Social Media For The Enterprise

Conversations,
Connections and
Opportunities
Social Media for the Enterprise
Dr. Cindy Gordon, CEO, Helix Commerce
Vice Chair, iCANADA
www.helixcommerce.com
www.helixvirtualworlds.com
cindy@helixcommerce.com
(416)230-6538 mobile
(647)477-6254 office
http://helixcommerce.blogspot.com/
http://twitter.com/helixcommerce
http://stores.lulu.com/helixcommerce
http://www.cata.ca/Advocacy/iCanada/default.aspx

1 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.

Dr. Cindy Gordon contributed the chapter
on Web 2.0 technology strategy, best
practices, and implementation guidelines.
Two new books scheduled for release in
2010 on Virtualization of Business and
Socialization of Knowledge.
(want a copy contact us at
cindy@helixcommerce.com)

Helix specializes in Innovation & Next Generation Business Models
© 2009 Information is not to be copied without permission by Helix Commerce International Inc. 2

Agenda

• Growth Trend Spotlights
• Social Media in an Enterprise Environment
– Individual & Culture
– Organization
– Operations
– Strategy
• Case Study – P&G
• Questions and Answers


Social Networking Global Trends
Demands Enterprise Attention


Enterprises are Active in Social Media…
but many are still holding back.


Enterprises are in overload in both email and social media
…..balance is not there yet!


The Right Media for the Message – Hot Off the Press!
Although social media gets the most media attention and is an emerging trend, the most prevalent means of
communications continue to be things such as e-mail, intranet and staff meetings; however, while employees have a keen
interest in job security, 24 percent of companies provide no information on this topic. (Sample Size 328 Organizations represent over 5M employees)
Technology Print In person

Social Intranet E‐mail Printed Town halls Staff Other face‐ None
media materials meetings to‐face
Business 12% 70% 70% 37% 56% 73% 44% 2%
Performance

Business 11% 53% 55% 26% 54% 65% 40% 7%
strategy for
riding out the
downturn

Financial 5% 43% 29% 27% 23% 37% 34% 19%
education
Customers 15% 47% 47% 37% 31% 54% 45% 10%

Pay 1% 43% 44% 38% 13% 27% 58% 5%

Benefits 4% 61% 54% 51% 21% 32% 51% 3%

Job security 6% 29% 31% 15% 28% 45% 48% 24%

8 © 2010 Information is not to be copied without permission by Helix Commerce International Inc. Source: Watson and Wyatt, 2010

Agenda

– Organization
– Operations
– Strategy


An Enterprise has to take into many factors for effective
strategy focus and operational excellence.
1. Environment: What are the key
Environment external factors, and how do they
influence performance?
Strategy
2. Strategy: What is the business
Operations mission and strategy? Are they
Organization understood? Are tasks aligned with
them?
3. Operations: What are people
Individual supposed to do? Where do they do
it? What technology tools are
needed to support them?
4. Organization: How are people
organized to support performance?
How are they measured? What
social and political factors affect
performance?
Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 20010
5. Individual: Do people have the
A successful Enterprise digital social media ability and motivation required to
strategy needs to have a strong strategic perform?
foundation if it is going to be successful and be
sustainable in a large global enterprise.

# 1 – Culture – Individual, Group and Leadership
Environment
Strategy
Behaviors, skills, norms, rituals, and artifacts:
Operations
Organization
learning new ways of working
Individual

new skills, new communication & interaction styles

Source: Dr. Cindy Gordon,
Collaboration OD Leading
Practices Research, 2010


Environment
# 1 – Culture – Individual, Group and Leadership
Strategy
Operations
Behaviors, skills, norms, rituals, and artifacts:
Organization

Individual

Why is Culture the number one nut to
Source: Dr. Cindy Gordon,
crack?

Culture has deep roots
Culture requires leadership

What else?


Growth
People 3.0 Innovation
Collaboration
Cultural Diagnostic Collaboration
7 Leading Dimensions Reflection
Ownership

Reciprocity

Trust

Note: Helix Collaboration &
© Helix Commerce International Inc.
Innovation Health Diagnostic:
Over 100 Innovation and
Collaboration Capability
Questions
13
© 2010 Information is not to be copied without permission by Helix Commerce International Inc.

