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Exploring the promise of the social enterprise


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This ebook is explaining how large companies can feel small again using social collaboration tools.

This ebook is explaining how large companies can feel small again using social collaboration tools.

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  • 1. EXPLORINGthe promiseof the socialENTERPRISE:How social collaborationhelps a complex globalcompany feel small againbrian pauley and DAVE McDermott
  • 2. 1 / Is it always true that a business mustgrow big—very big—to succeed?The widely held assumption goes something Yet when very big companies emergedlike this: as a company grows larger, from the recession, a unique kind ofit benefits from tremendous efficiencies economic hangover clung to their massiveand competitive advantages that arise frames. ‘Scale’ can be a serious hindrancefrom scale. And since it’s estimated that to a company undergoing rapid changebetween 2011 and 2016, 60 percent of and contraction. Enter the termglobal economic growth will be derived from ‘diseconomies of scale,’ characterized byemerging economies, an expanding 1 poor communication, lack of coordination,global enterprise—making new inroads into and low employee engagement.rapidly expanding markets—makes moresense than ever. 21 Economist Intelligence Unit (
  • 3. 2 / The globalization penaltyRespected business publications have with scale is failing us” (Harvard Businessweighed in on the issue of late, publishing Review). They suggest that growing ever What is the “globalization penalty”?articles with titles like “Why big companies larger is a countervailing pressure on “High-performing global companies consistently score lower thancan’t innovate” (Harvard Business Review), innovation. As an organization expands it more locally focused ones on several critical dimensions of“Understanding your globalization penalty” loses connectedness and speed. organizational health.”(McKinsey Quarterly) and “Our obsession “[They are] consistently less effective at setting a shared vision and engaging employees around it than are their local counterparts.” “Global leaders also find maintaining professional standards and encouraging innovation of all kinds more difficult.”1 —McKinsey Organizational Health Index 1 Understanding_your_globalization_penalty_2833 3
  • 4. 9 in 10 nearly executives believe innovation is about partnerships, not individual success.1 41 GE Innovation Barometer, 2012.
  • 5. 3 / Helping large companies feel smallHow do large organizations foster the Embarking on this project, Kelly chosequalities of a smaller, more nimble venture? Chatter, a tool that uses the WHAT IS THE “SOCIAL ENTERPRISE”?How can a global, complex company cull principles of social networking (e.g. Facebook The social enterprise is any organization that uses social networkingthe very best ideas from highly dispersed and Twitter), but redirected to business technology to support conversation and collaboration—whether betweenregions and practices? Kelly set out to answer applications. Chatter is but one of dozens of employees, customers, partners, or among all three.this question—and to do so, we decided to social business collaboration tools, however,experiment with social collaboration tools. other well-known, big players include Jive, Yammer, and Socialcast. 5
  • 6. 74% agree innovation needs to be localized.1 61 GE Innovation Barometer, 2012.
  • 7. 4 / How does it work?Some aspects of business collaboration begins using the platform, the applicationtools work like Facebook. For example, mines your interactions to recommend Are social enterprise toolsyou can connect with colleagues you know groups, highlight content, and suggest like “Facebook for business”?and join groups that interest you. Your one-on-one connections to you. In A platform like Facebook lets you connect and socialize with individualssocial feed is made up of discussions and other words, the application learns what you already know. LinkedIn also largely assumes you want to connect withinsights from people and topics you follow. issues grab you, and helps you find individuals you already know, or those your direct connections know (e.g. information and people that overlap withBut this is where the true power of social one degree of separation). your interests and business needs.enterprise begins: after an employee Social enterprise tools like Jive, Yammer and Chatter connect you to people you don’t know, but should. A colleague may live 8,000 miles away and work in a different division, but she may possess critical knowledge you can use to perform your job better. It’s like being able to eavesdrop on conversations across the globe — but only join those that are relevant or interesting to you. Hello, small company. 7
  • 8. 5 / To innovate, support discovery“Big companies are really bad at innovation In other words, the very things that makes thebecause they’re designed to be bad at global organization so effective—scale andinnovation…Once a business figures out efficiency—also hinders it. Complex globalhow to solve its customers’ problems, enterprises must find ways to foster discovery,organizational structures and processes collaboration, and a strong sense of purpose.emerge to guide the company towardsefficient operation. Seasoned managers steertheir employees [away] from pursuing the artof discovery and towards engaging in thescience of delivery.”—Maxwell Wessel, a member of the Forumfor Growth and Innovation, a HarvardBusiness School think tank focused ondisruptive innovation.1 81
  • 9. project blue sky #1 how to Crowdsourcing AKelly uses social collaboration to crowdsource a new business model. Global Business ModelOne of Kelly’s most ambitious applications participant used an anonymous “dummy” to virtually call out to one another, asking Among the ground rules Projectfor Chatter: crowdsourcing the go-to- account through Chatter) and successfully for input on developing conversations and Blue Sky organizers put in place:market strategy for a $1 billion division, operated across different timezones. The debating thorny concepts. • No senior executives wereKellyOCG. Top executives knew Kelly often-intense virtual collaboration took place selected as part of the sample.employees held the very best ideas to mold entirely through the collaboration platforms. Just as a Facebook comment can elicit dozens of follow-on comments to a single • All identities were anonymized tothe right organizational and business design, Why so secretive? We wanted each post, so too did conversations about the ensure no real-world clout prevailed.but eliciting these ideas in the traditional idea to be evaluated based on its own re-organization evolve as lengthy strings, The decision ensured good ideas roseways—dozens of meetings and surveys—was merits, not based on the title or clout of capturing highly specific details and to the surface by their own merits.inefficient at best. the contributor. To ensure participants nuances not possible in live