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KM World 2009 Developing Enterprise 2.0 For Employee And Customer Engagement
 

KM World 2009 Developing Enterprise 2.0 For Employee And Customer Engagement

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My complete KMWorld 2009 conference (San Jose, CA) presentation which includes sections/case studies from Cindy Gordon (Helix Commerce) Craig Brown (MTS Allstream) and myself.

My complete KMWorld 2009 conference (San Jose, CA) presentation which includes sections/case studies from Cindy Gordon (Helix Commerce) Craig Brown (MTS Allstream) and myself.

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    KM World 2009 Developing Enterprise 2.0 For Employee And Customer Engagement KM World 2009 Developing Enterprise 2.0 For Employee And Customer Engagement Presentation Transcript

    • 1
      “Developing Enterprise 2.0 for Employee and Customer Engagement”
      ~
      Dr. Cindy Gordon, CEO, Helix Commerce International Inc.
      www.helixcommerce.com;email:cindy@helixcommerce.com
      Craig Brown, Senior Digital Media Manager, MTS Allstream www.mtsallstream.com emailcbrown1232@gmail.com
      Jessica Muhlbier, Digital Media Consultant
      www.jessicamuhlbier.com;email: jessica.muhlbier@gmail.com
      Amir Malik, Director, Collaboration, Family Health International (FHI)
      www.fhi.org;email:AMalik@fhi.org
      ~
      November 16th, 2009
    • 2
      Agenda
      9:00 - 9:15 AM Introductions and Agenda Review
      9:15 - 9:30 AM Web 2.0 Fundamentals – Setting the Stage: Dr. Cindy Gordon
      9:30 - 10:15 AM Case Study One – MTS Allstream Craig Brown
      10:15- 10:30AM Break
      10:30- 11:15AM Case Study Two – Family Health International Amir Malik
      11:15- 11:45AM Web 2.0 Perspectives on Twitter Jessica Muhlbier
      11:45- 12:00 PM Pulling It All Together: Lessons Learned Dr. Cindy Gordon
      12:00-12:15AM Formal Workshop Evaluation
      Note:
      We will stay on after for more questions/answers until 12:45 AM due to the very short nature of this program.
    • 3
      Quick Participant Context
      Where is your organization in regards to your Web 20 evolution?
      No Activity at this Time (i.e.: banned Facebook, Twitter, MySpace for internal employee usage, not using solutions internally or externally)
      Early Stages of Experimentation (No Formal Strategy or ownership)
      Formal Owner visible, and pilots underway but inconsistencies between internal and external usages.
      Experienced (strategy well defined, over 2 years of innovation successes) ease of access to toolkits both internally and externally
      Expert (identified as a best practice, thought leadership, well funded etc).
    • 4
      Web 2.0 Fundamentals:Setting the Stage
      Dr. Cindy Gordon, CEO, Helix Commerce
      cindy@helixcommerce.com
    • 5
      + 3 new books on Digital Media
      Roots hitting market in 2010…
      Helix specializes in Innovation and Next Generation Business Models.
      5
    • 6
      The Handbook of Technology Management
      The first comprehensive resource dedicated to technology and innovation management.
      John Wiley & Sons and Helix are delighted to announce the publication of the Handbook of Technology Management.
      Special Release Price for the set (more than 3,100 pages) is $750. The price will go to $900 after March 31, 2010.
      www.wiley.com/go/techmgmt
      Dr. Cindy Gordon contributed the chapter on Web 2.0 technology strategy, best practices, an implementation guidelines.
      Over 65 pages of thought leadership capital.
    • 7
      Helix offers a complete Web 2.0 offering.
      Learn &
      Improve
      Strategy
      Design
      Build/Run
      Blogs
      SharePoint
      Collaboration
      Web 2.0 Technology solutions we partner and work closely with.
      Corporate
      Networking
      Social Media
      Virtual Worlds
      Wikis
      Visit us at www.helixcommerce.com or www.helixvirtualworlds.com
    • 8
      Question
      What was Google’s top 2 searched websites this year?
    • 9
      Answer:
      Fortune 100 companies
      Active 29%, Inactive 28%, No Pages – 43%
    • 10
      Social Computing Defined
      • Social computingis a social structure in which technology puts power in communities, not in institutions.
    • 11
      Social media tools are becoming widespread for Enterprise use.
      Emerging Capabilities / Usage Patterns
      Enterprise Adoption Trends
      About half of companies already have or will be implementing an online social network by this time next year [2009]1
      It likely that some form of wiki exists in all of the global Fortune 1,0002
      Almost four fifths of executives surveyed see sharing / collaboration as an opportunity to increase their companies revenue and/or margins3
      Source Helix Commerce International Inc.