Survey Questions from Helix’s Collaboration & Social Growth
Innovation
Collaboration
Reflection

Ownership

Reciprocity

Media Culture Change Methodologies (sample)
Trust


Trust
Definition: Trust is the firm reliance and confidence on the integrity, ability, or character of a person. The root of trust is
ensuring creative risk taking behaviours (emergent experimentation – think outside the box behaviours are healthy and
supported.

Authenticity
Definition: The quality or condition of being authentic, trustworthy or genuine.
Questions:

I am encouraged to practice authentic and transparent communication in my daily work interactions.

Transparency/Openness
Definition: Transparency generally, implies openness, communication, and accountability
Questions:

1. Our culture values open and transparent leadership behaviours.
2. My manager actively practices open and transparent leadership communication.

Reputation
Definition: Reputation is the state or situation of being held in high esteem. Reputation is increasingly important in web based
communications as Personal Branding and Online Reputation Monitoring and ones quality on online interactions becomes more
visible.
Questions:

1. I actively update my personal collaboration profile to keep my colleagues informed of my skills and working status.
2. I regularly add comments to peer postings to acknowledge value of content and increase accessibility.

Note: Helix has competency model definitions and culture diagnostic questions to measure collaboration and digital social media health at a culture level.
14

1.) An e-Collaboration Leader Demonstrates Trust:
Trust
Leading
Authentic Voice (Uses own voice, informal tone, simple language).
Practices
Transparency/Openness (Nothing hidden, uses facts).
Growth
Reputation (Credible voice, influence, subject expertise).
Innovation
Collaboration
Reflection

Ownership
Example: A Blogger in Sales creates a loyal following.
Reciprocity

Trust
A Sales Manager who consistently exceeds their target begins a blog on
Winning Sales Account Management Tactics, and quickly develops a
global sales following as the tips and techniques are simple, reliable, and
proven.
She openly shares what she does every day as her blog is written as a
story of a day in her life in account sales.
Employee She is informally mentoring her colleagues - a proven practice for
Engagement building rapid trust and the voice is authentic – the real deal!

Note: Extract from Helix
collaboration and People 3.0 Example: Acknowledging Contributions
Training Programs.
An employee participates in an online discussion forum, and reinforces a
point of view that was initiated by another colleague but does not
acknowledge the origin of the insight. This type of behavior is not
transparent and does not build a positive reputation.
15

An Integrated View of the Dimensions and Building Blocks
Inputs /Engagement
Dimension (Root) Building Blocks (Branches) Application to Program/Metrics Benchmarks Outputs/Benefits
Factors
1.  Authenticity (uses own voice, informal tone, simple language) 1.  Lead selection ‐ start with those that have 1.  One per area/group
Trust
2.  Transparency/Openness (nothing hidden; use facts)       authority and influence 2.  >5 reference content
(foundation)
3.  Reputation (credible voice, influence, subject expertise) 2.  Referrer log (# of people referencing content)     (per post)

1.   Comments >5 perpost
1.  Communication/Dialogue (participate in 2 way conversation )
Reciprocity 1.  # comments 2.  # links >5 per post;
2.  Listening (shows understanding of internal customer wants &
(extend beyond 2.  # links;  # updates       updates 1x/day
      needs; posts relevant and timely info)
self/foundation) 3.  completeness of profiles 3.  % of profiles at 100%
3.  Availability (easily approachable and accessible) Employee
Motivation       complete (monthly)
Engagement
1.  1x/day or greater
Extracts1.  Accountability (part of goodwill towards company)
Ownership
from Helix’s culture diagnostic and measurement toolkits
(buy‐in; own process) 2.  Passion (frequency of posts illustrates passion)
1.  # posts;  frequency of posts (blogs, wikis)
2.  # of individuals posting
2.  % of total monthly
     (goal is 100%)
1.  Thinking & Analysis (pausing, reflecting, thinking to improve)
Reflection
2.  Story‐Telling (transfer tacit knowledge; buy‐in by capturing stories
(see value and desire 1.  # of stories 1.  2‐3 stories/week
      that reinforce eCollaboration business value
to improve)
3.  Evangelism (about RIM)

1.  # of Collaboration Rooms Active 1. % of total (monthly)
Collaboration
1.  Knowledge Sharing (cross‐functional, cross teams)                                  2.  # Active Communities of Practice 2.  % of total (monthly)
Opportunity (embedded as part of
2.  Community (seeks out and actively contributes to groups) 3.  # times environment accessed/day 3.  2‐3x/day
Holistic Thinking
daily practice)
4.  # locations accessed 4.  >3 areas/day

