SOCIAL BUSINESS: THE
IRRESISTIBLE FORCE TO
OVERCOME IMMOVABLE
OBJECTIONS
Stuart McIntyre, Social 365
STUART MCINTYRE
Social Business Strategist
Social 365 & Change Agents Worldwide
@StuartMcIntyre
stuart@social365.com
uk.li...
STUART MCINTYRE
Social Business Strategist
Social 365 & Change Agents Worldwide
@StuartMcIntyre
stuart@social365.com
uk.li...
STUART MCINTYRE
Social Business Strategist
Social 365 & Change Agents Worldwide
@StuartMcIntyre
stuart@social365.com
uk.li...
THIS SESSION
Abstract:
"I'm too busy", "My work is confidential", "I'm never in the office", "My position depends on my be...
SOCIAL MEDIA
SOCIAL MEDIA
c. 2007/8
Text
SOCIAL MEDIA
Text
Social Media
A REMINDER: THE 6 KEY
CHARACTERISTICS OF SOCIAL
Report available from
1. SOCIAL IS NOT A PRODUCT
Image via
2. SOCIAL TECHNOLOGIES
ENABLE SOCIAL
BEHAVIORS TO TAKE
Image via
2.
BEHAVIORS TO TAKE PLACE ONLINE
3. PLATFORMS FOR CONTENT CREATION,
DISTRIBUTION, AND CONSUMPTION
Image via
4. CAN CAPTURE THE STRUCTURE AND NATURE OF
INTERACTIONS AMONG INDIVIDUALS
Get your own Social Graph via
5. CAN BE DISRUPTIVE TO EXISTING POWER
STRUCTURES (CORPORATE AND GOVERNMENTAL)
Image via
6. ENABLE UNIQUE INSIGHTS
Image via
IBM CONNECTIONS
OR:
OR:
Text
Image via http://onlyhdwallpapers.com/high-definition-wallpaper/god-stairways-heaven-dreams-life-desktop-hd-wallpaper-...
Text
Image via http://onlyhdwallpapers.com/high-definition-wallpaper/god-stairways-heaven-dreams-life-desktop-hd-wallpaper-...
Text
Image via
OBJECTIONS MIGHT BE VOICED
AND/OR UNVOICED
Image via Andrew Pollack &
CONSCIOUS OR UNCONSCIOUSImage via
Image via
SO WHAT C
Text
BRIBERY?
Image via
Text
BRIBERY?
Image via
Just kidding!
Image via
COERCION?
Image via
COERCION?
Image via
JUST GIVE UP?
NO!
Image via
IRRESISTIBLE FORCE
MCKINSEY & CO (MARCH 2013):
Nine out of ten executives whose organizations use
social tools report some measurable busines...
Image via
IMMOVABLE OBJECT(IONS)
SO WHAT ARE THE
OBJECTIONS?
IN MY EXPERIENCE…
Image via
FROM STUDENTS…
TO AUTHORS & EDITORS
Image via
TO BOOK AUTHORS AND EDITORS…
TO MISSIONARIES
Image via
TO AID WORKERS…
TO MANAGEMENT
CONSULTANTS
Image via
TO BUSINESS
AND EXECUTIVES
AND EXECUTIVES…
MY TOP 5!
Image via
IT WILL SLOW ME DOWN
Image via
‘I’M TOO BUSY…’
1. ’IT WILL SLOW ME DOWN…’
CONFIDENTIAL
Image via
2. ’
Image via
3. ’THAT’S THE ROLE OF INTERNAL
COMMUNICATIONS OR MARKETING…’
Image via
4. ’
5. ‘I’M NEVER IN THE
OFFICE…’
BROADLY MATCH RESULTS THAT
MCKINSEY FOUND
Ref http://www.mckinsey.com/insights/business_technology/evolution_of_the_networ...
‘My position depends on my being the only source of my
knowledge
‘It’s a fad’
‘It’s a waste of time!’
