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Social Collaboration - A path to business value

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Presentation by Greg Nemeth of EY to SIKM Leaders Community on June 21, 2016

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Social Collaboration - A path to business value

  1. 1. Social Collaboration: A Path to Business Value June 2016
  2. 2. Page 2 Who is EY EY is an organization of member firms operating in 150 countries. ► We collaborate globally to offer audit, tax, transaction and advisory services. ► Each service line has a wide, diverse range of business units and offerings. ► Our organization is constantly growing and evolving. We compete in a market where insights are the product: knowledge is and will be a key differentiator.
  3. 3. Page 3 Current state of social collaboration at EY
  4. 4. Page 4 Know your organization Given our environment, an initial strategy for responding to risk concerns was critical. Risks ► Client confidentiality ► Brand and reputation ► Information security ► Data privacy Automated monitoring Auditing Access management Data purging Moderation Terms of use
  5. 5. Page 5 Be intentional with your social strategy … Outcomes Leader engagement Resourcing for engagements Awareness across lines of business Personal brand building Quick collaboration On-boarding Expertise location Informal team communications Scenarios Increase competitiveness Create high-performing teams
  6. 6. Page 6 … and define success IndiaUSAustraliaUKAustralia Quick collaboration Awareness across lines of business Leadership engagement Expertise location Resourcing for engagements Personal brand building
  7. 7. Page 7 We see three key levers of adoption, engagement and business value Clarity of purpose High quality community management Measurement and iteration 1 2 3
  8. 8. Page 8 Clarity of purpose One mechanism to achieve clarity is through our approach to group management. ► Strategic – purpose is directly aligned with the overall strategy ► Visible – heavily promoted and obvious to users ► Vital – mutual responsibility for long-term success ► Expedient – focus on day-to-day needs and may not persist ► Organic – user initiated and managed Tactical Groups (bottoms up approach to social) Verified Groups (top-down approach to social)
  9. 9. Page 9 High quality community management We see a direct correlation between group success and the quality of community management. 0 1 2 3 4 0 2 4 6 8 10 12 14 16 18 20 Q1 Q2 Q3 Q4 Communitymanagementeffectiveness Aggregategroupeffectiveness Community management correlation Top Q Bottom Q CM top CM bottom Key success factors: ► Authenticity ► Training ► Mentoring ► Accountability
  10. 10. Page 10 Measurement and iteration Adoption Engagement Value ► Monthly adoption tracking with leadership of key lines of business ► Self-serve reports to break down adoption and raw activity 4 8 1 2 3 4 5 ► Quantitative and qualitative scorecards ► Peer comparisons pegged to a maturity model ► Dashboards for leadership $X.Xm Actual revenue generated ► High-impact examples of social success ► Link engagement with tangible business value ► Reinforce and debunk any negativity + = Meaningful measurement is critical to inform and drive future activity.
  11. 11. Page 11 Keys to sustained success 2 Be intentional with your strategy and define success Start with a strategy focused on the outcome – the business value social will generate. 3 Use the levers to your advantage Incorporate the three levers to drive successful adoption, engagement, and business value. 1 Know your organization Understand the factor in the key aspects of your organization, culture, people.
  12. 12. Page 12 Social Collaboration: A Path to Business Value Date published: June 2016 For further information, please contact: Greg Nemeth, EY Knowledge +1 216 583 2178 greg.nemeth@ey.com Produced by Global Markets — EY Knowledge.
  13. 13. EY | Assurance | Tax | Transactions | Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com. © 2015 EYGM Limited All Rights Reserved. 1509-1666225 ED none This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice. ey.com/knowledge

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