1.  Knowledge Synthesis (critically reviews information and
1.  # global participants (# users per country)
Innovation      knowledge and does sense making for effective knowledge 1.  % of total (monthly)
2.  # cross functional/cross country groups
(synthesis and new      translation and transfer)
3.  # new ideas generated
2.  % of total (monthly) Innovation
application) 2.  Emergent Experimentation (values new ideas from diverse 3.  5 per month
Capability       sources and values iterative design practices)
2.  # of new patents

1.  % (or days) reduced in product cycle time 1.  % or days > zero
Growth 1.  Adaptability (speed to market, reduced costs, eliminate rework,
(full benefits realized)       easy access to people and information)
2.  productivity improvement ($s/hrs ratio) 2.   % or $ saved Agility
3.  $s saved in travel (cost avoidance ‐ use survey) 3.   >zero

Purpose of Culture
Note: The above Culture Diagnostic will be used to highlight the dimensions and building blocks for e‐Collaboration Program success, and illustrate the linkage to appropriate measures/metrics.
Helix has a robust digital social media strategy and policy offering to support enterprise customers.
Diagnostic:

16

Have Had Success Creating an Online Community Around a Brand

Company Cultural Attribute Agree Disagree

Quick to adopt new media 55% 28%
technology

Value open, honest dialogue 47% 27%
about marketing

Encourages collaboration 48% 28%
between marketing and
others

Uses consumer feedback 45% 34%
productively to improve the
offering
Source: MarketingProfs Fall 2009 Survey

17

# 2 – Organization
There are three proven approaches to developing a Center of Excellence from an
organizational design perspective.
Full service CoE provisioning:
Designates resources to stimulate,
World-Class Evidence encourage and help with the transfer of
knowledge and leading practices and
assist in implementation

More Facilitated
Tacit Transfer / Advisory
Services
Practice Evidence
Results Achieved

Collaboration & Web2.0 Self-directed org. design (web service technology) plus e-Collaboration
services and organized networks (CoP practices) to assist in the knowledge
Services & Networks creation and transfer processes. Dedicated resources (e.g. e-Collaboration
Awareness Evidence managers) add value by scanning the flow of information and organizing
knowledge into more usable format(s).

Self-Directed
Presents employees with self-service technology and then sets them free to use it
Explicit
Fewer
Fewer Resources Required More
Research Source: copyright Helix Commerce, 2010


Environment
# 2 – Organization (continued)
Strategy
Operations
Organization
Social Media Workers More Likely to be High-Level Employees
Individual
CEO / CMO / CIO /CTO / Owner / 30.1%
President 20.5%

VP / Director / General Manager 27.6%
Source: Dr. Cindy Gordon, 16.8%

Manager / Supervisor 24.1%
29.2%
•High-level
executives are Functional Specialist 1.4%
13.3%
more likely to be
active in social Assistant / Entry Level 2.4%
media than not 5.3%
Social Media
•making that time 10.0%
more costly. Admin 3.1% Worker
Non SMW
•Young staff may None of the Above 3.4%
11.7%
not have the
experience to be Source: MarketingProfs
Fall 2009 Survey
leaders in social
spaces.
• Social Media marketing is NOT free.
• Budget for social media in terms of staff time, not media spend.
• Social Media is NOT just for the kids.

# 2 – Organization (continued)

How Social Media Workers Are Compensated

Social media is all I do, and I am paid
3.4%
specifically to do it.
I participate in social media "on the
7.5%
side," collecting additional money.
Social media is part of my defined scope
31.9%
and included in my compensation
I do this in addition to my defined role,
60.8%
willingly on my own initiative.

0% 20% 40% 60% 80%
Myth: Marketing departments are actually NOT hiring social media
specialists
•61% are employees doing this work in addition to their defined role
•And 32% have social media responsibilities as just part of their job
Source: Marketing Profs Fall 2009 Survey

Environment
Strategy
Operations
# 3 – Operations
Tremendous Value in Collaboration Practices
Organization

Individual

Source: Dr. Cindy Gordon, Collaboration
OD Leading Practices Research, 2010

Improves Employee Fosters Innovation,
Engagement Holistic Thinking, Agility
• Enables real-time information Value • Loosely coupled networks
management and access facilitate networking and
to the knowledge sharing
• Information rankings based on
relevance and usability Enterprise • Real-time collaboration across
• Informal knowledge networks organizational & geographic
boundaries

Example: A financial client tightened reporting cycle times from several
weeks to "about 30 seconds" by enabling information submission directly into
a team wiki and making that information instantly available to others.
Sources: Helix Commerce International Inc.

