Social Business Collaboration Framework For Success - Workshop

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Provides a framework for planning a successful social business strategy for your enterprise. …

Provides a framework for planning a successful social business strategy for your enterprise.

Presented at J. Boye Arhus 2011

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  • 1. SOCIAL BUSINESS COLLABORATION FRAMEWORK FOR SUCCESS CLAIRE FLANAGAN CSC Director, Social Business and Community Strategy J BOYE : NOVEMBER 2011© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 1
  • 2. SOCIALIZE MY INTRANET?© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 2
  • 3. AgendaTIME TOPIC13:00 – 14:00 pm I.  Social Business Defined II.  Be Credible: A Business Plan Framework III.  Mitigate Risk: A Governance Framework14:00 –14:15 pm Workshop Breakout Activity14:15 – 14:30 pm Break14:30 – 15:30 pm IV. Go Viral: An Adoption Plan Framework V. Prove Success: A Measurement Framework15:30 – 15:45 pm Workshop Breakout Activity15:45 – 16:00 pm Wrap Up © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 3
  • 4. LIGHTNING INTRO ROUND #1:WHERE ARE YOU ON JOURNEY? © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 4
  • 5. 1.  Name   2.  Company     usine ss  or  Intranet) 3.  Job  Role  (Social  B re  Here   4.  Why  You’LIGHTNING INTRO ROUND #2:MEET YOUR NEIGHBOR (5 MINS)© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 5
  • 6. Does Social Collaboration Matter?© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 6
  • 7. Does Social Really Matter? Social Revolution Political Revolution Business Revolution © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 7
  • 8. “By 2014, social networking services willreplace e-mail as the primary vehicle for interpersonal “communications for 20 percent of business users. Gartner Predicts 2010 “Social Software Is an Enterprise Reality”, December 2009 http://bit.ly/gIthoV © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 8
  • 9. “The baseline has shifted…no longerenough to provide sophisticatedcontent management.Today’s intranet needs to havepeer-to-peer engagement and “multi-channel communicationsembedded at their very core. “The intranet is dead. Long live the intranet.” The Next Web, July 2010 http://tnw.co/eb4YhI© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 9
  • 10. What is Social Business?© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 10
  • 11. Social Business Is Not . . . © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 11
  • 12. Social Business . . .• Supports Business Goals• Provides environments where members: – engage, create, organize and share information – find, connect and interact with others• Supports teaming, communities and networking with value chain (employees, customers, partners, prospects, alumni, etc.) Gartner Magic Quadrant for Social Software in the Workplace", Gartner. 25 October 2010, ID:G00207256 Gartner Magic Quadrant for Externally Facing Social Software, Gartner. 5 July 2010, ID:G00201627 © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 12
  • 13. CSC E2.0 POVSocial Business emerged from user-generated,social media revolutions on public internet Social Media for Personal Social Business Employee Community Market/Customer Community Social media works the way people work; people centric, not content centric © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 13
  • 14. Social Business Inside, Outside, Across the Firewall© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 14
  • 15. Personal vs. Social Business Goals? Personal Social Business Personal Internal External RevoluEonize   Personal   RevoluEonize    Objective external   connecEvity   workplace   relaEonships   Innova.on   Thought  Leadership   Network   Business  Growth   Brand  Preference   Uses Recogni.on   Collabora.on   Customer  Loyalty   Career  Search   Knowledge  Sharing   Co-­‐innova.on   Produc.vity   New  Business,  Revenue   Social  CRM   Enterprise  2.0   Web  2.0   Social  Media  Buzzword Intranet  2.0   Social  Media   Customer/MarkeEng   Employee  Community   Community   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 15
  • 16. Is There Really Business Value?                    Business  Value   Key  Social  Business  Driver   • Process  efficiency,  improved  performance   ProducEvity   • Ad  hoc,  zero-­‐overhead  collabora.on   • Co-­‐innova.on  with  customers,  employees   • Reduced  reliance  on  mul.ple  legacy  systems   Cost  Savings   • Improved  produc.vity  in  key  func.ons   • Low-­‐cost,  flexible  infrastructure  plaKorm   • Improved  innova.on,  crea.vity  in  workforce   Growth   • Speed  to  market  with  new  ideas/products   • Reduced  administra.on,  more  focus  on  growth   • Enhanced  employee  morale,  reten.on   SaEsfacEon   • Improved  customer  sa.sfac.on,  brand  affinity   • Improved  talent  acquisi.on  and  reten.on   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 16
