Social Business Collaboration Framework For Success - Workshop

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

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

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

“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

“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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Social Business Collaboration Framework For Success - Workshop

by Claire Flanagan on Mar 21, 2012

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