      “Enterprise social software will be
      the biggest new workplace
      technology success story of this
      decade.”
      “Companies that don’t employ wikis or blogs, whether the CIO knows about them or not, are quickly becoming a rarity.”
      “Social computing is not a fad...
      [it] will impact almost every role, at every kind of company, in all parts of the world.”
      Sources: Helix Commerce, 2009,, Deloitte Consulting, 1 AMR Research, 3/2008 ; 2 Businessweek, 3/2007 ; 3 EIU, 4/2007
    • 12
      Young Adults and Web 2.0
      Not Investing in Web 2.0 Today Is Like Not Investing in the Internet in the Late ’90s.
      Social networking penetration today is at ~30%, similar to Internet penetration in the late ’90s.
      • From 1990 (“time zero” for the Internet) to 1995, US Internet penetration increased from <1% to 9%.
      • From 2003 (“time zero” for social networking) to 2008, US social networking penetration increased from <1% to 28%.
      Internet Inception = 1990
      Soc NW Inception = 2003
      Source: emarketer; U.S. Census; internetworldstatsonline.com; Nationmaster.com; SephSkerritt’s blog (2009)
    • 13
      Innovating Management Practices is what Web 2.0 is really about.
      Management innovation is a significant source of future competitive advantage. 
      Information, technology and more importantly connectivity & collaboration are revolutionizing how a company develops its strategy,
      identifies its resources, mobilizes those resources and focuses them on results.
    • 14
      Social Based Technologies are revolutionizing management practices.
      While there are cases of Web 2.0 technologies accelerating and extending current management practices, leaders are using them to innovate in the practice of management.
    • 15
      How early adopters are using Web 2.0?
      Does your company currently use web technologies or processes
      To increase sharing and collaboration, or plan to use them within two years? (% respondents)
      Use now
      Plan to use
      Blogs, Wikis
      RSS
      Solicitations of innovations
      Online Communities
      Mash-ups
      0 5 10 15 20 25 30 35 40 45
      Source: Economist Intelligence Unit survey, January 2009
    • 16
      Percentage of Fortune 100 using each Social Media Channels.
      100%
      Twitter now platform
      of choice
      90%
      80%
      70%
      60%
      50%
      54%
      40%
      30%
      32%
      20%
      29%
      10%
      0%
      Twitter Blog Facebook Fan Page
      (Active)
      Source: Proof Digital Media
      *Active – Regular postings and evidence the company interacts and/or posts content on the page
    • 17
      Fortune 100 Companies Social Media Usage
      Facebook
      14%
      Percent of Fortune 100 Companies active on Twitter, Facebook, and their Corporate Blog
      Blog
      10%
      Twitter
      76%
      All
      Three
      Channels
      17%
      Companies using just one social
      media channel overwhelmingly
      use Twitter (76%)
      None
      40%
      Two
      Channels
      22%
      Blog
      and Twitter
      64%
      Facebook
      and Twitter
      36%
      One
      Channel
      21%
      Source: Proof Digital Media, 2009
      Companies using two
      channels likely to use
      Blog and Twitter (64%)
    • 18
      Foster Innovation &
      Collaboration
      • Loosely coupled networks facilitate networking and knowledge sharing
      • Real-time collaboration across organizational and geographical boundaries
      Enhance Partner/Customer Relationships
      • Open lines of communication Engaging partners throughout the development process
      • Direct feedback from customers and partners
      Improve Employee Productivity
      • Enables unstructured, real-time information management and access
      • Information rankings based on relevance and usability
      • Informal knowledge networks
      Companies can realize significant benefits by adopting social media.
      Example: An airline flight reservation company implemented social networking, blogging, and Q&A functionality. Actively used by 65% of employees and direct measurable savings of $150,000 within 3 months.
      Example: A financial client tightened reporting cycle times from several weeks to &quot;about 30 seconds&quot; by enabling information submission directly into a team wiki and making that information instantly available to others.
      Example: A leading high-tech company instituted a “submit-and-vote-for-your-favorite-idea” social community, generating 300,000+ votes and over 5,000 ideas in its first three months and is using this to identify new
      product offerings.
      Value of Social Media to the Enterprise
    • 19
      There are significant opportunity costs if social media is not properly addressed.
      Example: Senior executive of a semiconductor firm got an emergency call when an employee had set up a chat room outside the company firewall to discuss the company’s earning call.
      Loss of Control
      • Business units implement their own social media
      • Quantity and variation of information distribution grows
      • True ‘costs’ of social media are unmeasurable
      Example: A newly hired employee tweeted: “Company X just offered me a job! Now I have to weigh the utility of a fatty paycheck against the daily commute to San Jose and hating the work”.
