Your SlideShare is downloading. ×
iDealResponse Active Intelligence 2012
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

iDealResponse Active Intelligence 2012

312
views

Published on

What are the biggest challenges that most organizations face when using software applications and enterprise social networking platforms?

What are the biggest challenges that most organizations face when using software applications and enterprise social networking platforms?


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
312
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. IDEALRESPONSE Focus Creating Viral EmployeesObsessed with better Performance Thrive
  • 2. IDEALRESPONSE “FOUNDATION OF CONTINUAL IMPROVEMENT & PEER MOTIVATION BECOMES YOUR BUSINESS DNA.”
  • 3. BUSINESS BLINDSPOTSSOCIAL BUSINESS DOESN’T WORK LIKE THE HYPE 04 SINGLE BIGGEST TECHNOLOGY CHALLENGE 06 BREAKING THE CODE 08 WHOLE NEW ENTERPRISE MODEL NEEDED 11 THE SALE IS THE CONVERSATION 12 CURRENT SOCIAL PLATFORM ISSUES 16
  • 4. SURV IV OR S 2012Keep up with the constant change. Better yet...get ahead of it. You’ll be in 500 meetings thisyear trying to plug the holes when what you need is a larger self healingbucket.T HRIV E RS 2012Soon executives will recognize that the survivors will not be those who gather the mostbusiness and social information, but those who can instantly iDentify and thenVirally Engrain the iDeal iDeas from the Social Haystack as part of yourCorporate DNA.
  • 5. “WHY DID A GROUP OF SENIOR EXECUTIVES AND PROGRAMMERS WHO DEVELOPED THESE CUTTING EDGE TECHNOLOGIES, COME TOGETHER TO FORM THE NEXT GENERATION ENTERPRISE SOCIAL PLATFORM ?” NEXT GENERATION ENTERPRISE SOCIAL PLATFORM? MEASURABLE OUTCOMESBECAUSE EMPLOYEES HAVE VERY DIFFERENT RISKS, MOTIVATIONSAND CHALLENGES INSIDE OF BUSINESS. TRANSPLANTING SOCIAL MEDIA FROM OUTSIDE THE CORPORATION HAS FEW RESULTS. WE NEEDED A NEW PLATFORM THAT DEVELOPED MEASURABLE BUSINESS OUTCOMES. 05
  • 6. “ USER ADOPTION is the single biggest technology challenge facing corporations today. It doesn’t matter how good the technology if employees won’t use it in daily routine. ” Use Ope n and f W ill they m as part o gra t he pro utine? ir d aily ro the
  • 7. SINGLE BIGGEST TECHNOLOGYCHALLENGE: USER ADOPTION 70% Effective User Adoption 70% 16% Organizational Change 13% Process Alignment 1% Software Functionality 13% 16% *Sandhill Survey 20111% 21% Not strategically develop social business plans 21% 35% Users not Not enough active on data or analytics social media to develop ROI 23% Can’t get buy in from Senior Management * Source: R2Integrated, April 14,2010 79% of the challenges listed above are getting the employees and senior management to adopt the system in their daily routine. 07
  • 8. CURRENT SOCIAL PLATFORMS iDEALRESPONSE SOCIAL PLATFORM CAPTURED CATEGORIZED DEVELOPED CHAOS -VS- CHANNELED “ Proven day after day, typical Social Media doesn’t work well inside business. Random iDeas posted on a social wall with Random comments produce ” Random outcomes with few results.BREAKING THE USER CODE“SYSTEMS ONLY DRIVE PERFORMANCE,IF PEOPLE, DRIVE THOSE PERFORMANCE SYSTEMSAS PART OF THEIR DAILY ROUTINE.” - CHRIS BIJOU AMAZINGLY, FINDING BETTER ANSWERS CAN BE COSTLY & HARMFUL Amazingly, finding good answers that aren’t used is actually harmful to a company. It took costly resources to find answers. And worse, management often thinks that becausethey have a better answer, the front line is somehow now using it...so performance surprises jump up continually that cause fire storms and embarrassment at all levels.
  • 9. THEBIG QUESTION, IS ALWAYS USER ADOPTION CHALLENGE 1997: USER ADOPTION CHALLENGE 2005: USER ADOPTION CHALLENGE 2012: USER ADOPTION “IF YOU FIND AN ANSWER BUT, YOU CAN’T GET THE FRONT LINE TO USE IT PROFICIENTLY AND QUICKLY WHILE IT STILL MATTERS… WHAT GOOD IS THE ANSWER ?” CASE STUDY: IBM SOCIAL BEEHIVE TOP 3 REASONS EMPLOYEES USED THE IBM SYSTEM 1- GET TO KNOW COLLEAGUES BETTER ON A PERSONAL LEVEL AND CHECK OUT NEW PEOPLE. 2- CONNECT WITH PEOPLE THEY DON’T KNOW. 3- FIND OUT ABOUT NEW CAREER OPPORTUNITIES. This does address, at some level the issue of employee isolation. But, this list has little to do with increasing business. The user adop- tion rate was only in the low 20’s after several months. And in a very short time, the user rates decreased month after month. (leadersintheknow, IBMs social Beehive) 09
