J boye enterprise collaboration workbook By: Beth Gleba & Lau H. Andreasen
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J boye enterprise collaboration workbook By: Beth Gleba & Lau H. Andreasen

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J boye enterprise collaboration workbook By: Beth Gleba & Lau H. Andreasen J boye enterprise collaboration workbook By: Beth Gleba & Lau H. Andreasen Presentation Transcript

  • Successful Enterprise Collaboration Creating a Real World Approach WORKSHOP WORKBOOK
  • CONTENTS Beth Gleba Beth.Gleba@JBoye.com 1. Enterprise Collaboration Star Model 2. Business Value: Types & Examples 3. Overview of Enterprise Social Choices 4. Assessment Areas & Examples 5. Sample: Stakeholder Map 6. Sample: Simple Governance Grid 7. Social Manager Activities Ideas List 8. Sample: Social Manager Planner 9. Measurement Types Lau Hesselbæk Andreasen lha@JBoye.com J. Boye 2014 Contact for permission for duplication info@jboye.com P1
  • Alignment to Business Strategy Tool Selection/ Use Cases Formal & Information Leadership Digital & Cultural Readiness Social Management & Measurement 1. Enterprise Collaboration Star Model J. Boye 2014 Contact for permission for duplication info@jboye.com P2 “The digital workplace is much more than technology: it lives at the intersection of people, organization and tools.” - Jane McConnell View slide
  • 2. Business Value: Types & Examples Type What it does… Notes Efficiency Reduces waste - costs - time - reduced effort/ underutilized energy or materials Employee Value Increases organizational intelligence Improves productivity and/or performance - increases access (mobile, remote) - solves problems - taps into others/ reduces silos Improves job satisfaction - Strengthens relationships - Inspires and challenges - Engages / in-the-know - Recognizes Customer Value - Service innovation - Better enabling the customer facing workforce Commercial / Market Value - Decreased time to market - Velocity - Quicker or simpler solutions … J. Boye 2014 Contact for permission for duplication info@jboye.com P3 What is it that the business wants to do? How could work be re-shaped through digital tools, collaborative thinking and refined processes? May be described in business value terms like: “If you only work with operational activities, the bottom line is far away” - 2014 AALUND Report View slide
  • 3. Enterprise Social Toolkit J. Boye 2014 Contact for permission for duplication info@jboye.com P4 Type What it is best for Enterprise Social Networking (ESN) Microblogging Blogging Instant Messaging (IM) Video meeting / conferencing Project team rooms Real time collaboration Mobile applications Internal crowdsourcing / Ideation
  • 4. Assessment Areas Cultural Digital Compliance What thinking & behaviors are okay in this culture? - Is collaboration, sharing, and transparency already part of your organization’s DNA? - Do employees seek information on their own, or wait for it to be provided? - Does your organization value the team or the individual contribution? - Is it dangerous or costly to make mistakes? - Do you have a very social organization? Do employees congregate? - It is okay for employees to express ideas up the ladder? - Do employees take on projects that aren’t part of their regular job? What’s the current digital landscape, level of know-how and appetite? - What tools are currently available, or soon to be available? - What is the current level of digital know- how? … at the individual level at the team level at the organizational level - What is the appetite for new digital tools and change? What are the rules of the game? - What are the legally required requirements? - Are there any company policy (or even norms) in place? Should there be? Source: Yammer Certification for Community Managers J. Boye 2014 Contact for permission for duplication info@jboye.com P5
  • 5. Sample: Stakeholder Map J. Boye 2014 Contact for permission for duplication info@jboye.com P6 Keep informed with regular briefings which focus on project progress Influence / Disruption Value / Impact High Low Low High Keep satisfied through a communications plan which is customised for each stakeholder Keep close with one-on-one briefings, and through an active participation in project governance Keep aware through a monthly project report with exception reporting if appropriate
  • 6. Sample: Simple Governance Grid Roles of Business Roles of IT Strategic Management Tactical J. Boye 2014 Contact for permission for duplication info@jboye.com P7
  • 7. Social Manager Activities Ideas List Educate Promote Activate Ambassadors Maintain Good Hygiene Be patient and persistent as you increase digital know-how and face “motivational” issues. Draw attention to your social platform by creating opportunity for increased awareness and trial. Find volunteers in your company who have passion for social and are willing to donate some of their time. Social channels need ongoing care. Think through what needs to be done, who’ll do it and on what schedule. Ideas for increasing digital know-how: Individual level - Shoulder-to-shoulder sessions Team level - Presentations at department meetings - Social Mentoring Organizational level - “Quick Tips” in newsletters - How-to tutorials in lots of different formats (one pagers, video, screenshots) - “Lunch and Learn” demos - Special Tags like #HowDoI?, #YammerTip Ideas for addressing motivational issues - Leadership support and use - Dispel myths - Showcase appropriate use Ideas: - Celebrate success - “No email Fridays” - Celebrate X number of users signed up - Regular e-mail summary of Top Topics - Online scavenger hunts - Contests - Live, interactive interviews with executives - Coordination with live business events (such as start of the fiscal year, new product launches…) - Be on the lookout for watershed moments, opportunities that can put your platform into over-drive (company on the news, new product, crisis) - ... Activities for Ambassadors: Online - “Be the good example” - Welcome new users - Make connections between users and conversations - Answer “How do I?” questions - Post great content - Flag inappropriate content - Report on local news Offline - Work the watercooler - Encourage use - Present/give demos (Varies by social platform) - Granting access - Training for administrators - User alignment (especially important if system isn’t synced automatically with your Corporate Directory System.) - Deleting old or not used content - Maintaining Taxonomy / tags - … 5 social tasks you’ll probably need to teach your corporate co-workers 1) How to setup a Profile 2) Following (and what it means to be followed) 3) What Groups are and how to use them 4) Commenting within a threaded message 5) Using tags J. Boye 2014 Contact for permission for duplication info@jboye.com P8