      Example: A search giant faced talent drain as it lacked a formal process for senior executives to review innovative ideas generated by the employees.
      Competitive Disadvantages if Social Media is not Monitored or Managed
      Brand & Security Risk
      • Employees using public social media put IP and security at risk
      • Unconstrained external sources influence company credibility and brand
      Talent Drain
      • Expectations of younger workforce to support transparency and ‘real-time’ accessibility
      • Recruiting and retention of Gen Y talent is difficult without Social Media.
    • 20
      Agenda
      9:00 - 9:15 AM Introductions and Agenda Review
      9:15 - 9:30 AM Web 2.0 Fundamentals – Setting the Stage: Dr. Cindy Gordon
      9:30 - 10:15 AM Case Study One – MTS Allstream Craig Brown
      10:15- 10:30AM Break
      10:30- 11:15AM Case Study Two – Family Health International Amir Malik
      11:15- 11:45AM Web 2.0 Perspectives on Twitter Jessica Muhlbier
      11:45- 12:00 PM Pulling It All Together: Lessons Learned Dr. Cindy Gordon
      12:00-12:15AM Formal Workshop Evaluation
      Note:
      We will stay on after for more questions/answers until 12:45 AM due to the very short nature of this program.
    • 21
      Web 2.0 for Employee Engagement
      Craig Brown, Senior Director, Digital Social Media, MTS Allstream. Craig.Brown@mtsallstream.com
    • 22
      Agenda
      • Background
      • Employee Engagement
      • Definition
      • Challenges
      • Program Objectives
      • Internal Web 2.0 Applications
      • Governance
      • Objectives
      • Establishing Guidelines for Use
      • Web 2.0 in Action
      • In Development
      • Lessons Learned
      • Q & A
    • 23
      Background
      • MTS Allstream formed in 2004 through the acquisition of Allstream by MTS
      • MTS provides high-speed Internet and data, digital television and wireline voice services to consumers as an ILEC in the province of Manitoba, Canada
      • Allstream provides Internet protocol-based communications, unified communications, voice and data connectivity services to medium and large enterprise customers as a CLEC across Canada
      • 2008 revenue C$1.9B
      • 6,000 employees across Canada, including a substantial contingent of teleworker
      • Divisions are run autonomously although certain departments fall under the corporate parent umbrella: I/T, network services, H/R, finance, legal
    • 24
      Employee Engagement Defined
      When an employee understands his or her role and responsibilities, brings passion and energy to work, and performs well to provide excellent service, an employee is said to be engaged.
      When employees are engaged at work, everyone wins:
      Employees tend to enjoy their work, are passionate and enthusiastic about the culture, and take the necessary steps to help the company succeed.
      Customers are more loyal because they receive better service from employees who are committed to finding solutions that address their problems.
      The Company benefits because an engaged workforce contributes significantly to profitability and a positive corporate culture
    • 25
      Employee Engagement Challenges
      • 2008 Employee survey included a new metric: the Employee Engagement Index
      • While scoring higher than our industry peers, the result was below the benchmark for the highest performing organizations
      • Survey areas driving the employee engagement index include Strategy & Direction, Values, and Learning & Development
      • Employees’ views on these three areas are the most related to employee engagement at MTS Allstream: the more favorable their views, the more engaged they are
      • Survey also suggested we could do better at displaying positive energy, engaging employees to achieve corporate objectives, and fostering an environment for innovation and focus on the customer
      • Nearly one quarter of Allstream division employees now telework from home
      • Senior execs need to stay close to employees but pressed for time
      • Five years after the merger, some groups continued to operate in silos, even within the same division
      • Workforce reductions as a result of the slumping economy impact morale of those left behind
    • 26
      Employee Engagement Objectives
      Promote a culture of innovation and customer focus
      Inspire employees to think, collaborate and share their expertise with others
      Break down silos and promote communication across functional areas
      Foster sense of community and common purpose, regardless of division, geographic location or position in the hierarchy
      Demonstrate to the generation just entering the workforce that MTS Allstream is a progressive place to work that “gets” how they communicate
      Examined best practices at a host of leading organizations for guidance on how to best apply Web 2.0 tools and concepts for employee engagement.