  • 10. Pro BUSINESS INTELLIGENCE TO HIGH Front Line spe ct ACTIVE INTELLIGENCE Active Intel Act TRADITIONAL MODEL iveCOMPLEXITY Transfer Gap 7 6 5 Cus tom 4 Acti Executive er 3 ve Intel 2 * iDeas LOW 1 LOW BUSINESS VALUE HIGH 7 PROFICIENCY: “How well are they using it?” (effective CONTENT and DELIVERY) 6 PENETRATION: “How many employees using it?” (Absorption rate in job routine) 5 IMPLEMENTATION: “What information is actually presented to front lines?” TRANSFER GAP: How do we get the word out? (While it still matters) 4 PREDICTION: “What might happen.” (Predictive Analytics) 3 MONITORING: “What’s happening now.” (Dashboards, Scorecards) 2 ANALYSIS: “Why it happened.” (OLAP, Visualization tools) 1 REPORTING: “What happened.” (Query, Reporting, Search tools)
  • 11. $1.8 Trillion Dollars world wide will Cu st ombe spent in 2012 trying to quantify, justify and find EMPLOYEE erthe answers to tough business questions using USEcurrent business intelligence systems. or Pr TRANSFER GAP osBut, knowing an answer is just the tip of the actual petransfer of that knowledge. The transfer process ctto date has been over 95% manual because wedon’t have an efficient technology...until now. Themodel has fundamentally changed. We must now EXECUTIVEinclude the front line source in both the real time USEgathering of intelligence and in the practice ofcontinual development until proficiency is part of Spend $1.8T Spend $?the corporate DNA. Technology Manual 1/4 3/4WHAT WAS NEEDED WAS A WHOLENEW MODEL BUILT FOR SPEED ANDINDIVIDUAL INCLUSION NE T EN LI NE T EM EN T CUSTOMERS LI ON AG EM PROSPECTS T FR ON AN AG FR MANM IN LIV DE IN ACT FE ER PR IN NT FE CO RI Y FE EN RI ICES OR RI T OR OR T T OU T OU OU *COPYRIGHT IDEALRESPONSE 2012 11
  • 12. “ said and done... After all isa lot more is said than done. But, nothing is done until something is said. ” 92% 0-30% Weekly Participation Weekly Participation in Rate in iDealResponse typicla software “WOW” 61% 0-12% Improvement Ability to remember and in demonstrated respond verbally only a responses week after training class
  • 13. WHAT SHOULD I SAY NEXT?Most often asked question by any rep to a Manager. Asking a Peer or Manager? 89% Proven to have an incomplete or inferior Response 13 13
  • 14. No But, somehowConversation No Sales Magic is just supposed to happen... Sale E TIM 3% Sales Review (CRM) 14% Administrative Functions 1% (ERP / ERM) Goal Setting 13% Meetings the (Web / Personal) ConverWeCan’t Improve what weCan’t Measure FinallyPre-2012 business tools have always Measuretouched the sale, but not actually been the Contentsale. CRM tracks information around the Proficiency?sale. ERM tracks accounting before andafter the sale. Business Analytics makescomparisons of data, if available, about thesale.But, these tools have never been designedspecifically around measuring theproficiency of the actualsale...the conversation.
  • 15. 11% Research (Social/Internet/ 16% Intranet) Aligning Internal Resources 14% Mrsation is the Peer Interactions ON EY Sale 2% Manager Review 1% (CRM/ERM) Analysis (BI/Analytics) Finally Measure Delivery Proficiency? Magic HOLE that This is the iDealResponse FILLS that has been missing from every company. The ability to measure the Proficiency of our Customer Conversations...who else does that? Think of your iNSTANT COMPETITIVE ADVANTAGE! 15