  • 8. Sample: Social Manager Planner Type Title Objectives Target Audience Timing Engagement Celebrate 10,000 users ¼ of us are online celebrating a milestone and using the opportunity (and publicity) to reinforce purpose of the network, showcase success and help guide new/less experienced users All company Expect in March Education Function Roadshow Meet individually with Function Heads to educate and workshop how social could be used within their matrix communications Function owners Starting in September Lead Ambassadors Onsite Demos Provide Ambassadors with toolkit (slides, posters) so they can present live tours and answer questions on how to use Service Office non- users May Hygiene Delete unused groups Maintain community by deleting groups with less than 2 messages Group Admins Bi-monthly Measurement Scorecard update Update user activity scorecard to help us assess patterns in use Governance Team Monthly EXAMPLES J. Boye 2014 Contact for permission for duplication info@jboye.com P9
  • 9. Measurement Types Behavioral Tracking Case Summaries Maturity Evaluations User Value Business Quantification Content Analysis What users are doing on the platforms and how this is changing over time. Success stories that showcase how the platform is being used to create business value. Analysis / comparison to others doing similar work. Results of what users think about the platform and how they rate its value. Measurements that show correlation between platforms, behaviours and gained business value. Analysis of frequent terms and/or sentiment. “Scorecard” that tracks online behaviours like: - Number of users enrolled / total population - Total visits to the community/ pageviews - % of users contributing (liking or posting content) - # of questions asked and answered -# of comments on a particular topic - Likes Short articles or one-pager Case Study May include content like: - Executive summary - The success story (i.e. what’s happened because of the new platforms or behaviours) - Quotes / Lessons learned - Some visual image. Like a photo of the group/ and or screen capture - Contact Self-evaluation and/or benchmarking - How sophisticated have the support processes become? - How integrated is the social tool to your business? User Focus Group or Survey Questions like: - On a scale from 1 to 10 how valuable is the platform to you? - How often do you go to the platform to help solve a work- related problem? - Do you think the platform helps you to better perform your job? Business Reports Statistical analysis that can find positive relationships between use of social platform and company goals, like: - Decrease in travel costs - Decrease in call center wait times - Sales increases Analysis Report - Top terms - Number of questions asked and answered - The mood of an organization - Flow or history of content J. Boye 2014 Contact for permission for duplication info@jboye.com P10
  • Your Role: You are Director of Employee Information at GetsIt Corp. You have worked here for 8 years. You have strong relationships; you have been successful in your projects in the past and are seen as a trusted and valued employee. Company Profile: GetsIt Corp l Industry: Manufacturing 20,000+ Employees across 15 locations in the US, China, & Germany GetsIt Corp is family owned and privately held. They successfully produce machine parts for the sophisticated machinery used in the healthcare industry. The company prides itself on employing the latest technology for precision machining and having strong process controls and superior quality systems. Head of Operations, Kevin Forwardthinker says, “We must continuously improve to be successful. We must address regulatory compliance and look to reduce costs where we can. We need to better sync our US headquarters with our engineers in Germany and communicate more effectively with our Chinese manufacturing facilities. Head of Sales, Jeff Supersales, is always on the road. He and several of his sales team have started to experiment with Chatter, a SaaS social networking product available through the company’s CRM, Salesforce.com. Head of HR, Janette Worrywart, is the daughter of the company founder, John GetsIt. She is your manager; supportive of you and your ideas, she agrees that you can do better with the company Intranet, but questions how much time employees have to be online. The company founder & CEO, John GetsIt, is a savvy, smart engineer and a sharp business person. He loves “walking the floors” and puts a great deal of stock to the needs and ideas of his employees. He has and uses an iPad, but not for business. He is rarely at his computer. His assistant, Carry, does all his email and scheduling. Group 1 - Business Value & Tool Selection 1) Brainstorm how an enterprise social network could add value to this business. 2) Prepare 5 possible use cases and explain their value. Plan to present your ideas the GetsIt Board of Directors. Tip: Be persuasive to get the Board’s buy in… you need it to move forward. Group 2 - Assess Readiness 3) Methodology - tell us how you would conduct needed assessments. 4) Summarize your key [fake] findings. What challenges do you see? What’s to your advantage? Tip: Use your insight & own experience to fill gaps. Group 3 - Formal & Informal Leadership 5) What formal roles would be needed? 6) What informal roles & stakeholders should be engaged? Group 4 - Social Management Congratulations! You’ve been given resources to hire a part-time social manager… 7) Define the key competencies you want for the individual in this role 8) Decide how much time (show in a pie chart) that your social manager should allocate for key activities (Education, Engagement, Activating Ambassadors, and Hygiene). Give examples of specific tasks within each area. Tip: You can’t do everything! Prioritize for what’s most important. Group 5 - Measurement 9) Talk through what measurements you will put in place. Think through how you will get the data. Sketch out what any reports might look like and in what frequency they should be produced. J. Boye 2014 Contact for permission for duplication info@jboye.com BREAKOUT SESSIONS