‘I’ll lose control’
...
‘I don’t want to…’
AND IF ALL ELSE FAILS…
Image via
SO HOW TO
OVERCOME THE
OBJECTIONS
TWO COMBAT STRATEGIES…
Anticipation
Pre-empting objections – in other words by anticipating and responding
to the objectio...
SOME GENERAL TIPS WHEN
HANDLING OBJECTIONS
Listen carefully
Gather information
Check your understanding
Trial solution (ta...
SO
TOP FIVE IN MORE
DETAIL…
IT WILL SLOW ME DOWN
Image via
‘I’M TOO BUSY…’
1. ’IT WILL SLOW ME DOWN…’
A) ALWAYS START WITH
PERSONAL PRODUCTIVITY…
Personal is much easier to discuss than organisational…
How do you ‘do busines...
THEN GO DEEPER…
Image via
How do you run your meetings?
How do you distribute information?
How do you run projects?
How do...
FOR EACH TASK, THERE IS A
BETTER WAY…
Determine the nature of the meeting
Create a community for the team
Set up the meeti...
http://www.michaelsampson.net/doingbusinesswithconnections.html
HIGHLY RECOMMENDED…
Image via
B) FOCUS ON MOBILE AND
‘CONTEXTUAL ACCESS’
HOW MUCH TIME DO WE WASTE?
Pace Productivity Study:

How Sales Reps Spend Their Time, 2010
Pace Productivity Study availab...
C) REWARD AND RECOGNIZE
Image via
IT’S ABOUT RECOGNISING CONTRIBUTION, NOT
DISTRIBUTING BADGES!
Images via
IT’S ABOUT RECOGNISING CONTRIBUTION, NOT
DISTRIBUTING BADGES!
Images via
IT’S ABOUT RECOGNISING CONTRIBUTION, NOT
DISTRIBUTING BADGES!
Images via
D) OFFER MEASURABLE POSITIVE
TRADE-OFF IN RETURN…
Successful collaboration initiatives need to:
Take into account the spec...
CONFIDENTIAL
Image via
2. ’
A) SO HOW DO YOU ‘DO
BUSINESS’ TODAY?
B) HOW DO YOUR CUSTOMERS
EXPECT YOU TO DO BUSINESS?
Virgin image via
BA image via
C) WHAT IS THE NATURE OF THE
CONFIDENTIALITY REQUIRED?
Virgin image via
BA image via
C) WHAT IS THE NATURE OF THE
CONFIDENTIALITY REQUIRED?
Company BCompany A
C) WHAT IS THE NATURE OF THE
CONFIDENTIALITY REQUIRED?
D) SOCIAL AND GOVERNANCE
ARE NOT MUTUALLY EXCLUSIVE
More details on Actiance Vantage at
Many archiving, governance, securi...
D) SOCIAL AND GOVERNANCE
ARE NOT MUTUALLY EXCLUSIVE
Many archiving, governance, security tools for Social Business
platfor...
Connections and other Social Business platforms have very granular
levels of security
Image via
By community /

sub-commun...
C) HOW DO YOU CONTROL
SECURITY TODAY?
Typically… Policies, procedures and guidelines
IBM’s Social Computing Guidelines pro...
C) HOW DO YOU CONTROL
SECURITY TODAY?
Typically… Policies, procedures and guidelines
IBM’s Social Computing Guidelines pro...
Image via
3. ’THAT’S THE ROLE OF INTERNAL
COMMUNICATIONS OR MARKETING…’
So is it happening?
Do they always ask you so they can tell others?
Do colleagues actually read the updates?
How do you up...
Image via
4. ’
MORE ON NEGATIVITY…
These behaviours and opinions are not new
They were voiced at the water cooler, at the
bar or over the...
5. ‘I’M NEVER IN THE
OFFICE…’
REDUCE THE FRICTION
In my experience, Social Business adoption is hindered more by
barriers to access than any other facto...