    • 27
      Internal Web 2.0 Applications
      Governance
      Cross-functional, cross-divisional Social Media Working Group was formed to:
      • Establish legal terms and conditions for use of social media internally and externally
      • Establish guidelines and best practices for the use of social media internally and externally
      • Evaluate and select standardized set of social media applications and templates to be used
      • Evangelize the use of social media & collaboration
      • Ensure alignment of objectives and approach across MTS Allstream divisions
    • 28
      Internal Web 2.0 Applications
      Objectives
      Provide forums for employees to share ideas, ask questions and brainstorm on new approaches to working and improving the business
      Improve the quality and frequency of communication between employees and senior executives
      Increase employee engagement and recognition
      Foster conversations and closer relationships between MTS Allstream divisions
      Build a sense of workplace community whether employees are based in the office or at home
    • 29
      Internal Web 2.0 Applications
      Establishing Guidelines for Use
      • Internal guidelines are fairly standard—almost identical to our guidelines for use of Internet and e-mail, e.g.:
      • Don’t spread confidential information.
      • Don’t use information that is copyright protected by someone else.
      • Don’t use abusive language in your blog postings or in your comments.
      • Nothing on our intranet is anonymous, so employees will be held accountable if they violate these rules
      • So that the conversation isn’t stifled forum posts are not moderated prior to going live
      • Users can post in either English or French, however posts & comments are not translated
      • For true “global collaboration”, multinationals will need to select a common language for communication, while ensuring that discussions confined to regional subsidiaries remain in the local language
    • 30
      Internal Web 2.0 Applications
      Social media ‘Terms of Use’ developed to govern employee forums and blogs also covers Facebook and other external sites
      Clear direction to employees about misuse of Internet
    • 31
      Web 2.0 in Action
      The Employee Exchange is an internal site that houses the most up-to-date messages from the company’s top Executives, a library of webcasts and presentations of our quarterly & annual results, and discussion forums where employees can share their opinions and ideas on an ongoing basis.
      • facilitate greater understanding of MTS Allstream corporate direction
      • provide a forum for employees to share ideas, ask questions and brainstorm on new approaches to working and improving the business
      • derive “instant feedback” on all-employee calls and townhall meetings, strategic initiatives, quarterly results, etc.
      Since January 2009, employees have contributed nearly 400 posts generating hundreds of replies
      “Our executives use Web 2.0 tools to be more in touch with their employees and to make communication more transparent across units and hierarchies. Employees use the tools to submit ideas on how to increase performance. They appreciate being in touch with top management.”
      • Hardy Rehmann
      Web 2.0 Lead, T-Systems Business Services GmbH
    • 32
      Web 2.0 in Action
      Executive Blogs
      Several executives have launched internal blogs in the past year, including Allstream president Dean Prevost. These are used to provide forums for our leadership team to share their ideas, knowledge of topics that are of interest to them with MTS Allstream employees.
      • improve the quality and frequency of communication with team members and employees
      • raise awareness of the activities of different functional areas
      • share expertise, opinion and guidance on topics of interest to the executive
      “Internal communications is going to have to redefine itself to be more about participation, about keeping a finger on the pulse of the organization and how it’s being perceived.”
      - Richard Dennison
      Internal Programme Manager, BT Group plc
    • 33
      Web 2.0 in Action
      A SharePoint community of interest featuring discussion forums, document repositories and anchored by a site moderator/owner’s blog. Workplace 2.0 is a teleworking program through which over 700 participating employees are currently working remotely on a full-time basis.
      provide a space for the Workplace 2.0 program leaders to share information about the program with participating employees and those interesting in joining
      provide a forum for participating employees to share ideas, best practices, technical and moral support for issues that arise from working at home
      foster a similar sense of community & “togetherness” among teleworkers that onsite employees experience.
      “IBM is a company of nearly 400,000 employees residing in over 200 countries. One-third of them telecommute and social media has made it closer, more efficient and more agile.”
      - George Faulkner
      Editor-in-Chief, IBM Media Library
    • 34
      Web 2.0 in Action
      Competitive Intelligence Wiki
      A knowledge management system for the Allstream Sales & Marketing Team, utilizing a collaborative wiki environment and practices to collect & collate competitive intelligence data.
      • share the latest information & analysis of competitors’ products, offers and activities
      • improve Sales’ awareness of competitive threats & opportunities
      • raise Marketing’s awareness of the capabilities of our competitors so that Marcom, Product Management and Channel Marketing can formulate effective responses
      “The advantage … is that the information can be uploaded easily and those who are interested or need the information can access it at any time. I think it is a very effective tool for preventing information loss.”
      - YohNosaka
      Leader, Marketing & Promotion, NEC Soft
    • 35
      In Development
      MyStarbucksidea.com
      The concept of our internal idea sharing site is heavily influenced by Starbucks’ approach. By actively soliciting customers for their ideas on improving Starbucks, mystarbucksidea.com serves as a vehicle for the rapid market testing and implementation of those ideas at Starbucks coffee houses:
      “What’s your Starbucks Idea? Revolutionary or simple—we want to hear it. Share your ideas, tell us what you think of other people’s ideas and join the discussion. We’re here, and we’re ready to make ideas happen. Let’s get started.”
