The document debunks common myths about social software adoption and provides realities and recommendations to consider. It addresses myths such as users intuitively knowing how to use new software, adoption being easy with early enthusiasts, and strategies directly transferring between companies. The realities highlighted include the need for continuous education, gaining pragmatist users' support, tailoring strategies to organizational context, prioritizing business units' involvement, and ongoing community management. Sustaining adoption over time also requires more than initial usage metrics and launch efforts.

1. If You Build it, Will They Come?
Debunking the Myths of Social Software Adoption
Suzanne Livingston
Senior Product Manager, IBM Connections
@suzielivingston
Chris Cooper, IBM
Social Software Consultant, IBM
© 2014 IBM Corporation
Special thanks to Joyce Davis
IBM Community Manager
@jadintx

2. “The software is so
intuitive, employees will
just know how to use it.”
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3. Myth: The software is so intuitive, employees will just
know how to use it.

Reality: Every piece of social software works differently, and people expect what they are
familiar with
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What can you do to provide continual education?
–
Onboarding new users
●
Tutorials with relevant examples
●
Seed content
- Activity templates
- Communities
- Wikis
●
Champions who can welcome and help new members
–
Offer education with every new release

4. “But we already have
some really enthusiastic
users. This is going to
be easy.”
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5. Myth: But we already have some really enthusiastic users.
This is going to be easy.
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Reality: Don't be misled into
thinking that with small
numbers of Enthusiasts and
Visionaries on board the job is
nearly done.
What can you do to get the
Pragmatists on board?
–
Identify use cases that
make a difference in their
everyday work
–
Create content that
delivers immediate value
–
Provide integration with
tools they use every day
–

6. “We can
use ABC
Co's
Adoption
Strategy.”
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7. Myth: We can use ABC Co's Adoption Strategy.

Reality: What worked for them will not necessarily work for you
–
Adoption plans should reflect context in addition to content
–
Context includes your business environment, culture, adaptiveness, ability to change,
willingness to change, and timing
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What should you learn from another company's adoption plan?
–
Tactical ideas for onboarding (i.e. workshops, online education)
–
Tactical ideas for executive adoption/sponsorship
–
Business metrics that are similar to your needs (i.e. how they calculate customer
satisfaction)
–
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Refrain from comparing yourself to another company's adoption with regard to
–
How long it took them
–
The numbers and percents adopted by when

8. “We want to prove social
works in IT first, then
we'll show it to the LoB.”
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9. Myth: We want to prove social works in IT first, then we'll
show it to the LoB.
Reality: The LoB should be involved right from the start
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LoB use cases will provide the best prospects for demonstrating value
Non-IT functions such as Communications, HR, Training should be part of the Adoption
project team from the start (and often lead it)
Visible support from LoB leadership is a powerful aid to gaining employee buy-in
LoB understanding of organization and cultural challenges can be a powerful aid to getting
the launch strategy right

10. “It's not critical for executives to
participate since they're so busy.”
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11. Myth: It's not critical for executives to participate, since
they're so busy.
Reality: High level buy-in is critical to social software adoption success

Gain upper management support for the adoption strategy early
–
Clearly articulate how use of social software positively impacts organizational goals
–
Have organizational leaders communicate key social software initiatives
–
Involvement of leaders sanctions employees time using the tools
–
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Transition existing communications and processes to the social platform
–
e.x. Organizational emails & tracking required employee actions
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Assign a “social coach” to executives
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Provide quick and simple examples of how executives can participate daily
–
e.x. customer wins as status updates & respond to or “like” others' comments

12. “We are going to create
a pilot group by
nominating 25 users
from each division.”
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13. Myth: We are going to create a pilot group by nominating
25 users from each division.
Reality: Pilot or launch groups must be made up of users who have a need to interact and
collaborate
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Arbitrary selection of, say, 25 users could cut across a community or skills group and greatly
limit adoption of the tools
Always allow scope for more users to opt in to any pilot or launch group so that viral growth
in participation is supported
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Adopter groups should be chosen based on use cases, not on organization structure

14. “As long as people
participate, we can get by
without having a
community manager.”
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15. Myth: As long as people participate, we can get by without
having a community manager.
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Reality: A community manager orchestrates participation
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Community managers are central to long term adoption. They:
–
Lead creation of the community charter and maintain it over time
–
Build relationships with and among community members – understand needs and
connect experts
–
Ensure an appropriate content plan
–
Engage community members
–
Encourage timely and ongoing communication
–
Keep a pulse on the health of the community
–
Address issues (content, technical, relationship, communication)
–
Role of the adoption manager and leader are also growing and critical

16. “Training is about tool
functionality.”
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17. Myth: Training is about tool functionality.
Reality: Education materials and user training needs to include functionality, but it should also
provide context and good practice guidance
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Put the training in context based on identified use cases
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How can each tool help users in their everyday work?
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How is the organization looking to change and how do the tools align with that?
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Policies – e.g. sharing sensitive information, positioning relative to existing tools...
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Practical hints and tips for getting started

18. “After the initial launch,
this shouldn't require
much work to keep
going.”
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19. Myth: After the initial launch, this shouldn't require much
work to keep going.
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Reality: What works today will not work tomorrow.
–
Adoption is an ongoing process, with constantly new people, tools, ideas, and
education
–
Initial success does not mean future success. Initial failure does not mean permanent
failure.
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What helps sustain momentum?
–
Constant success sharing
–
Ambassador program (e.g. IBM Digital IBMer Community)
–
Community management
–
Member recognition
–
Progress reporting

20. “Usage = Business Value.”
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21. Myth: Usage = Business Value
Reality: Increasing user visits and contributions are necessary and important indicators of
adoption, especially in the first few months. However these don't relate directly to business value
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Seek direct feedback from users:
–
Are the tools helping you to find expertise more easily?
–
Are they helping you to find information?
–
Do you feel more engaged in discussions about strategy and new initiatives?
In the long term would any business measures be expected to show improvement?
–
Are you targeting reduced travel costs?
–
Are new products brought to market more quickly?
–
Is there wider sharing of and learning from customer experiences?
–
Do you run an employee climate survey – does it show improved employee
engagement?
–
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22. Engage Online

SocialBiz User Group socialbizug.org
– Join the epicenter of Notes and Collaboration user groups

Follow us on Twitter
– @IBMConnect and @IBMSocialBiz

LinkedIn http://bit.ly/SBComm
– Participate in the IBM Social Business group on LinkedIn:

Facebook https://www.facebook.com/IBMSocialBiz
– Like IBM Social Business on Facebook

Social Business Insights blog ibm.com/blogs/socialbusiness
– Read and engage with our bloggers
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23.  Access Connect Online to complete your session surveys using any:
– Web or mobile browser
– Connect Online kiosk onsite
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