THE MEASURE IS ALWAYS
TWITTER AND FACEBOOK*
Sharing and access to shared resources and content must be as easy as the publ...
Image via
Build company and culture-centric platform and data set

Not live/production platform - all content will be dele...
NO BETTER WAY TO DRIVE ADOPTION
THAN TO ADOPT ONESELF
As an advocate for Social Business in your organisation you should
l...
NO BETTER WAY TO DRIVE ADOPTION
THAN TO ADOPT ONESELF
As an advocate for Social Business in your organisation you should
l...
IN SUMMARY…
IN SUMMARY…
Users have reasonable objections
Listen, understand, document, propose, revisit…
Focus on personal productivit...
IN SUMMARY…
Users have reasonable objections
Listen, understand, document, propose, revisit…
Focus on personal productivit...
ELEPHANTS CAN DANCE!
socialconnections.info
SO WHAT NEXT?
Prague, CZ
16-17 June, 2014
Free to attend
Great speakers & social agenda!
Remember...
But in truth, social software
users do and the business
problems the tools address.
Jakob Nielsen, Usability G...
Thank You!
THANK YOU!
BCCON 2014 - Social Business: The irresistible force to overcome immovable objections...
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The presentation I delivered to the Business Connect event in Hamburg, Germany on 19th March 2014, discussing how to overcome reasonable individual objections to Social Business and Collaboration software solutions.

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BCCON 2014 - Social Business: The irresistible force to overcome immovable objections...

  1. 1. SOCIAL BUSINESS: THE IRRESISTIBLE FORCE TO OVERCOME IMMOVABLE OBJECTIONS Stuart McIntyre, Social 365
  2. 2. STUART MCINTYRE Social Business Strategist Social 365 & Change Agents Worldwide @StuartMcIntyre stuart@social365.com uk.linkedin.com/in/mcintyre
  3. 3. STUART MCINTYRE Social Business Strategist Social 365 & Change Agents Worldwide @StuartMcIntyre stuart@social365.com uk.linkedin.com/in/mcintyre @StuartMcIntyre
  4. 4. STUART MCINTYRE Social Business Strategist Social 365 & Change Agents Worldwide @StuartMcIntyre stuart@social365.com uk.linkedin.com/in/mcintyre @StuartMcIntyre P @
  5. 5. THIS SESSION Abstract: "I'm too busy", "My work is confidential", "I'm never in the office", "My position depends on my being the only source of my knowledge"....  We've all heard objections like these - reasons why key individuals cannot spare the time to share knowledge or to collaborate with others.
 Whatever their role, be it as executives, consultants, sales people or any other part of your organisation, for Social Business to truly revolutionize your organization's culture and productivity, these objections must be overcome.
 Learn from Stuart's many years of experience of driving adoption in organisations around the world, to find out how to make the benefits of Social Business irresistible for all your staff, no matter how immovable they might appear! It is not technical… Not specific to IBM Connections Based on experience rather than exhaustive study Focused on users or groups of users, not the organisation as a whole
  6. 6. SOCIAL MEDIA
  7. 7. SOCIAL MEDIA c. 2007/8
  8. 8. Text SOCIAL MEDIA
  9. 9. Text Social Media
  10. 10. A REMINDER: THE 6 KEY CHARACTERISTICS OF SOCIAL Report available from
  11. 11. 1. SOCIAL IS NOT A PRODUCT Image via
  12. 12. 2. SOCIAL TECHNOLOGIES ENABLE SOCIAL BEHAVIORS TO TAKE Image via 2. BEHAVIORS TO TAKE PLACE ONLINE
  13. 13. 3. PLATFORMS FOR CONTENT CREATION, DISTRIBUTION, AND CONSUMPTION Image via
  14. 14. 4. CAN CAPTURE THE STRUCTURE AND NATURE OF INTERACTIONS AMONG INDIVIDUALS Get your own Social Graph via
  15. 15. 5. CAN BE DISRUPTIVE TO EXISTING POWER STRUCTURES (CORPORATE AND GOVERNMENTAL) Image via
  16. 16. 6. ENABLE UNIQUE INSIGHTS Image via
  17. 17. IBM CONNECTIONS
  18. 18. OR:
  19. 19. OR:
  20. 20. Text Image via http://onlyhdwallpapers.com/high-definition-wallpaper/god-stairways-heaven-dreams-life-desktop-hd-wallpaper-1063961/ Music via YOU’LL ACHIEVE…
  21. 21. Text Image via http://onlyhdwallpapers.com/high-definition-wallpaper/god-stairways-heaven-dreams-life-desktop-hd-wallpaper-1063961/ Music via YOU’LL ACHIEVE…
  22. 22. Text Image via
  23. 23. OBJECTIONS MIGHT BE VOICED AND/OR UNVOICED Image via Andrew Pollack &
  24. 24. CONSCIOUS OR UNCONSCIOUSImage via
  25. 25. Image via SO WHAT C
  26. 26. Text BRIBERY? Image via
  27. 27. Text BRIBERY? Image via Just kidding!
