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Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
Roberts Golden *Selling Enterprise Social to the Suits* workshop
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Roberts Golden *Selling Enterprise Social to the Suits* workshop

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  • Marketing and sales – misalignmentSales never share anything
  • Horizontal use cases
  • The tool is just an enabler
  • Transcript

    • 1. Moxie Insight Member Conference: ‘Selling *Social* (e.g., Enterprise Collaboration Tools) to the Suits’ Workshop<br />Sara M. Roberts (sara@robertsgolden.com) & Leah Reynolds (leah@robertsgolden.com) <br />Twitter: @RobertsGoldenApril 11, 2011<br />44 Montgomery, Suite 600 | San Francisco, CA | 94104 | +1-415-641-5523 | www.robertsgolden.com<br />
    • 2. Who are we?<br />2<br />Sara Roberts<br />President/CEO<br />Author & speaker<br />Mom & wife<br />Singer & marathon runner<br />Leah Reynolds<br />SVP / Principal Consultant<br />Writer & speaker<br />Mom & wife<br />Singer & generational expert<br />
    • 3. Who are you? – At your tables<br />Share your name, company, role<br />Something about yourself that makes you proud<br />3<br />
    • 4. Today’s workshop…<br />Purpose of today’s session: Build a collaboration success story!<br />You’ll be able to answer: <br />What goes into the business case?<br />How can we demonstrate the ROI?<br />Some associated topics will be addressed through:<br />Our Appendix materials<br />Other presentations at this conference<br />Additional opportunities to speak one-on-one here at the conference and beyond<br />4<br />
    • 5. Prepare to address the critics…<br />5<br />“This stuff is not appropriate for business.”<br />“We’re paying our employees to socialize?”<br />“We can’t control this.”<br />“What’s the bottom-line value?”<br />
    • 6. Building the case for change<br />Aligning the heart, head and hands<br />Influencing: <br />What people think (their intellectual connection)<br />What people feel (their emotional commitment)<br />How it helps them get their work done better (their environment)<br />It’s actually about SEE > FEEL > CHANGE <br />We believe that change happens as a result of analyze > think > change but in reality this is how most change happens<br />6<br />
    • 7. Mapping to the Elements of a Solid Business Case<br />Executive Summary<br />Introduction & Background<br />Problem Definition & Desired Business Goal(s) and Objectives<br />Alternatives<br />Assumptions<br />Benefits Estimates, and Benefit Metrics<br />Cost Estimates<br />Risk Assessment<br />Financial Analysis<br />Recommendation<br />Implementation Approach/Timeline<br />7<br />The elements we’ll discuss<br />The standard components of a business case<br />The problem we’re trying to solve <br />The ROI<br />The vision<br />How we’re going to mobilize & gain buy-in <br />
    • 8. The adoption journey for our organizations <br />8<br />Primary focus for business case<br />Governance, policies and guidelines<br />Inconsistent, ad hoc  common guidelines  system/tool risk assessment & governance  coordinated enterprise risk mgmt & governance<br />Systems and behaviors<br />Pockets of enthusiasm  adoption program  transformed and integrated processes  driving innovation<br />Measurement<br />Proof of concepts  individual systems/tools or LOB  portfolio w/quant and qual  real-time performance<br />Technology Infrastructure <br />Research and selection  testing and integrating  agile hosting & deployment  competitively differentiating solutions and processes<br />Organizational Readiness<br />Stakeholder Analysis | Leadership Alignment and Action Planning | Communications | Training <br />Adapted from Evolution of E2.0 at IBM<br />
    • 9. Get clear about what you want to do<br />
    • 10. Identify a problem you want to solve<br />Decrease turnover across the enterprise<br />Find a specific and measurable business problem that can be addressed through social networking (and turn it into a use case)<br />Be aware:<br />ROI at the enterprise-wide level can be difficult to quantify and may not be as compelling<br />Local or department-level applications may not translate into enterprise-wide ROI<br />10<br />Broad or specific goal?<br />Speed up on-boarding of sales associates<br />
    • 11. Many different ways to approach It<br />Tackle identifying key business problems from multiple perspectives:<br />Brainstorm vertical and horizontal use cases<br />Leverage collaborative intents to identify opportunities<br />Look at business drivers and metrics you want to move within the organization <br />How can collaboration and enterprise social networking tools better enable your company’s strategic initiatives?<br />11<br />