      Idea Sharing & Collaboration Space
      Following the success of the Employee Exchange, this site is the next step in the use of social media at MTS Allstream to encourage collaboration, generate great ideas, put them into action and report on their success.
      • keep the concept of continuous employee feedback alive
      • improve the quality of ideas through moderated, collaborative peer review: turn good ideas into great ideas
      • provide a blog space where the executive responsible for tackling the top ideas will make a blog post/report about the status of the item
      • increase employee engagement, recognition and retention
      Since its launch in March 2008:
      • 3 million unique visitors
      • 60,000 ideas submitted
      • 100,000s of comments
      • 460,000 votes
      • 2,500 moderator comments
    • 36
      Web 2.0 In Action
      4. Enable
      Aligning with Employee Engagement Objectives
      *adapted from 2006 Conference Board of Canada Employee Engagement Research Report
      3. Collaborate
      Employee Exchange
      Workplace 2.0
      Competitive Intelligence Wiki
      • exchange of ideas as a regular practice to address challenges.
      • provide relevant information that will support and encourage involvement in decision-making.
      2. Input
      Idea Sharing & Collaboration Site
      • gather employee suggestions and thoughts on specific challenges impacting the business.
      • acknowledge and address contributions consistently
      Reward and Recognize
      1. Inform
      employees to improve operations, reduce costs and assist customers as a regular part of their day-to-day roles and through special projects.
      Employee Exchange
      • employees about business operations and challenges through face-to-face dialogue reinforcing the message using other media.
      • clearly show how these link to the employee’s day-to-day responsibilities and how they contribute.
      • validate understanding of the message.
      Executive Blogs
      36
    • 37
      Lessons Learned
      • To lay the groundwork for successful adoption of social media technologies, organizations must start with a culture that emphasizes knowledge sharing, discussion, and openness.
      • HR, IT and legal departments need to strike a careful balance between protecting the company's interests and ensuring that social media's greatest potential can be realized
      • Businesses must be flexible and open to alternative ways of using technology, and they must be careful not to underestimate the creativity and technical know-how of Generation Y.
      • Strict control of social media is out of the question—instead, companies should focus on creating guidelines and establishing mechanisms for community self-regulation.
      • Because traditional cost-savings calculations don’t always apply in social media scenarios, enterprises need to consider new ways to measure return on investment.
    • 38
      Lessons Learned
      A wiki probably isn’t the right tool to use with attention-deficit sales reps
      Execs need to make the time to blog, a least once a week
      Need to show that the “folks in charge” are paying attention to what employees are saying and are putting their ideas into action
      Execs need to check the forums on a regular basis and dive into the conversation as often as possible (and definitely don’t order subordinates to post on your behalf!)
      Make sure you involve Legal from the beginning, while making it clear that you will be proceeding with your plans
    • 39
      Q&A
      Craig Brown
      Senior Digital Media Manager
      MTS Allstream Inc.
      cbrown1232@gmail.com
      Twitter: craigebrown
    • 40
      Agenda
      9:00 - 9:15 AM Introductions and Agenda Review
      9:15 - 9:30 AM Web 2.0 Fundamentals – Setting the Stage: Dr. Cindy Gordon
      9:30 - 10:15 AM Case Study One – MTS Allstream Craig Brown
      10:15- 10:30AM Break
      10:30- 11:15AM Case Study Two – Family Health International Amir Malik
      11:15- 11:45AM Web 2.0 Perspectives on Twitter Jessica Muhlbier
      11:45- 12:00 PM Pulling It All Together: Lessons Learned Dr. Cindy Gordon
      12:00-12:15AM Formal Workshop Evaluation
      Note:
      We will stay on after for more questions/answers until 12:45 AM due to the very short nature of this program.
    • 41
      Agenda
      9:00 - 9:15 AM Introductions and Agenda Review
      9:15 - 9:30 AM Web 2.0 Fundamentals – Setting the Stage: Dr. Cindy Gordon
      9:30 - 10:15 AM Case Study One – MTS Allstream Craig Brown
      10:15- 10:30AM Break
      10:30- 11:15AM Case Study Two – Family Health International Amir Malik
      11:15- 11:45AM Web 2.0 Perspectives on Twitter Jessica Muhlbier
      11:45- 12:00 PM Pulling It All Together: Lessons Learned Dr. Cindy Gordon
      12:00-12:15AM Formal Workshop Evaluation
      Note:
      We will stay on after for more questions/answers until 12:45 AM due to the very short nature of this program.