  28. 28. Image via COERCION?
  29. 29. Image via COERCION?
  30. 30. Image via JUST GIVE UP?
  31. 31. NO!
  32. 32. Image via IRRESISTIBLE FORCE
  33. 33. MCKINSEY & CO (MARCH 2013): Nine out of ten executives whose organizations use social tools report some measurable business benefit with employees, customers, and business partners 20 percent of organizations using social technologies now ‘fully networked’ About one-third of executives say their companies use data from social-technology interactions to respond immediately to either consumer or employee concerns Ref: http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckinsey_global_survey_results
  34. 34. Image via IMMOVABLE OBJECT(IONS)
  35. 35. SO WHAT ARE THE OBJECTIONS?
  36. 36. IN MY EXPERIENCE…
  37. 37. Image via FROM STUDENTS…
  38. 38. TO AUTHORS & EDITORS Image via TO BOOK AUTHORS AND EDITORS…
  39. 39. TO MISSIONARIES Image via TO AID WORKERS…
  40. 40. TO MANAGEMENT CONSULTANTS Image via TO BUSINESS
  41. 41. AND EXECUTIVES AND EXECUTIVES…
  42. 42. MY TOP 5! Image via
  43. 43. IT WILL SLOW ME DOWN Image via ‘I’M TOO BUSY…’ 1. ’IT WILL SLOW ME DOWN…’
  44. 44. CONFIDENTIAL Image via 2. ’
  45. 45. Image via 3. ’THAT’S THE ROLE OF INTERNAL COMMUNICATIONS OR MARKETING…’
  46. 46. Image via 4. ’
  47. 47. 5. ‘I’M NEVER IN THE OFFICE…’
  48. 48. BROADLY MATCH RESULTS THAT MCKINSEY FOUND Ref http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckinsey_global_survey_results
  49. 49. ‘My position depends on my being the only source of my knowledge ‘It’s a fad’ ‘It’s a waste of time!’ ‘I’ll lose control’ ‘I’m worried we’ll cause a crisis’ ‘Social is what my kids do…’ OTHER COMMON OBJECTIONS
  50. 50. ‘I don’t want to…’ AND IF ALL ELSE FAILS… Image via
  51. 51. SO HOW TO OVERCOME THE OBJECTIONS
  52. 52. TWO COMBAT STRATEGIES… Anticipation Pre-empting objections – in other words by anticipating and responding to the objection before the user has even had a chance to voice it Adaptation Dealing with the objection as it arises Image via
  53. 53. SOME GENERAL TIPS WHEN HANDLING OBJECTIONS Listen carefully Gather information Check your understanding Trial solution (talk it through) Handle objection (plan/execute changes if appropriate) Check objector’s satisfaction with solution Ask for/continue discussions Image via
  54. 54. SO TOP FIVE IN MORE DETAIL…
  55. 55. IT WILL SLOW ME DOWN Image via ‘I’M TOO BUSY…’ 1. ’IT WILL SLOW ME DOWN…’
  56. 56. A) ALWAYS START WITH PERSONAL PRODUCTIVITY… Personal is much easier to discuss than organisational… How do you ‘do business’? How can you do it better? How much time do you spend finding information? How do you find people?
