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Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
Mixing  Business Processes & Social Software
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Mixing Business Processes & Social Software

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Businesses are implementing social software, but not all companies do it right. Find out the right approach for a successful roll out by downloading this PDF. …

Businesses are implementing social software, but not all companies do it right. Find out the right approach for a successful roll out by downloading this PDF.

For more information, please visit http://www.tibbr.com/

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  • A fantastic presentation from one of the collaboration superstars in the Asia tibbr team!
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  • 1. Mixing Business processes & Social software By Gaurab Banerji Collaboration Strategist Tibco Software Singapore
  • 2. Where to start a social platformrollout in your organization and how?
  • 3. unlike other business software, where users usually see immediate results, social software requires users time, effort to contribute& meaningful content to produce value
  • 4. social software isunstructured andtherefore needs clearly definedbusiness use cases to succeed
  • 5. Use Cases : layers of abstractionLeast Abstract Client / Project / Focused Product specific Communication Department specific Cross Department KnowledgeMost Abstract General business sharing
  • 6. a common mistake:Starting with very abstract use casesat a broad, general level• Users do not have a clear direction on how to contribute or use the platform• These contributions go beyond their daily duties and responsibilities which users generally don’t have time for• Senior managers are likely not to participate• Users Lack incentive to contribute as value is often uncertain
  • 7. value comes invery slowly,causing user fatigue, anddrags outthe adoption
  • 8. so howdo you createimmediate value in such a platform?
  • 9. a better approach: startat the core • Start adoption at the core where abstraction is at its lowest level • Identify simple, frequently used business processes that can be ported into the platform • Engage senior managers and business champions to drive the processes in the platform with users
  • 10. define intra-group and inter-groupbusiness processes to focus on
  • 11. Intra-group business processes Product Marketing Sales /Development Front Lines Ideation, Campaign Targets, sales project planning, strategy, planning, issue creative, opportunities resolution, media, customer development strategy feedback, updates
  • 12. Inter-group business processes Product Marketing Sales /Development Front Lines Product Customer updates, feedback, release plans, campaigns, feedback policies, plans
  • 13. start withdeep use cases at the core of each group
  • 14. example: product developmentCore – processes / communication 1. weekly project planning / update from PMs 2. daily progress updates from team leads 3. issue resolution 4. product documentation reviewPeripheral - knowledge 1. product strategy 2. competitor analysis 3. product know how / expertise
  • 15. example: prod. dev. & marketingCore – processes 1. sharing market requirements / reports 2. defining product positioning / strategy 3. specifying product featuresPeripheral – knowledge 1. competitor information 2. market trends
  • 16. the result: • Users know how and what to contribute during early days • Sustainable content is created without the need to go beyond everyday activities and busy schedules • Users see immediate value through effective communication • Engagement occurs at all levels • Adoption starts spreading immediately as more teams start to port business processes to tibbr • Inter-group uses cases start to develop • Longer term value emerges as content builds up and peripheral use cases develop
  • 17. viral adoption: Human Finance Resources Product Sales / Marketing Front Lines Dev
  • 18. customer example: wholesale bankingcustomer relationships are key to the businesshow tibbr helped RM’s with social client management: 1. Initial focus was purely on client collaboration 2. dedicated client subjects made it easy for all team members to collaborate on client accounts 3. RMs gain insight from work done with other clients as well as leverage the entire network of RMs 4. faster deal flow and better service
  • 19. where appropriate,integrate keyevents fromexternal systems thatsupport core business processes
  • 20. customer example: shipping (OOCL)shipping delays are very costly.how tibbr helped the exception handling process: 1. shipping system triggers delay event into tibbr with details 2. all parties involved receive alert and start resolving the issue through discussions in tibbr 3. exception handling is speeded up saving all parties thousands of dollars
  • 21. Where to start a social platformrollout in your organization and how?
  • 22. recap: 1. Identify groups which require better collaboration 2. Define core business processes and communications in the form of use cases at the intra group level 3. Gain senior management buy-in to drive use cases in the platform 4. Expand use cases to cover inter-group processes 5. Integrate external system data to drive deeper business processes and use cases to apply structure 6. Expand usage to more peripheral knowledge sharing use cases
  • 23. Thank You Q&A By Gaurab Banerji Collaboration Strategist Tibco Software Singapore

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