    • 42
      Collaboration StrategyEmployee Engagement
      FHI Experience
      Amer Malik AMalik@fhi.org
    • 43
      About Us
      Family Health International is a public health and development organization working to improve the lives of the world’s most vulnerable people. Its 2,500 staff conduct research and implement programs in 55 countries that advance public health and build local capacity to address development problems.
      HQ in the US, rest of the offices are in Asia, Africa and Latin America
    • 44
      Employee Engagement Challenges
      Geographical spread and cultures
      Communication
      Sensitivity to intellectual property
      Infrastructure capacity: Bandwidth
    • 45
      What didn’t work for us
      Formal campaign
      God’s “system”
      Selling technology
      Communities of Practice
      If you build it, they’ll come
    • 46
      Our Approach
      Engage at the grass root level
      Hone into challenges
      Present working solutions (not concepts)
      Be the enabler, not owner
      No formal marketing campaign
      Control boundaries, not outcomes
      Governance, security, etc
    • 47
      Problems we are trying to solve
      How does my Team address its most pressing collaboration and communication needs?
      How does my Team make its work &quot;known&quot; to the rest of the organization, and beyond?
      How can I engage my staff in developing the Team as a development organization?
      How could my Team, Department A, and Group B work better to conceptualize and develop winning proposals?
      How do we develop multidisciplinary disease care concepts?
    • 48
      FOCUS: Information Literacy
      American Library Association defines information literacy as –
      “A set of abilities requiring individuals to recognize when information is needed and have the ability to locate, evaluate, and use effectively the needed information.”
    • 49
      How we did it
      Addressed security at inception
      Full support for champions
      Promoted competition and recognition
      Flexibility
      Had champions present the case studies
    • 50
      What worked for us
      Start small, very small
      As a part of overall solution
      Working sessions, not training
      Promote via multiple channels
      Comprehensive support structure
    • 51
      What did we accomplish
      50+ active wikis in 6 months
      a part of the organization’s lexicon
      But, what is the value?
      conceptual shift from document-centric to information-centric - promoting effective collaboration
      collaborating with colleagues in remote locations, period
    • 52
      Thank You!
    • 53
      Agenda
      9:00 - 9:15 AM Introductions and Agenda Review
      9:15 - 9:30 AM Web 2.0 Fundamentals – Setting the Stage: Dr. Cindy Gordon
      9:30 - 10:15 AM Case Study One – MTS Allstream Craig Brown
      10:15- 10:30AM Break
      10:30- 11:15AM Case Study Two – Family Health International Amir Malik
      11:15- 11:45AM Web 2.0 Perspectives on Twitter Jessica Muhlbier
      11:45- 12:00 PM Pulling It All Together: Lessons Learned Dr. Cindy Gordon
      12:00-12:15AM Formal Workshop Evaluation
      Note:
      We will stay on after for more questions/answers until 12:45 AM due to the very short nature of this program.
    • 54
      Perspectives on Twitter
      The Ultimate Brand Builder
      Jessica Muhlbier, Digital Social Media Consultant
      jessicamuhlbier@gmail.com
      www.jessicamulbier.com
    • 55
      Agenda
      What is Twitter?
      Twitter as a Branding Strategy
      Twitter as an Employee Communication Strategy
      Twitter as a Customer Service Strategy
      Lessons Learned
      Summary
    • 56
      What’s Twitter?How many of you currently have a Twitter account and tweet?
      Twitter allows users to share and discover what’s happening rightnow, anywhere in the world, in 140characters or less.
    • 57
      A little more information
      • Twitter is like blogging at short and rapid speeds
      • Twitter is better described as micro-blogging
      • And Twitter is changing the public discourse
    • 58
      Flying into the Twittersphere
      Tweet
      Tweet!
      Tweet
    • 59
      Branding in the “Twittersphere”
      Sparks positive awareness & discussion
      Case Study #1: Starbucks
      Case Study #2: jetBlue Airways
    • 60
      Starbucks
      Twitter Name: Starbucks
      Stats: 85,278 following/304,620 followers
      Starbucks Official Tweeter: Freshly brewed tweets from BradNelson at Starbucks in Seattle, WA. Brad is a former barista turned Twitter guru.
      Brad responds to direct messages (DM), replies to mentions (@) of Starbucks, and helps customers find resolutions to their problems.
    • 61
      JetBlue Airways
      Twitter Name: JetBlue
      Stats: 117,208 Following/1,307,627 Followers
      Jet Blue Official Tweeter: Sky high tweets powered by MorganJohnston. Morgan is the manager of corporate communications at Jet Blue.