  • 17. What’s Different?Social Business Works the Way People Want to WorkFrom  Web  1.0   To  Social  Business  Content  Centric   User-­‐Centric  InformaEon  Push   AcEvity  Streams  1  Way  Content   Content  Engagement  Intranet,  Portal   Community  Explicit  Recruitment   WOM  Recruitment  Content  Owners   ParEcipaEve  Top  Down     User  Generated  Fixed  Taxonomy   Emergent  Workflows    Transparent,  Open   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 17
  • 18. What are the Key Features? Locate   Co-­‐Create  &  Use  Cases   ExperEse   Collaborate   Organize   Personalize   Rich  Profiles   Wikis   Videos   Groups   Dashboard   Avatars   Documents   Ideas   Communi.es   Widgets  Socialize   Corporate   Discussions   Microblog   Structured   Watch   Directory   (Status  Update)   Spaces  People   Blogs   Follow   Colleagues,   Liking   Projects  &   Friends  &   Polls   Track   Ra.ng   Personal  Docs  Content   Connec.ons   RSS  Feeds   Subscribe   Exper.se   Tags   Ac.vity   No.fy   Loca.on   Streams   Invite/No.fy   Search,  Find   Follow,  Watch   Bookmarks   Folksonomy,  Tag  Clouds   Ac.vity  Streams  Intelligence   Analy.cs   Sen.ment  Analysis   Social  Media  Monitoring   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 18
  • 19. Where Do You Start?© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 19
  • 20. BE CREDIBLEDO HOMEWORK http://www.flickr.com/photos/pinksherbet/3569511951/ © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 20
  • 21. DEFINE GOALS &BUSINESS CASE Review Review Review Review Decide      Be  Credible   Define  Goals     Evaluate         Do   Establish   ROI,  TCO   Recommend   Pilot   ProducEon  Homework   Sponsorship   Audit   Socialize  —  Analyze  —  Audits  —  Revise     Integrate   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 21
  • 22. BUILD & EXECUTEYOUR ROADMAPAIIM Social Business RoadmapDownload at aiim.org/roadmapUsed with permission © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 22
  • 23. MITIGATERISKS © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 23
  • 24. Mitigate Risk FUD DATA PROTECTION COMPLIANCE © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 24
  • 25. Address Policy DECIDE GOVERNANCE UPDATE POLICIES EDUCATE STAFF © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 25
  • 26. Governance Model Policy Role Courtesy of Megan Murray, reused with permission © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 26
  • 27. Organize for Social Business Centralized   Distributed   Coordinated   MulEple   HolisEc   • One  dept.   • Organic   • Sets  rules,   Hub,  Spoke   • Each   controls  all   growth   best  prac.ces,   • Similar  to   employee   • Consistent   • Authen.c   procedures   Coordinated   empowered   • May  not  be  as   • Experimental   • Spreads   but  across   • Unlike   authen.c   • Not   widely  around   mul.ple   Organic,   coordinated   the  org   brands  and   employees   • Takes  .me   units     are  organized   "Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94 “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 27
  • 28. Breakout: Mitigate FUD Group  10 Minutes Breakout + 5 Minutes Report AcEvity  •  Scenario:      You  are  preparing  to  deploy  your   social  collabora.on  tool  to  your  company.    •  Answer:    What  stakeholder  objec.ons  do  you   expect?  How  can  you  mi.gate  those  objec.ons?  What  ObjecEons     How  Can  You  MiEgate  Do  You  AnEcipate?   These  ObjecEons?   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 28
  • 29. BREAK: 15 MINUTES© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 29
  • 30. PLAN FOR ADOPTION You can’t plan to go viral. You can’t go viral if you don’t plan well.© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 30
  • 31. Change Management Project Management Current Transition Future Change Management With permission Volker Grunauer © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 31
  • 32. Adoption Model 1.  EXECUTIVES   2.  COMMUNITY   4.  EDUCATION  &   MGR  &     SUPPORT   ADVOCATES   3.  BUSINESS  USE   CASES   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 32
  • 33. Adoption Principles DON’T DO ExecuEves   Taxonomy   PoliEcs/Culture   Fit  with  Other   Tools   Deployment   Staffing   Content   ConversaEon   Speed  to  Users   You can’t plan to go viral. You can’t go viral if you don’t plan well. © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 33