    • 12. A suggested process to define where you want to focus your collaboration efforts<br />Get a cross-functional team together<br />Align on biggest opportunities for “disciplined collaboration” within your organization (Remember: the goal of collaboration is not collaboration itself, but rather results)<br />Hint: some of the areas for most potential upside from collaboration are better innovation, sales and operations<br />Utilize tools such as the “Collaborative Intents”<br />Brainstorm where collaboration is falling down in your organization…<br />What are the biggest pain points and/or opportunities…<br />Within critical functions?<br />Cross functionally?<br />Across the enterprise?<br />12<br />
    • 13. Know your C-suite and their sweet spot…<br />What CEOs want:<br />Improve the top line<br />Increase productivity<br />Facilitate innovation<br />Improved customer loyalty<br />Retain top talent<br />Manage labor costs<br />Based on Gartner’s 2010 CEO survey and IBM’s research with top HR executives<br />13<br />
    • 14. Activity: Biggest pain points<br />Utilizing one of the techniques, brainstorm the biggest pain points that could be improved through better collaboration<br />Determine if you want to tackle enterprise or group-specific<br />Come up with 3-5 to start<br />As a group you may want to align on one that seems common to all of your respective organizations<br />14<br />10 mins<br />
    • 15. The Ten Collaborative Intents – key tasks that benefit from collaboration<br />Source: Tamara J. Erickson / Moxie Insight<br />15<br />
    • 16. Create the ROI Story<br />
    • 17. Calculating ROI / Business Value of Enterprise Collaboration Tools<br />With industry costs averaging $3-5 per user per month (and no hardware and low management costs) for enterprise collaboration tools even small increases in key performance indicators driven by enterprise social software platforms have the potential to create significant ROI…<br />Do your research to find data that can support your case<br />Based on your organization’s pain points, you’ll need to determine how to best baseline and estimate for business value<br />Let’s look at a few examples…<br />17<br />
    • 18. Use Hard Datato Support Your Points – two example data points to leverage for bolstering your business case<br />Melcrum, 2007 study based on input from 2,100 communicators<br />August 2009, “Is Optimism a Competitive Advantage?”<br />But, don’t forget to link it – engagement for the sake of engagement or asking them to make the leap doesn’t hold attention with many executives<br />18<br />
    • 19. Example: Driving Increased Employee Engagement <br />Assertion: Employees, particularly younger workers, using enterprise social software platforms in the workplace are more engaged than similar employees who do not use these tools. Employees are more engaged because they become part of something larger than themselves and their immediate departments.  Knowledge and work become more transparent and employees are able to get real-time feedback, visibility, and gratification.<br />Why It’s Important: Based on research done by Gallup, engaged workforces have an EPS that is 3.9 times higher than less-engaged organizations in the same industry -- not to mention, it feels great to work for a company where you and your colleagues are engaged and feel like your work has meaning.<br />19<br />
    • 20. Hypothesis: Increasing Employee Engagement through Collaboration Tools Will Equal $$$ <br />Some of the Research / Data Points We Can Leverage:<br />Gallup and others shows that engaged employees are more productive, profitable and less likely to leave. Engaged workforces have an earnings per share 3.9X higher than other organizations in the same industry.<br />“Competing on Talent Analytics” (article from Harvard Business Review) stated “Almost every company we’ve studied says it values employee engagement, but some…can precisely identify the value of a 0.1 percent increase in engagement among employees at a particular store. At Best Buy…that value is more than $100,000 in the store’s annual operating income.”<br />If implementing enterprise social software can increase employee engagement by as little as 0.1 percent, based on Best Buy’s correlation between engagement and operating income that would result in an ROI of greater than 800 percent.* (ROI calculation is an estimate)<br />How we Might Measure It For Our Organizations:<br />Incorporate question about social networking usage into company’s employee engagement survey<br />Or, do a pulse survey asking employees to rate the importance and usage of your enterprise social network / or their own personal usage of community-based tools like LinkedIn, Wikipedia, etc. to getting their job done, interacting with colleagues and/or making it a great place to work<br />Analyze and outline what you believe the impact the usage of enterprise social networking has on engagement<br />20<br />