      Morgan’s tweets for the community“our role on Twitter is driven by the requests of our followers. Twitter is a great way to talk to many, but even better for listening.”
      Why is JetBlue Tweeting?“....To show that our brand is built by real people who care about our customers.” - Morgan Johntson
    • 62
      How To: Build Your Brand
      Claim Your Twitter Handle1)personalize it i.e. @mashable2) shorter, the better!
      Build & “Brandify”1) completely fill out your profile2) create a Twitter background (Twitpaper, Twitbacks)
      Utilize Third Party Applications1) ping.fm2) wefollow3) hash tags (#) !
    • 63
      #FAIL
      #SUCCESS
    • 64
      Twitter as Employee Communication Strategy
      Short and sweet
      Easy access and flexibly
      Highly interactive
      Why it’s beneficial:
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      Yammer = The Corporate Twitter
      Founded 2008 - San Francisco
      Focuses on businesses - Only individuals with the same email domain can join
      Over 40, 000 clients worldwide
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      Twitter as Customer Service Strategy
      Problem resolution
      Positive brand image
      Staff involvement
      Low cost
      Case Study: Comcast
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      Comcast on Twitter
      Twitter Name: comcastcares
      Twitter Stats: Following 30, 675/30, 700 Followers
      Comcast Official Tweeter: Frank EilasonFrank is the Senior Director of Comcast National service
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      Business Lessons Learned
      The public sphere has dramatically shifted to an open source world of online discussion
      Companies and corporations need to join the conversation in order keep up
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      Summary
      A powerful and useful micro-blogging service
      Strengthen and build a better brand
      Better communication in the workforce
      Increase customer satisfaction within the online community
      Twitter is...
      Twitter Helps to...
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      Thank You & Questions?
      follow me on:
      http://twitter.com/geminijess
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      Agenda
      9:00 - 9:15 AM Introductions and Agenda Review
      9:15 - 9:30 AM Web 2.0 Fundamentals – Setting the Stage: Dr. Cindy Gordon
      9:30 - 10:15 AM Case Study One – MTS Allstream Craig Brown
      10:15- 10:30AM Break
      10:30- 11:15AM Case Study Two – Family Health International Amir Malik
      11:15- 11:45AM Web 2.0 Perspectives on Twitter Jessica Muhlbier
      11:45- 12:00 PM Pulling It All Together: Lessons Learned Dr. Cindy Gordon
      12:00-12:15AM Formal Workshop Evaluation
      Note:
      We will stay on after for more questions/answers until 12:45 AM due to the very short nature of this program.
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      The watercooler is being replaced by Web 2.0 networking tools.
      72
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      Plan your Web 2.0 Growth Carefully
      Web 2.0 can get crowded quickly – some careful design thought is key to success and early adoption.
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      Be Careful of Over Engineering
      copyright - prepared by Helix Commerce International Inc. in collaboration with TD, 2009
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      Web 2.0 Governing Principles
      • Governedwith collaborative leadership
      • Designed for openness and transparency
      • Supported by participatory processes + tools
      • Optimized and Scaled for future adaptation
      • Simplified in design = end user control + navigation
      • Monitored with effective policies, practices, and
      technology security toolkits.
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      Employees will share if motivated and trusted.
      copyright - prepared by Helix Commerce International Inc. in collaboration with TD, 2009
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      Web 2.0 and Soft Security Guidelines
      There are six soft security policy principles that Helix recommends to its clients for consideration:
      Principle One: Assume good Faith: People are always trying to be helpful: to apply the principle of first trust, confident that the occasional misuse will be overwhelmed by the good
      Principle Two: Peer Review: Your peers can ensure that you don’t damage the system as wikis are strong feedback mechanisms for peer dialogue.
      Principle Three: Forgive and Forget: Even well – intentioned people make mistakes. They don’t need to be permanent.
      Principle Four: Limit Damage. When unpreventable mistakes are made, keep the damage within tolerate limits.
      Principle Five: Fair process. Theory that being transparent and giving everyone a voice are essential management skills.
      Principle Six: Non Violence.Do not violence lest violence seek you.
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      Web 2.0 - Sample Blog Policy
      Preface to Sun Blog Policy:
      “Many of us at Sun are doing work that could change the world. We need to do a better job of telling the world. As of now, you are encouraged to tell the world about your work, without asking permission first (but please do read and follow the advice in this note). Blogging is a good way to do this.”