21

# 3 – Operations (con’t)

There are risks Collaboration & Social Media is not properly
governed or too tightly governed.

Finding the Too Much Policy
Too Little Policy
right balance is • Expectations of younger
• Abuse/Misuse key workforce supports
• No guidance on appropriate Corporate Adoption & transparency, ‘real-time’
behavior and correction Risks Quality Risks accessibility, less control

• Inappropriate behavior finds • Adoption buy-in difficult to
way outside of RIM ‘s achieve with too many ‘rules’
firewall (employee activity • Discourages e-Collaboration
during off-work hours) use, hence, business value
realization

Example: A global publisher spent millions on an e-Collaboration environment that no
one used because of restrictions on activity (control through designated leads) and
lengthy policy documents. They subsequently removed restrictions and went lite on
policies. Result was wider e-Collaboration adoption and the rise of online global
communities with Marketing leading the way.
Sources: Helix and Deloitte Consulting

22


Policy Perspective
• The Larger the company, the more restrictive the management of social media usage
• 50% of large companies have very tight controls on usage vs. only 17% of small


Discipline and Termination Actions Taken by Companies Overall and by
Company Size, 2009

Source: Proofpoint, 2009

24

IBM’s approach to Social Media Policy is “light” and focuses on
individual accountability consistent with overarching Business
Conduct Guidelines
IBM’s Business Conduct Guidelines • Social Media guidelines supplement
address: the BCG’s with guidance on
• Personal conduct appropriate participation in social
• Employee privacy media (Blogs, Wikis, Micro blogging,
etc.)
• Security: Protecting IBM's assets
(physical, information, etc)
• Business Conduct (ethics, competition,
etc) Adoption & Quality
Corporate Risks Risks
• On your own time (conflicts of interest,
insider trading, political life, etc)

IBM has officially supported
forums for 15 years, and in that
time, only 2 infractions of their
BCGs in millions of posts

25

Policy Best Practices: Top Ten
'Rules of Engagement'
• Think About Consequences
• Use Your Best Judgment
• Quality Matters
• Don’t Tell Secrets
• Be Respectful
• Be Interesting, But Be Honest
• Write What You Know About
• Don't Write Anonymously
• Always Pause and Think Before Posting

The above list supports open dialogue and the
exchange of ideas

26 Helix has a Policy 3.0 Primer coming out on these leading practices, if you want on our mailing list for this new publication, send us an email.

Strategy Case Study – Proctor & Gamble
“doing it right”

Research Source: tmp worldwide

Agenda

– Organization
– Operations
– Strategy


Case Study – Proctor & Gamble

To attract the millennial
generation P&G had to
own a presence in social
media.



Page Presence includes Facebook, You Tube, Linked In, and coming soon Twitter.


Variety of Tactics to drive Traffic:
-PPC Media
-Job Feeds
-Work with Me
-Messaging to Fans


An Enterprise has to take into many factors for effective
strategy focus and operational excellence.
Environment
Strategy
Operations
Organization

Individual

Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 20010

A successful enterprise digital social media strategy needs to have a
strategic foundation if it is going to be successful and sustaining.

Questions


Let’s continu
e our dialogu
make Canad e to
a the most
connected an
d intelligent n
in the world… ation
.. Conversations,
Contact me fo Connections and
r more inform
on iCANADA ation
stronger and
to create a Opportunities
more intellige
nt
nation
Social Media for the Enterprise
See
http://www.ca Dr. Cindy Gordon, CEO, Helix
ta.ca/Advoca
anada/default cy/iC www.helixcommerce.com
.aspx
www.helixvirtualworlds.com
cindy@helixcommerce.com
(416)230-6538 mobile
(647)477-6254 office
http://helixcommerce.blogspot.com/
http://twitter.com/helixcommerce
http://www.cata.ca/Advocacy/iCanada/default.aspx

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