    • 21. Example: Driving Increased Sales<br />Assertion: Enterprise social software platforms provide sales employees with increased ability to share key insights into customer accounts, leverage best practices and utilize proposals, contracts and other items , allowing them to react faster to the customer, increase efficiency and improve effectiveness resulting in more closed deals and an increase in sales volume.<br />Why it’s Important:  Sales is a critical KPI for many organizations, driving the bottom line and helping create company value.  According to Gartner’s 2011 CEO and Business Executive survey, CEO’s are going to focus on investments that drive cash growth.  Therefore, it is imperative to show the cash implications to justify any investment.<br />21<br />
    • 22. With annual sales revenues of $100 million, a 1 percent increase in sales driven by implementation of enterprise social networking can bring a return of $960,000* <br />* all ROI calculations are estimates<br />Hypothesis: Driving Improved Sales Effectiveness will result in More Closed Deals & Increased Sales Volume<br />Some of the Research and/or Data Points we can Leverage: <br />McKinsey Web 2.0 Global Survey Results reports measurable business gains – business benefits cited most are greater ability to share ideas, improved access to experts, and reduced cost of communication, travel and operations.<br />Various other studies suggest companies that are leveraging Web 2.0 collaboration tools, such as social networking sites and wikis, are redefining the way sales representatives share insights and lessons learned in the field. Increased levels of knowledge sharing across representatives enables them to have all information needed to close a deal more quickly, thereby increasing overall sales productivity. <br />Looking at conservative estimates that still yield big results – e.g., can we confidently make a case that we’ll be able to make even a 1% increase in sales through improved collaboration<br />How we Might Measure it Within Our Organizations: <br />Obtain sales results for each of your sales team members<br />Gather data to reflect each person’s usage of enterprise social networking tools<br />Account for other factors that could have impacted sales results<br />Analyze the relationship between the use of enterprise social tools and sales results<br />22<br />
    • 23. Activity – Looking at ROI for Your Pain Point<br />In your groups, pick one of the top pain points from the previous activity<br />Map out:<br />What is your assertion? <br />Why it’s important if you solve this pain point (in tangible terms)<br />How we might measure it<br />How we would measure it / look at it to support your assertion<br />What research or data points can we recall or what are the sources we would look to in order to bolster our assertion?<br />23<br />15 mns<br />
    • 24. A Few Potential Metrics to Contemplate<br />24<br />
    • 25. Build the vision<br />
    • 26. 26<br />Ideating / Visioning >> What can be…<br />Visioning and creating the story of *what’s possible?* - tying it altogether<br />Painting a vivid picture for leadership and employees on what successful collaboration could look like and what it could do for our business<br />Envision it is 1 year, 3 years or 5 years out - what does raging success look like (our best version of the vision)?<br />
    • 27. Visioning: What Does Success Look Like?<br />10 mns for visioning & 10 mns for sharing<br />20 mns ><br />27<br />
    • 28. Let’s Play…<br />Cover Story is a game about pure imagination and visioning and encourages us to “think BIG.”<br />Think about an ideal future state, based on the pain point and assertions you developed earlier.<br />Suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known business magazine.<br />Pretend that this future has already taken place – speak about the ROI as if it’s already been achieved!<br />28<br />
    • 29. Headline & Subhead<br />Subhead—<br />Further explains the purpose and content of the article<br />Headline—”I’ll Have My Robots Talk to Your Robots.”—Introduces the topic and draws the reader into the article <br />“Telepresence—communications tools so fast and vivid that people thousands of miles apart can “meet” in the same room—is finally coming of age.”<br />29<br />
    • 30. Cut-line—Explains the part of the story told through a photo or illustration<br />“Research suggests that people are quick to humanize robots, even when they don’t look particularly human.”<br />“Telepresence technologies in office cafeterias allow workers in different countries to share a meal or a coffee.”<br />30<br />