  • 34. Adoption Principles DON’T DO Find  execu.ves  to     ExecuEves   Overlook   “walk  the  talk”   Taxonomy   Reflect  organiza.on  chart   Allow  paberns  to  emerge   PoliEcs/Culture   Ignore   Listen,  learn,  adapt   Fit  with  Other   Fail  to  provide  guidance   “What  do  I  use  when?”   Tools   Deployment   “If  you  build  it,  they  will  come”   Plan  for  adop.on   Locate  advocates   Staffing   Discount   Staff  community  manager   Content   Launch  a  blank  slate   Seed  use  cases,  groundswell   ConversaEon   Think  just  work,  no  play   Provide  “watercooler”   Speed  to  Users   Hold  for  perfec.on   Pilot.  Frequent  releases   You can’t plan to go viral. You can’t go viral if you don’t plan well. © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 34
  • 35. SECURE TOP DOWN SUPPORT 1. EXECUTIVES AS ADVOCATES© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 35
  • 36. 1. Executives as Advocates• Executive Blogger• Leadership Messages• Strategic Programs• Assign Advocates © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 36
  • 37. 2. STAFFCOMMUNITYMANAGER © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 37
  • 38. 2. Community Managers: What They Do?“Jack of All Trades” Community  Manager   http://www.zdnet.com/blog/hinchcliffe/community-management-the-essential-capability-of-successful-enterprise-20-efforts/913 © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 38
  • 39. 2. Staff for Community ManagementMulti-tiered Community and Advocate Framework "A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 http://bit.ly/fvtslE © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 39
  • 40. 2. Staff for Community ManagementMulti-tiered Community and Advocate Framework "A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 http://bit.ly/fvtslE © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 40
  • 41. BUILD GROUNDSWELL 2. ENGAGE ADVOCATES© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 41
  • 42. 2. Advocates: What Do They Do? 1.  Share  Community  Work 2.  Increase  Reach  (WOM)   3.  Provide  Member  Support   4.  Prune  /  Curate   5.  Provide  Trusted  Feedback   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 42
  • 43. 2. Advocates: How To Find Them? 1.  Appoint  Volunteers   2.  Find  Natural  Champions   3.  Ask  for  Volunteers   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 43
  • 44. 2. Advocates: How To Reward Them?ACCESS RECOGNITION & PERSONAL TOUCHES VISIBILITY INFLUENCE ROADMAP / PILOT © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 44
  • 45. 3. BUILD BUSINESS USE CASES© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 45
  • 46. 3. Build Business Use Cases• New product development• Innovation• New business & customer support• Peer support• Career development• Communities of Practice and Interest• Executive communications & strategy alignment © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 46
  • 47. 4. USER EDUCATION AND SUPPORT© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 47
  • 48. 4. Education: Business & Tool Skills FoundaEon   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 48
  • 49. 4. Education: Business & Tool Skills Competency  Tier   FoundaEon                                                                                                                                                                                                                    Advanced   Business   Tool  Community  /     •  New  Media  Skills   •  How  To’s    Social  Media   •  Engagement  Planning   •  Use  Case  Training  Management   •  Brand  Strategies  &  Triage  Leadership   •  Open  Leadership   •  How  To’s     •  Collabora.on  for  Leaders   •  Use  Case  Training   •  Communica.on  for  Leaders   •  Social  Business  Primer:  Leaders  Employee   •  Social  Business  Primer:  Employees   •  How  To’s   •  Group  /  Team  Management   •  Use  Case  Training   •  Collabora.on  101     •  Communica.on  101   •  Digital  E.quebe  Policy   •  Policy  Awareness   •  Features  /  Func.ons  to  comply  with   •  Policy  Compliance   policy  (i.e.  use  of  access  controls)   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 49
  • 50. 4. Support: Build Model for Users• In-Context Help Content• Help Desk• Tutorials• Formal Training• Advocate Tier © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 50
  • 51. MEASURE & MANAGE© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 51
  • 52. Measure. Manage. Adjust. Repeat. Define  Goals   Define  Metrics  Adjust  Plans  /   to  Prove   TacEcs   Achievement   Gather  &   Analyze   Metrics   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 52