conversations. • The total number of participantsKeep in mind, before Kelly attempted it, would remember one another from one Unencumbered by office politics or pecking was capped at 90 to ensurethis was a totally new concept among large conversation to the next, each was assigned order, Project Blue Sky participants gave of conversations were manageable,global companies. Based on our research, a Disney character as their project avatar their ideas freely, influencing how Kelly would and each voice was heard.a handful of companies have crowdsourced (irrespective of gender, just to throw off those grow and change as an organization to meet • Project Blue Sky participantsideas to fold into an otherwise “final” inclined to snoop). new market challenges. were urged to hold nothing back;business strategy, but no company cracked What followed surprised even the most On top of sourcing ideas for the new express clearly and directly whatit wide open as Kelly did, asking employees optimistic among us. Participants engaged business model, the project also helped would make our organizationto debate and revise every aspect of in vigorous, spirited and highly intelligent Kelly affirm that social enterprise tools stronger and more effective.organizational design. debates about very specific elements of the can help a massive, global companyKelly selected a cross-section of employees new business model. As in, “Yes, preserve replicate the most exciting elementsglobally—90 in total—to represent the this component but get rid of these others...” of working for a smaller, high-growthlarger organization. The three-week As the group grew more comfortable, and organization: the shared feeling of purpose,session had virtually no rules, except not to learned more about individual personalities the sense that each individual can influenceshare your identity on the project with any and knowledge areas (still with no identifying the organization’s trajectory, and theparticipants or other Kelly employees (each information shared), participants began determination to build something successful. 9
  • 10. feeling small again #2 “I don’t have time.” For employees initially reluctant about spending time on social media (even if for enterprise), Kelly social media experts recommended a daily “Chatterburst”—Kelly uses the platform for a wide that could take months to collect otherwise. In a connected organization, everyone is just 10 minutes each morning to catch upvariety of applications—most related Writing a whitepaper about the regulatory a thought leader. The social collaboration on new conversations and weigh-in withto sharing ideas among employees— environment in Latin America? Survey your platform gives employees an important relevant insights.with the velocity and ease typical of a peers to discover what they know, and whom platform upon which to share information,smaller, tightly focused organization. they can refer you to outside the organization. gain visibility and earn a reputation as thought leaders. Have a particularUsing an enterprise-wide tool, Kelly Talent development conversations are interest or knowledge of a certain keyrealized highly valuable experts were more powerful when they move beyond topic? Begin a group and moderatehidden from sight. When Kelly rolled out the classroom. The most unexpected discussions about that issue. Using thethe social platform, many of us suddenly application for the collaboration platform platform, employees make importantdiscovered subject-matter rock stars was in training and development. Kelly’s contributions to Kelly’s knowledge baseacross the globe; people who we would global learning group uses the social while building their own personal brands.never meet through the regular course of collaboration platform to continuework. For example, someone in Hungary conversations that begin in training When senior leadership participates inemerged as a Boolean search guru, programs, creating a sense of community social conversations, employees feelsharing valuable resource with dozens and continuity among participants. part of a unique, tight-knit community.of people across the organization. Open, transparent participation from senior Look at our Leadership Fitness Challenge. leaders at Kelly breaks down hierarchiesLocal market intelligence is but “one Over 30 days, the program leader proposes and creates a sense of shared purposedegree” away. As more and more a small idea or activity each day as a mark of within the organization. Our CEO is theemployees joined the conversations, the leadership. (For example, one daily reminder most-followed individual on Chatter.value of collaboration grew exponentially. asks participants to take five minutes to hand- Across the organization, employees haveHave a question about a particular write a thank you note.) These non-classroom remarked how happy they are to hear topcompetitor? Dozens of employees across executives weighing in on difficult issues messages take but a minute or two, but keepthe globe will weigh in, offering the type of with thoughtful, real-life responses. program lessons top-of-mind and practical.sophisticated local knowledge and analysis 10
  • 11. 90% of company knowledge is inside employees’ heads.1 111
  • 12. Investing in relevanceFor KellyOCG, the investment in social collaboration boils down to this:we believe our employees’ insights are our greatest asset. A collaborationplatform ensures this intelligence is shared effectively, improvedconsistently, and directed toward solving customers’ problems. 12
  • 13. About the AuthorSBrian Pauley leads Kelly Services Sales Enablement practice comprising ofLead Generation,, and is responsible for leading a continuousimprovement of Kelly’s sales process. His 22-year career includes 10 years ofoperations management and 12 years of selling, large account management, andsales management. Brian is passionate about removing obstacles for those whoare tasked with selling, and creating tools that assist them in winning more business.Dave McDermott is Director of Sales Enablement for Kelly Services where he isresponsible for guiding CRM, Lead Generation, and Sales Collaboration strategyacross the global Kelly Services organization. Dave has extensive experience inthe human capital sector, including a background in sales, recruiting, and strategicaccount management. He is a frequent speaker on organizational collaboration,leveraging technology, and enabling sales organizations to drive results.About KellyKelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kellyoffers a comprehensive array of outsourcing and consulting services as well as world-class staffingon a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kellyprovides employment to more than 550,000 employees annually. Revenue in 2011 was $5.6 billion.Visit and connect with us on Facebook, LinkedIn, & Twitter.Download The Talent Project, a free iPad app by Kelly Services.This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party.All trademarks are property of their respective owners. An Equal Opportunity Employer. © 2012 Kelly Services, Inc. EXIT