO Video: http://bit.ly/MXMX0i •  McGraw Hill CEO Video: http://bit.ly/1ikyLrG •  Exec CEO Email Template: http://bit.ly/1ikyQMh •  Exec Participation: http://bit.ly/1cRqFGP •  Swiss Re Executive Comm: http://bit.ly/1gNlxHh •  Parsons Exec Resource Group: http://bit.ly/1lz16Qr •  The Guardian “Social norm strategies do work – but there are risks involved”: http://bit.ly/1bnSmTu •  Workplace Behavior Definition http://bit.ly/1jckH7g 25 © Jive Software