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How Social Business Drives Value: A Thompson Reuters Case Study

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In this presentation, you’ll see how Thomson Reuters, the leading provider of intelligent information to businesses and professionals, rolled out a social intranet to its 60,000 employees for driving …

In this presentation, you’ll see how Thomson Reuters, the leading provider of intelligent information to businesses and professionals, rolled out a social intranet to its 60,000 employees for driving innovation, aligning everyone to the company strategy, and generating a more collaborative working environment across the 100 countries they operate in.

Learn more: www.jivesoftware.com

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  • Think about it. For a company with 5,000 knowledge workers at $30 an hour, that equates to a cost of over $4 million in payroll alone. Think about it. For a company with 5,000 knowledge workers at $30 an hour, that equates to a cost of over $4 million in payroll alone. And 3. They’re work doesn’t align to the company strategy, or their skills aren’t matched to the task at hand.
  • They’re doing this instead of driving growth and innovation.This is happening because of 3 things:1. Employees are stuck using too many disconnected, non-mobile collaboration tools, so it takes too long to find information and experts. So, they resort to using a 40-year-old tool for things it was never intended to be used for.2. They don’t have access to knowledge and innovative thinking across the company, so they’re wasting time duplicating effort3. They’re work doesn’t align to the company strategy, or their skills aren’t matched to the task at hand.
  • A Top 3 consulting firm has verified that Jive customers report a 15% increase in employee productivity after using Jive.NOTE: If you’re interrupted by someone who expresses disbelief at this number, or asks how it was measured, answer in this way:The Top 3 consulting firm interviewed several CxOs, conducted end user surveys with 380+ Jive users, and performed deep-dive interviews with 5 global Jive customers to collect data. They then performed a factor analysis on the data to determine not only this increase in productivity, but over 22 points of improvement that resulted from increased productivity, which I’ll dive into right now.(Definition of Factor Analysis: Factor analysis is a statistical method used to describe variability among observed, correlated variables in terms of a potentially lower number of unobserved variables called factors. In other words, it is possible, for example, that variations in three or four observed variables mainly reflect the variations in fewer unobserved variables.)
  • This 15% increase in productivity was achieved by using Jive to:Align more employees to the company’s strategic direction, which drove a whole host of benefits, including a 20% increase in strategic communicationsEnable access to others’ skills and innovative thinking across the company, which led to a 32% increase in ideas generated; andEmbed collaboration and networking capabilities into Microsoft SharePoint, Office, Outlook, CRM, and any web application, which contributed to the overall increase in productivity.
  • Here’s how it works.Jive helps drive strategic alignment, innovation and productivity, across all employees, from any device.This is done by bringing the official communications of the intranet, and the expertise location and collaboration needs of employees, together into an elegant, extensible environment that brings the speed, scale, and economics of consumer social technologies to the enterprise.

