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Online Information 2011: Global and Social A case study of the implementation of a large-scale social intranet
 

Online Information 2011: Global and Social A case study of the implementation of a large-scale social intranet

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Belron International is the global parent company of brands such as Autoglass and Carglass. With a turnover of nearly €3bn, they employ 25,000 people in 32 countries, repairing or replacing a ...

Belron International is the global parent company of brands such as Autoglass and Carglass. With a turnover of nearly €3bn, they employ 25,000 people in 32 countries, repairing or replacing a windscreen every 3 seconds.

In 2007 the organisation developed an intranet based on the Open Source CMS Plone. This year the intranet was extended and re-focussed to add a range of social media functions to integrate with (and enhance) the existing suite of content management and workflow tools.

Over 5 years the intranet has evolved to provide features that are used on a daily basis by all functions within the organisation. The challenge with the introduction of 'social' content creation and collaboration has been to manage and integrate these new ways of working into established processes.

In this talk we will show how a large, multinational organisation has overcome the common concerns relating to social media in the enterprise, including governance, loss of control and the risks of reliance on services outside the firewall. Once these concerns are mitigated, the social media model can be used to drive employee engagement and increase effective communication across the business.

You will hear about their top 5 tips to successfully deploying a social intranet, illustrated by real examples of these techniques in practice.

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  • Aprenda com a nova série: 50 e POUCAS DICAS https://sites.google.com/site/andreluizbernardesarticles/home/50_poucas_dicas_promover_blog_site

    01.COMPARTILHANDO REFERÊNCIAS ÚTEIS —
    http://www.slideshare.net/bernardes/50-e-poucas-dicas

    02.ASSINATURA EM E-MAILS, ARTIGOS E COMENTÁRIOS —
    http://www.slideshare.net/bernardes/50-e-poucas-dicas-02assinatura-em-emails-artigos-e-comentrios

    03.COMENTE TUDO, NÃO SEJA TÍMIDO —
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    Online Information 2011: Global and Social A case study of the implementation of a large-scale social intranet Online Information 2011: Global and Social A case study of the implementation of a large-scale social intranet Presentation Transcript

    • GLOBAL AND SOCIAL A case study of the implementation of a large-scale social intranet Matt Hamilton Rebecca WilkinsDirector, Netsight Internet Solutions Communications Executive, Belron International
    • Belron® is the worlds largest vehicle glass repair and replacement company,  owning some of the best known brands in the industry including Carglass®,  Autoglass®,OBrien® and Safelite®. Belron employs more than 25,000people working in 33 countries worldwide, replacing a pieceof glass or repairing a  windscreen somewhere in the world every three seconds.
    • WE’RE GOING TO TALK ABOUT THE ‘INTRANET’
    • EnterpriseSocial Collaborative digitalworkplaceWE’RE GOING TO TALK ABOUT THE ‘INTRANET’ ^
    • WHAT DOES THIS LOOK LIKE?
    • forums
    • 1. ACKNOWLEDGE THE DIFFERENCES BETWEEN SOCIAL MEDIA INSIDE ABOUT OUTSIDE THE ENTERPRISE
    • CREATORS make the social content which is consumed by others CONVERSATIONALISTS are primarily interested in communication for social reasons but also voice their opinionsCRITICS JOINERSrate and review products/services, comment maintain pro les on and visiton blogs, participate in forums, wikis etc. social sites. COLLECTORS use RSS (etc.) to “collect” content, vote content on sites like Digg, tag photos and web pages SPECTATORS just watch - reading blogs, looking at videos, paying attention to social sites. INACTIVES Forrester Research
    • WHAT DO WE WANT TO ACHIEVE? -QUICK CONTENT-CREATION (USER CONTRIBUTED CONTENT) -QUICK COMMUNICATION -INTERACTIONS BETWEEN GROUPS OF USERS
    • WHAT DO WE WANT TO ACHIEVE? -QUICK CONTENT-CREATION (USER CONTRIBUTED CONTENT) -QUICK COMMUNICATION -INTERACTIONS BETWEEN GROUPS OF USERS“establishing and maintaining a connection amongusers, facilitating the mechanics of conversationand collaboration”
    • WHY DO WE SHARE?STRENGTHEN BONDS DEFINE COLLECTIVE IDENTITY GAIN STATUS
    • WHY DO WE SHARE?STRENGTHEN BONDS ✓ DEFINE COLLECTIVE IDENTITY ✓ GAIN STATUS ?
    • 2. GOVERNANCE IS ESSENTIAL
    • LAYERS OF GOVERNANCE: THE 5 KEY ROLES New Media Team Site / Content Managers Internal Communications Steering Team Executive Nielsen
    • LAYERS OF GOVERNANCE: THE 5 KEY ROLES New Media Team User experience, consultation, adding value, technology advisory, training. Site / Content Managers Content creation, review and publishing (multiple roles), training. Internal Communications Brand guardians, homepage and top-level content, top-level review and publishing. Steering TeamHigh-level involvement (Communications, HR, IT, Marketing). Manage and prioritise. Meet monthly. Executive Long-term strategy, allocate funding, discuss initiatives with Steering team. Meet quarterly. Nielsen
    • LEADING BY EXAMPLE
    • 3. SUCCESS DOESN’T HAPPEN OVERNIGHT
    • Total hits from all users
    • Unique items of content viewed by all users
    • http://en.wikipedia.org/wiki/File:Diffusionofideas.PNG
    • We are here http://en.wikipedia.org/wiki/File:Diffusionofideas.PNG
    • Engagement of active social mediausers vs passive social media users
    • visibility HYPE CYCLE Peak of in ated expectation Plateau of productivity Slope of enlightenment Trough of disillusionment Trigger time Gartner
    • visibility HYPE CYCLE Peak of in ated expectation Plateau of productivity Slope of enlightenment Boredom! Trough of disillusionment Trigger time Gartner
    • visibility IDEAL… time
    • 4. THINK ABOUT MOBILE
    • THE VISIONPRODUCTION CONSUMPTION COMMUNICATION * not to scale
    • THE PROBLEM 1920 x 1200 1024 x 768320 x 480 * actually to scale
    • THE PROBLEM VS 1. FINGERS ARE INPRECISE 2. NO ‘HOVER’ STATES (YET!)3. LEFT OR RIGHT HANDED NAV COLUMNS 4. DIFFICULT CONTEXT MENUS
    • 5. MEASURING SUCCESS IS COMPLEX, BUT CELEBRATE IT!
    • HITS ALONE IS NOT A COMPLETE OR PERFECT MEASURE OF SUCCESS.
    • The annualised value of a design improvement that saves T minutes in time-on-task is TxExNxS, where E = the number of employees performing that task,N = the number of times per year a typical employeeperforms that task, and S = the average employee’s loaded salary per minute Nielsen
    • SIMPLER METRICS“We can complete task X an average of 30% faster” “Unsuccessful searches have decreased by 70%” YOU NEED TO HAVE FIGURES FOR “BEFORE” AS WELL AS “AFTER”
    • PAGE RATINGS ARE USEFUL
    • COMMENTS ARE USEFUL
    • -Page rating-Comments -How is it assisting Sales Process?- User Satisfaction (survey)- Productivity (survey - self assessed)- Stakeholder Satisfaction- Cost savings - time! - print / repro / distribution - other software - travel
    • GET OUT AND TALK TO PEOPLE!
    • THANKS!Any Questions? Come speak to us at the Plone stand, 722