  57. 57. THEN GO DEEPER… Image via How do you run your meetings? How do you distribute information? How do you run projects? How do you capture ideas? How do you gather feedback?
  58. 58. FOR EACH TASK, THERE IS A BETTER WAY… Determine the nature of the meeting Create a community for the team Set up the meeting as an activity Define purpose and draft agenda Collaborate on the agenda Schedule the meeting Meet using Sametime Follow up in the community ‘An effective meeting is 80% planning, 20% execution. Too often people spend most of their time in the meeting and the least amount of time getting ready for it. Plan better meetings. They don’t just happen.’ Tim Lewis Image via Quote via
  59. 59. http://www.michaelsampson.net/doingbusinesswithconnections.html HIGHLY RECOMMENDED…
  60. 60. Image via B) FOCUS ON MOBILE AND ‘CONTEXTUAL ACCESS’
  61. 61. HOW MUCH TIME DO WE WASTE? Pace Productivity Study:
 How Sales Reps Spend Their Time, 2010 Pace Productivity Study available at National Bureau of Economic Research ‘What Are We Not Doing When We're Online’, October 2013 NBER study via
  62. 62. C) REWARD AND RECOGNIZE Image via
  63. 63. IT’S ABOUT RECOGNISING CONTRIBUTION, NOT DISTRIBUTING BADGES! Images via
  64. 64. IT’S ABOUT RECOGNISING CONTRIBUTION, NOT DISTRIBUTING BADGES! Images via
  65. 65. IT’S ABOUT RECOGNISING CONTRIBUTION, NOT DISTRIBUTING BADGES! Images via
  66. 66. D) OFFER MEASURABLE POSITIVE TRADE-OFF IN RETURN… Successful collaboration initiatives need to: Take into account the specific business activity, or context around which people collaborate so that collaboration becomes a natural part of what they need to do every day. Compensate for any change in the routines or habits of individual participants — for example, this compensation could be in the form of a reduction in the amount of effort required by those individuals to carry out their work (especially when individual workers can carry out their collaborative work using email or other personal collaboration tools) - Gartner’s Magic Quadrant for Social Software in the Workplace 2013
  67. 67. CONFIDENTIAL Image via 2. ’
  68. 68. A) SO HOW DO YOU ‘DO BUSINESS’ TODAY?
  69. 69. B) HOW DO YOUR CUSTOMERS EXPECT YOU TO DO BUSINESS?
  70. 70. Virgin image via BA image via C) WHAT IS THE NATURE OF THE CONFIDENTIALITY REQUIRED?
  71. 71. Virgin image via BA image via C) WHAT IS THE NATURE OF THE CONFIDENTIALITY REQUIRED?
  72. 72. Company BCompany A C) WHAT IS THE NATURE OF THE CONFIDENTIALITY REQUIRED?
  73. 73. D) SOCIAL AND GOVERNANCE ARE NOT MUTUALLY EXCLUSIVE More details on Actiance Vantage at Many archiving, governance, security tools for Social Business platforms, e.g.
  74. 74. D) SOCIAL AND GOVERNANCE ARE NOT MUTUALLY EXCLUSIVE Many archiving, governance, security tools for Social Business platforms, e.g.