      It’s a Two-Way Street - become part of industry conversations
      Don’t Tell Secrets - common sense at work here
      Be Interesting – about work and about yourself
      Write What You Know - best way to be interesting
      Follow Financial Rules - about what we can and can’t say
      Quality Matters - “complete” and “concise”
      Think About Consequences · it’s all about judgment
      Use Disclaimers · but don’t count them to avoid trouble
      illustrative
      Simple + Easy
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      Success Factors
      47%
      Corporate
      Culture
      Top Barriers:
      1.) Company does not understand the business value or potential return, or risks.
      2.) Corporate Culture doesn’t encourage Web 2.0 use.
      3.) Company does not provide incentives to adopt or experiment with Web 2.0 and set up digital native coaches to mentor senior levels.
      30%
      Structure &
      Processes
      28%
      Information
      Technology
      28%
      Skills &
      Motivation
      27%Management
      Leadership
      Sources: Helix Commerce International Research, Harvard, Accenture, McKinsey Research Sources
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      Web 2.0 – Social Media Benefits
      Mindshare and Branding
      • Brand Awareness
      • Channel Interaction + Reach
      • Conversation Quality (positive vs. negative)
      • Best Media sites for Reach: YouTube, Facebook, Orkut, MySpace, Google
      Sales + Marketing
      • Innovation + NPI
      • Marketing Rich Lead Generation
      • Increased Sales Results
      Customer Interaction
      • Customer Loyalty + Retention
      • Establishing Trust
      • Real-Time Feedback/Research
      • Open dialogue via blogging or targeted communities
      • Example: Dell’s IdeaStorm, Guitar Center’s King of The Blues, Molson’s Brew 2.0 community
      Employee Engagement
      • Project collaboration
      • Finding Relevant Knowledge + Expertise
      • Communities of Practice (CoP), User Groups
      • Talent Management – Attract, Develop, Retain
      • Productivity Improvements
      • Employee Loyalty
      illustrative
      Top 3 Adoption Reasons
      1.) Managing Knowledge
      2.) Fostering Collaboration
      3.) Enhancing Corporate Culture
      Measuring Web 2.0 ROI is difficult
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      Cisco Best Practice - Web 2.0 Results
      Cisco’s journey on the Web began 10 years ago when they started shifting business processes to the Web.
      Web 1.0 phase of investments yielded significant returns, with Cisco attributing $3.7 billion worth of benefits in fiscal 2008 alone to Web 2.0 investments.
      Recent investments in Web 2.0 technologies over a 12-month period yielded a return of $691 million in benefits in fiscal 2008, providing a total benefit from Web technologies in fiscal 2008 of $4.4 billion.
      Cisco invested roughly $82 million in Web 2.0 technologies to create about $772 million worth of returns on that investment.
      Primary benefits are:
      improved remote collaboration that reduce travel requirements,
      more time spent working thanks to more robust telecommuting capabilities,
      better optimization of employees with specialized skills, and improved sales productivity.
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      Cisco Best Practice - Web 2.0 Results
      Collaboration software reduced costs by $251 million a year, increased margins by $142 million and generated employee time savings of $380 million a year.
      Cisco estimates that increased collaboration on the Web is going to increase theproductivity ofevery employee by 3 percent to 5 percent over the next five years – main driver behind increased corporate productivity over the next 10 years.
      4.9 percent productivity increase in fiscal 2008 as a result of improved collaboration on the Web.
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      BottomLine: Talent Attraction Brand Risk #1
      The Economist Intelligence Unit predicts that by 2010, 62 percent of all employees will be working with teams of people distributed across multiple locations.
      Investments in intranet and extranet productivity tools will be key for supporting collaboration needs.
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      Web 2.0– Recipe for Success
      • Go Light on Governance – Simple Policy and Guidelines
      • Grassroots and a touch of TLC.
      • The First Edit creates the spice!
      • Group Collaboration is the root!
      • Support Emergent Behavior with recognition energy!
      • Provide Support Tools (training, best practices, coaching, expertise)
      • Big Dollop of Transparency, Openness and Knowledge Sharing … plus ..
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      Agenda
      9:00 - 9:15 AM Introductions and Agenda Review
      9:15 - 9:30 AM Web 2.0 Fundamentals – Setting the Stage: Dr. Cindy Gordon
      9:30 - 10:15 AM Case Study One – MTS Allstream Craig Brown
      10:15- 10:30AM Break
      10:30- 11:15AM Case Study Two – Family Health International Amir Malik
      11:15- 11:45AM Web 2.0 Perspectives on Twitter Jessica Muhlbier
      11:45- 12:00 PM Pulling It All Together: Lessons Learned Dr. Cindy Gordon
      12:00-12:15AM Formal Workshop Evaluation
      Note:
      We will stay on after for more questions/answers until 12:45 AM due to the very short nature of this program.