  • 53. Sample* Measurement FrameworkIf  Goals  Are  è   Connect  &  Engage   Collaborate   Improve  Business  Then  Measure  ê  Vitality       More  Time/More  Difficult                                                                            Less  Time/Easier  to  GatherSystem  Metrics  Demographics  System  Metrics  Perceived    Value  Surveys  Story  Telling  Business  Outcomes  Interviews  Analysis   © 2011 Computer Sciences Corporation Social Business Framework * Not exhaustive list of metric options 3/21/12 53
  • 54. Sample* Measurement FrameworkIf  Goals  Are  è   Connect  &  Engage   Collaborate   Improve  Business  Then  Measure  ê  Vitality     •  #  Follows   •  #  Discussions  /  Comments   •  #  “New  Product”  groups     More  Time/More  Difficult                                                                            Less  Time/Easier  to  Gather •  #  of  Groups,  Projects   •  #  New  Content/Edits   •  #  ideas  generated    System  Metrics   •  #  Group/Project  Memberships   •  #  Project/Group  Ac.vi.es   •  #  of  cost  saving  ideas   •  #  Overall  Ac.vi.es  Etc.    Demographics   •  #  Registered  by  geo/BU   •  #  geos/BU  involved  in   •  #  geos/BU  involved  in  new   •  #  Ac.ves  by  geo/BU   groups/projects/work  items   ideas,  business  System  Metrics  Perceived     •  Stories  proving  expert/asset   •  Stories  where  teams  were   •  Time  saved  loca.ng  experts,   loca.on  (serendipity)   more  produc.ve   reusable  assets  Value   •  Employee  Percep.on  of  Brand/ •  Highlight  co-­‐created  content   •  How  new  network  Surveys   Company  Loyalty     connec.ons  supported  new  Story  Telling   •  New  hire  onboarding  success     business  wins   stories  Business   •  Time  saved  loca.ng  experts,   •  $  Value  new  business  wins   •  $  Value  new  business   assets  (translate  $  value)   •  #  New  products/solu.ons   •  $  Value  process/cost  savings    Outcomes   •  Reduced  staff  turnover   •  $  Value  cost  savings  realized   •  $  Saved  shujng  down  tools  Interviews   •  New  hire  .me  to  be  produc.ve   by  team  collabora.on   •  #  New  products  /  services  Analysis   vs.  old  way   •  #  Cost  saving  ideas   © 2011 Computer Sciences Corporation Social Business Framework * Not exhaustive list of metric options 3/21/12 54
  • 55. Breakout: Building Digital Literacy Skills10 Minutes Breakout + 5 Minutes Report•  Scenario:      You  are  building  an  educa.on  program  for   Group   your  social  collabora.on  tool  deployment.     AcEvity  •  Answer:    What  key  skills  does  your  educa.on  program   need  to  address  for  each  of  the  following  roles?   Community  Mgrs  Employees   Leaders   &  Advocates   © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 55
  • 56. Questions and Answers Questions? © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 56
  • 57. Communities for Community Practitioners Online community of professionals where ideas are shared openly, help is freely given, and supportive, collegial relationships are forged. http://cmtybc.com Peer network of community, social media, and social business practitioners who meet, discuss challenges, celebrate successes, hear from experts and further the discipline of community management. http://community-roundtable.com Collection of managers in large enterprises charting the course for social business adoption who share common enthusiasm for bringing a new way of working to the enterprise. http://council.dachisgroup.com © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 57
  • 58. Other Essential Resources•  "A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009. http://bit.ly/fvtslE•  “Community Managers Part 1: Definition” Gia Talks http://bit.ly/ffuAuJ•  “Community management: The essential capability of successful Enterprise 2.0 efforts” Dion Hinchcliffe http://zd.net/cpvpmQ•  “Community Strategist Role” Connie Benson, http://bit.ly/9I71F4•  “10 Tips for Aspiring Community Managers”, Mashable http://on.mash.to/9ID4Hk•  “What makes a successful community manager?” Jamie Pappas Manager, Enterprise Social Media Strategy http://slidesha.re/aDNEpf•  Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010. http://slidesha.re/gzAn94•  “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv•  Gartner Predicts 2010, “Social Software Is an Enterprise Reality”, December 2009, http://bit.ly/gIthoV © 2011 Computer Sciences Corporation Social Business Framework 3/21/12 58
  • 59. Claire  Flanagan     Director,  KM  and  Enterprise  Social  Business,  Communi.es  Strategy   CSC  Office  of  Innova.on   Linked  In:  hbp://www.linkedin.com/in/cflanagan   Twiher:  cflanagan   CSC CSCNews CSC CSCNews© 2011 Computer Sciences Corporation Social Business Framework 3/21/12 59