  75. 75. Connections and other Social Business platforms have very granular levels of security Image via By community /
 sub-community By library By file Not limited by entity type - can mix communities and individuals when sharing Backends are 
 highly compliant Many governance
 solutions available B)
  76. 76. C) HOW DO YOU CONTROL SECURITY TODAY? Typically… Policies, procedures and guidelines IBM’s Social Computing Guidelines provide excellent template: Available as PDF and on Slideshare Also very useful list of List of 40 Social Media Staff Guidelines IBM PDF at IBM Slideshare at List of 40 Social Media Staff Guidelines at
  77. 77. C) HOW DO YOU CONTROL SECURITY TODAY? Typically… Policies, procedures and guidelines IBM’s Social Computing Guidelines provide excellent template: Available as PDF and on Slideshare Also very useful list of List of 40 Social Media Staff Guidelines
  78. 78. Image via 3. ’THAT’S THE ROLE OF INTERNAL COMMUNICATIONS OR MARKETING…’
  79. 79. So is it happening? Do they always ask you so they can tell others? Do colleagues actually read the updates? How do you update your team today? How do you find out what your peers are working on? HOW’S THAT WORKING FOR YOU? Images via http://www.interact-intranet.com/wp-content/uploads/2013/02/Content-Image-1-881x1024.png
  80. 80. Image via 4. ’
  81. 81. MORE ON NEGATIVITY… These behaviours and opinions are not new They were voiced at the water cooler, at the bar or over the phone But if they are an issue, then fall back on: Governance tooling Policies and ethical standards Complaints & disciplinary procedures Image via
  82. 82. 5. ‘I’M NEVER IN THE OFFICE…’
  83. 83. REDUCE THE FRICTION In my experience, Social Business adoption is hindered more by barriers to access than any other factor E.g. One of my customers requires the following: ! ! Would you bother? Native apps on desktop and mobile devices make all the difference, particularly when VPN or access to DMZ is seamless. If not, why not? Power on PC UNLOCK BIOS START WINDOWS LOGIN TO WINDOWS LOGIN TO VPN LOGIN TO PRODUCTION NETWORK SSO TO CONNECTIONS SHARE
  84. 84. THE MEASURE IS ALWAYS TWITTER AND FACEBOOK* Sharing and access to shared resources and content must be as easy as the public Social networks If it’s not, why not? All of the major vendors have mobile apps, improving all the time… Use them and ensure you deploy to all devices Pre-configured with user names and passwords With notifications enabled With security and remote-wipe etc. enabled Should feature strongly in immersion workshops (see later slide) * And often Dropbox too…
  85. 85. Image via Build company and culture-centric platform and data set Not live/production platform - all content will be deleted Create manufactured personas Run workshops where users get to experience platform and interact with others Then give access to production platform CONSIDER “IMMERSION WORKSHOPS”
  86. 86. NO BETTER WAY TO DRIVE ADOPTION THAN TO ADOPT ONESELF As an advocate for Social Business in your organisation you should live and breathe it…
  87. 87. NO BETTER WAY TO DRIVE ADOPTION THAN TO ADOPT ONESELF As an advocate for Social Business in your organisation you should live and breathe it…
  88. 88. IN SUMMARY…
  89. 89. IN SUMMARY… Users have reasonable objections Listen, understand, document, propose, revisit… Focus on personal productivity before organisational productivity Mobile access is a massive part of overcoming objections. Make it seamless! Security and behaviour concerns can be managed using governance tools and policies
  90. 90. IN SUMMARY… Users have reasonable objections Listen, understand, document, propose, revisit… Focus on personal productivity before organisational productivity Mobile access is a massive part of overcoming objections. Make it seamless! Security and behaviour concerns can be managed using governance tools and policies And finally… 
 You will likely never get 100% buy-in or adoption, even if all objections are overcome…
  91. 91. ELEPHANTS CAN DANCE!
  92. 92. socialconnections.info SO WHAT NEXT? Prague, CZ 16-17 June, 2014 Free to attend Great speakers & social agenda!
  93. 93. Remember... But in truth, social software users do and the business problems the tools address. Jakob Nielsen, Usability Guru
  94. 94. Thank You! THANK YOU!

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