    • 31. Team Name:<br />Subhead:<br />Headline:<br />Image (Photo, illustration):<br />Cut-line:<br />31<br />
    • 32. Key Take-Aways<br />It’s not just about the tool: frame and talk about it from the perspective of how collaboration can show improved results in your organization – focusing on the enterprise social networking tool is too narrow<br />It’s important to incorporate both the head and the heart into your story – they need to feel something >> that’s how change happens<br />That said, your executives care about hard metrics – do your homework to find how this can translate. It’s there.<br />32<br />
    • 33. Debrief! & <br />Questions?<br />
    • 34. About Roberts Golden, a Moxie Insight Partner<br />
    • 35. 35<br />Who We Are<br />Roberts Golden is an organization performance consulting firm that helps large, global companies solve organizational issues, engage employees and manage major changes to achieve bold business objectives.<br />We’ve partnered with innovative companies in diverse industries to resolve business issues ranging from knowledge sharing, communicating effectively with employees, shifting business models for competitive advantage, and managing organizational transformation during mergers, re-brandings, process initiatives and culture transformation.<br />One of the challenges we’re currently helping our clients with is going social, building and executing strategies that add bottom-line value by creating a collaborative, socially networked culture.<br />
    • 36. What Our Work Looks Like – Our Consulting Solution Products<br />Organizational model and transition plans<br />Culture and organizational readiness assessment<br />Defining use cases & business cases for social networking <br />Audit report of findings and recommendations<br />Leadership alignment facilitation and coaching<br />Change execution roadmap<br />New behavior definition<br />Governance structure and processes<br />Stakeholder engagement<br />Employee communications & internal marketing strategy<br />Messaging by audience<br />Execution<br />Training on new processes, platforms…<br />Roadshows, webinars, eLearning, immersion sessions<br />Measurement strategy and tools<br />Rewards / performance objectives alignment<br />36<br />
    • 37. Additional Offerings – Roberts Golden Enterprise Social Networking Workshops<br />Along with our consulting solutions, Roberts Golden conducts interactive and informative workshops to help organizations capitalize on the bottom‐line enhancing opportunities available through the use of collaborative technologies within the workplace. <br />Workshop modules that address the most challenging enterprise social networking culture and adoption topics. <br />Choose from six modules (each module can be delivered in a 4 or 8 hour format) to create a one to three day workshop.<br /><ul><li>Readying your organization for collaboration & enterprise social networking tools
    • 38. Selling “social” to the suits
    • 39. Breaking down cultural barriers to successful collaboration
    • 40. Lighting their fire: Internal marketing strategies for increasing adoption
    • 41. The governance balance: walking a fine line of control and adoption
    • 42. Measuring enterprise social networking for results</li></ul>37<br />
    • 43. A Snapshot of our Team’s Change Management and Organizational Performance Experience<br />38<br />
    • 44. Connect With Roberts Golden<br />Learn more at : www.robertsgolden.com<br />Follow us: @RobertsGolden <br />Call or email -- <br />Sara Roberts, President/CEO<br />sara@robertsgolden.com<br />Headquarters office:<br />44 Montgomery Street, Suite 600<br />San Francisco, CA USA 94104<br />+1-415-641-5523 (o)<br />39<br />
    • 45. Appendix: Additional Advice & Ideas<br />
    • 46. Learn from the Most Successful Companies – Some of our Best Practices Learned Through our Work<br />41<br />Evaluate and benchmark cultural readiness<br />Education and immersion overcomes mountains of resistance <br />Analyze the organizational influencers to get the right champions (leverage social network analysis)<br />Involve champions from each territory in the design and implementation phases<br />Pick 2 or 3 key territories to run a pilot<br />Consider and clearly define the business purpose ofeachplatform<br />Iterate, improve and integrate<br />Create guidelines, but relax the controls<br />Don’t recreate the external channels already in use<br />Communicate launch effectively and demonstrate the benefits for people, continuously<br />