  • 16. CURRENT SOCIAL PLATFORMS:AREN’T DESIGNED FOR NORMAL BUSINESS ROUTINES These issues must not only be considered but overcome for a 2012 workforce to compete. We must harness continual attention by supplying an unending organic experience around what em- ployees like and need. Tangible, measurable process of improvement verses just a social event. 1-LACK OF SOCIAL MEDIA LITERACY (HABIT) We often think that everyone is using social media but, only 9.7% of employees are dailypersonal users. 32% are casual users. This means 90% of your workforce doesn’t have the habit in a daily routine. 58.3% don’t yet feel comfortable. Daily 58.3% Social Habit 90.3% Non- Social User 9.7% 9.7% NON- SOCIAL 32% Casual HABIT Social User 2-HOW DO YOU MEASURE SUCCESS? What metrics and standards can be used to identify how successful a social platform is for the business? User adoption is just a base standard. 3-COSTS Implementing and using social media is expensive, and includes training employees on new social media systems and ongoing support. 4-SOCIAL “NOT-WORKING” VERSES SOCIAL “NET-WORKING” Leaders are concerned that these systems might be more “social” distractions than“productivity” tools. Transplanting a typical social wall inside of business hasn’t proven to focus on the business, with the exception of technology groups inside the company. 5-PERSONAL PRIVACY AND RESPECT Many discussions are better left out of the office setting. Despite codes of conduct and etiquette, there can still be mishaps.
  • 17. CURRENT ENTERPRISE SOCIAL PLATFORM ISSUES CON’T 6-EXCLUSIONS RATHER THAN INCLUSIONS Sometimes privacy excludes, prompting conversation divisions: “I don’t like you so I’ll talk to him,” or “You don’t like me so talk to her,” etc. 7-CUSTODY OF IMPORTANT INFORMATION Some data, reports, and other information are not meant for all eyes. 8-EXECUTIVE/LEADERSHIP ENGAGEMENT Sometimes the top-down organizational tone is not right. Executives have to make the shift to partnering with instead of edicts. 9-IT/BUSINESS DIVIDE The way end-users work in sales or services is not necessarily what IT built. Often a rift between what was built and real world functionality (ex.: LMS, CRM, communication tools) 10-CROSS DEVICE ARCHITECTURE Anywhere, any device architecture is expected by end users today. 11-COMMUNITY MANAGEMENT The need for a social community manager—one who controls or oversees the social me- dia—is often an uncomfortable surprise. Takeover power play also an issue. 12-SPEED Answers are needed now! But by the time the answer comes back, it’s irrelevant becauseemail and social media are not instantaneous in the conversation. Chat sessions aren’t tracked towards a group collective intelligent answer. 13-ACROSS ENTERPRISE There have been problems with social media not being tied into document management or information coming from outside the company. 14-OPERATIONAL/TECHNOLOGICAL SHIFT Reconciling the new technology with existing projects, data, and tools can cause problems. 17
  • 18. CURRENT ENTERPRISE SOCIAL PLATFORM ISSUES CON’T 15-CULTURAL SHIFT Social media is more than just technology, and the adjustment changes the entire work environment. 16-WEB 2.0 OR WEB 3.0? Are the social media platforms built on 1.0 (2005-2007), 2.0 (2008-2011), or 3.0 (2011-2012)? If build before, the platform will have a hard time using features in HTML5 (drag and drop, document management, handling video, etc.) 17-EVENT BASED VS PROCESS BASED Twitter, Facebook and current social networks in business aren’t architected with develop- ment cycles in mind. The best still use Events as the basis of input with a comment cycle as the end game. No organically directed process cycle. 18-ACTIONABLE ANSWERS How do you get a clear answer that is measured to perpetuate the positive (iDeal- Response) vs negating the negative (inferior response). An inferior response is so destructive because you must then overcome the damage and the habit. 19-PLATFORM NOT INVITING ALL 3 TYPES OF USERS Three types of users exist in the social business world: Creators, Curators and Consumers. The systems must be a hybrid to link the three or you won’t get adoption. 20-DATA OVERLOAD It’s as important to get rid of unwanted information quickly as it is to highlight the iDeal.(Ex: theme overload, non-current, non-standard, side comments, re-posts, too many elements on a page, duplications, page sifting, inefficient search functions, etc.)
  • 19. iDealResponsewww.idealresponse.com(801) 867-7667 Creating Viral Employees Obsessed with better Performance