Transcript

  • 1. How Social Business Drives Value:A Thomson Reuters Case StudyApril 30, 2013Moderated by Paige Pires de Almeida,General Manager, E2 Conference
  • 2. PresentersTim WikeDirector of Intranet Strategy and Operations,Thomson ReutersGia Lyons, @gialyonsDirector of Product Marketing,Jive SoftwarePaige Pires de Almeida, @peepfGeneral Manager, E2 ConferenceDiscuss today’s program on Twitter: #e2conf
  • 3. HOW SOCIAL BUSINESSDRIVES VALUEJive for Social Intranet
  • 4. YOUR EMPLOYEESSINK28 HOURSEVERY WEEKNOT ON FACEBOOKNOT PLAYING SOLITAIREJUST TRYING TOGET WORK DONE*The Social Economy, McKinsey Global Institute,July 2012
  • 5. YOUR EMPLOYEES AREINSTEAD OF DRIVINGGROWTH &INNOVATION3. WORKING ON LESS STRATEGICACTIVITIES2. REINVENTING THE WHEEL1. SEARCHING FOR INFORMATION& EXPERTISE•SLOGGING THROUGH EMAILYOUR EMPLOYEESSINK28 HOURSEVERY WEEK
  • 6. 15%increase inemployee productivity**independently verified by a top 3 global consulting firm
  • 7. Real Results20% increase in strategic communications32% increase in ideas generated15% increase in employeeproductivity
  • 8. Jive Social IntranetHow It WorksMake it easier for employees tofind the information andexpertiseReduce the time it takes tobring new offerings to marketCommunicate more effectivelyto a distributed, mobileworkforceDrive strategic alignment, innovation and productivity,across all employees, from any device.
  • 9. TIM WIKE, DIRECTOR OF INTRANET STRATEGY& OPERATIONSThomson Reuters
  • 10. A THOMSON REUTERS CASE STUDY
  • 11. REUTERS/Firstname LastnameTIM WIKEDIRECTOR, INTRANET STRATEGY & OPERATIONSThomson Reuters
  • 12. 12Tim Wike• Director, IntranetStrategy & Operations• Joined Reuters in 2002• Managed the technicalintranet team beforemoving into the businessrole in 2011• tim.wike@thomsonreuters.com• www.linkedin.com/in/timwike
  • 13. 13KEY STATS60,000 employees in 100 countriesListed on the NYSE and TSX– symbol TRI2012 Revenue – $12.9 billionWho are we?The world’s leading source of intelligentinformation for businesses and professionals
  • 14. 14Who we serve
  • 15. 15The Hub - Our social intranet
  • 16. 16WHERE are we now?• 1 million daily page views• 65k employees + contractors working together on TheHub• Rapid adoption and engagement• Retired the old portal platform, wikis and blogs.
  • 17. 17The Hub Growth Story
  • 18. 18• You name it - we had it!- Oracle Portal- Confluence- Yammer- Home-grown platforms- Employee directories- SharePoint- JiraWhere we’ve come from• Company built fromacquisition- Multiple disparateintranet platforms- Businesses/divisions onseparate systems- Locked standards - IE ona desktop
  • 19. 19we all have the same problems...• Disconnected employees• No ability to communicate to everyone in one place• No ability for employees to provide realtime feedback• Out-dated, slow cumbersome tools• Multiple tools for the same tasks• Different businesses working on different systems• Impossible to find the right person• Impossible to find the right content• Costly maintenance and support infrastructure
  • 20. 20What were the goals?• Simplification- Support and maintenance- Communications vehicle- Findability of information- Ease of use for employees- Improve efficiency and productivity- Harness the wisdom of the employees- Connect employees with each other where traditional barriershave prevented collaboration• Work socially. Before we can work with customers socially,we must learn to work with each other that way• Access from anywhere, anytime, any device
  • 21. 21Phase 0 - Tech Know• August 2011 - Technologists Learning communitywas launched• Advocates network was created• Invites sent to 3,000 employees• Moved all workflows to The Hub - don’t work acrossboth locations• Users invited their colleagues, including businessusers• By December we had 19k users - all invited by theircolleagues
  • 22. 22Be serious about it• Announce the intention that this is the replacement,not another destination• Put dates against the closure of other platforms• Start retirement asap• Yammer closed in February- Yammer users were the most socially aware- Skeptical to begin with, but by February were mostlycomfortable moving to The Hub
  • 23. 23to Migrate content or not to migrate?• Consider your migration path very carefully• Migrate only what people need• Make content owners move their own content- They will only move what is still relevant- They will create the tags and metadata as they add it• Migrating their content is a great way for people tolearn how it works• Be careful about moving content for other people - theact of moving/creating generates real value in theplatform
  • 24. 24Give up ownership of content• Holidays and Events- Company holidays and events- Crowd sourced - give the people the ownership of thecontent• Acronym finder- Information lookup- Crowd sourced - give them ownership again- Improve search - get definitions from anywhere• In Your Words- People stories from around the company- Allow users to add their own stories of interest
  • 25. 25Executive buy-in• Bring the popular execs in, create a competitiveenvironment• Make them ask questions• Make them respond to threads• Feed them the relevant places to get involved- Compile the top 5 items for the CEO to respond to everyweek• Use the existing bloggers e.g. Rick King CTO
  • 26. 26Share The Success Stories• Publicise great examples of how to use The Hub• Make stories from the successful outcomes• Help business units to copy examples from eachother where business value has been achieved
  • 27. 27GGO IdeaFest• Global Growth & Operations IdeaFest - February 2013• Operations center employees invited to submit ideas for streamlining processes
  • 28. 28GGO Ideafest
  • 29. 29Thomson Reuters Challenges• Targeted crowd-sourced innovation
  • 30. 30Thomson Reuters Challenges
  • 31. 31london technology unconference• Technologists gather for a free-form working session
  • 32. 32london technology unconference
  • 33. 33Questions...• tim.wike@thomsonreuters.com• www.linkedin.com/in/timwike
  • 34. Please Submit Your QuestionsTim WikeDirector of Intranet Strategy and Operations,Thomson ReutersGia Lyons, @gialyonsDirector of Product Marketing,Jive SoftwarePaige Pires de Almeida, @peepfGeneral Manager, E2 ConferenceDiscuss today’s program on Twitter: #e2conf