    • 47. Roberts Golden’s Readiness Audit: Assess Org Readiness Through Multiple Lenses <br />Work processes and interactions consistently reinforce disciplined collaboration <br />Business operating model & strategy are aligned<br />Ensuring that associates, at all levels, have the skills and understands how it translates for their behaviors and work practices<br />Culture of trust, transparency & empowerment reinforced<br />Building a leadership model that demonstrates a clear commitment to collaboration<br />Organizational structure & foundation set up to reinforce collaboration<br />Competencies, reward systems &values are aligned & drive strategy<br />42<br />
    • 48. Use Tactics to Counteract Resistance<br />Don’t call it *social* to the suits – speak their language<br />Equip leadership to be able to defend it<br />Galvanize champions on the backchannel<br />Chunk efforts – start small with pilot / POC and galvanize successes<br />Involve employees in ideating, prototyping and making it happen<br />43<br />
    • 49. Identify and Maximize Your Influencers<br />Leverage back-channel conversations across various levels of management to influence decision makers is a good tactic here. Project teams often rely on building grass-roots enthusiasm to raise visibility.<br />A large Fortune 200 high-tech company made it happen on the backchannel – they had previously gone to executive council and were denied; they ended up lobbying to get younger people are on the council over time so they could push it through<br />What are other ways you’ve effectively used evangelists?<br />44<br />
    • 50. Try Immersion Sessions with Top Execs<br />Conduct “Immersion Sessions” for Executives (many are likely Boomers), to expose them to the world of social business applications and technologies, demonstrating the bottom-line benefits and opportunities.<br />Case Study<br />We’ve seen this technique work exceptionally well with many of our clients, like one of our Fortune 50 retail clients. We asked all the top executives at this mega-retailer to participate in a Day-in-the-Life experiential session, delivered through a curriculum using both physical and virtual spaces. Along with social coaches, the executives were immersed in the technology and practical business uses in a nonthreatening way.<br />45<br />
    • 51. Involve Employees in Building Out Use Cases and the Story for Collaboration Tools<br />Have employees “prototype” the use case or experience. A prototype by nature is anything tangible that lets us explore an idea, evaluate it, visualize it and push it forward.<br />Use skits, storyboards, role-playing, scenario planning/story-telling, videos or whatever to describe and chart what these collaboration and virtual experiences could look like.<br />46<br />
    • 52. Communicate for Action & Stickiness<br />47<br />You don’t need all 6 to have sticky and clear communications, but it’s fair to say the more, the better!<br />Adapted from “Made to Stick” by Chip & Dan Heath<br />
    • 53. Critical Elements of Successful ROI Analysis<br /><ul><li>Always starting with business goals and challenges. Starting with technology and working backwards to business value often results in non-fruitful efforts.
    • 54. Remembering that ROI analysis should be completed both for the past and the future. Estimates should be evaluated against project realities so that discrepancies can be factored into future projections, making them more realistic.
    • 55. Recognizing that not all business goals can be achieved through technology alone. A combination of organizational measures (including organization, process, incentives, metrics, and procedures) as well as technology may be necessary. Creative focus on business goals can help in defining initiatives to achieve them.
    • 56. Realizing that project benefits cannot always be completely or accurately quantified. When choosing among competing initiatives designed to achieve multiple goals, independent evaluation of the goal value and the initiative’s impact on that goal may help in comparing the value of projects.
    • 57. Remembering that there are many kinds of project costs. Be sure your cost evaluations factor in direct costs, indirect costs, project risk, impact of organizational change, and lag time until results are achieved.
    • 58. Analyzing your entire technology project portfolio may reveal something broader in your business that needs to be changed. Be aware of underlying structural issues (in IT infrastructure, organizational design, and/or business/IT alignment) that may contribute to multiple business problems.
    • 59. Continually monitoring critical business success metrics and re-evaluating your project alignment process based upon them. Business models change and project prioritization criteria should change accordingly.</li></ul>48<br />

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