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Social Business Adoption - a plan to succeed!


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Social Business Adoption is only 20 % technology and 80 % psychology. I use a combination of IBM's and Michael Sampson's ideas and methods when I help my clients change from yesterday's work methods to today's modern social collaboration!

Published in: Business, Technology

Social Business Adoption - a plan to succeed!

  1. 1. « Arne Sigurd Rognan Nielsen loves to call himself a ‘Wild Duck’ as he tries to think differently about life. He has held a multitude of positions in his career: a photographer, journalist, chief editor, writer, sales manager, personal productivity 0047 41535313 @Arne_S_Nielsen consultant, military professional and, now, is a collaboration and senior social business advisor and evangelist at IBM. Arne has also written several books on themes such as sales, marketing and key account management, and is a hard core blogger.» TEDx
  2. 2. How to ensure Social Business adoption and realization of benefits
  3. 3. Does a Software License have any Value?
  4. 4. NO!
  5. 5. A software license is just a piece of paper and like any other document, it has no value in itself..
  6. 6. Chris Potts: You don’t get value out of the IT investment! ! ! You get the value from what people do with it! * Chris Potts is a corporate strategist, specializing in investing in change and IT
  7. 7. Lee Bryant, Headshift: « I find the whole notion of adoption, which usually means software adoption, to be slightly problematic. What we really should be talking about is redesigning organizations and their networks to harness people power to get things done quicker, better and cheaper, and enabling businesses to scale in a better way. This, not tool use, is probably the goal of social business design and Enterprise 2.0.» ! Source: Behavioural transition strategies for E 2.0 Headshift is now part of DACHIS Group, global advisory practice focused on bringing social technology to the enterprise.
  8. 8. It is all about reengineering the way you do business
  9. 9. And that means change of behavior
  10. 10. When the behavior change shows on your bottom line - that is when the licenses shows their value
  11. 11. New collaboration technologies will impact on four important aspects: Changing Attitudes Changing Values Changing Goals Changing Culture!
  12. 12. OBS! Change Change Change Change is a process, not an event takes time - there is no quick fix is social - it involves people is made real by what people do
  13. 13. You should secure internal benefits like this!
  14. 14. How?
  15. 15. Pattern workshop to prioritize strategic business areas 1 2 3 4 5 6 Brainstorm Patterns Priorities
  16. 16. Prioritizing goals! 1 2 Cut meetings to 45 minute from 1 hour Onboarding First invoicable day to 30 from 45 days 3 Find the right person who can do a task 50 % faster than today 4 Reduce start up time for projects by 25 % by sharing project methodology and approach 5 Improve customer service by 10 % 6 Sales Engagement Integrate feedback in CRM-system
  17. 17. Start Small - Think Big - Move Fast! 1 2 3 4 5 6 Start with the basic Prioritize by patterns Start change process
  18. 18. You need a plan for success!
  19. 19. Executive Support and Sponsorship is The Imperative for Success Talk. Executives must talk about the benefits than can be accrued through the use of the new collaboration technology. ! Action. Executives must actively use the new collaboration technology as part of their work. ! Role model. Executives must be role models for the cultural change, not only participate in the investment funding and strategical decision.
  20. 20. Leaders must lead! Don’t Tell - Show! Opinion leader Followers New social norm arises! Community
  21. 21. How to use Executives Convince senior executives that improvements in performance are possible and attainable as a consequence of changing work practices. ! Get senior executives to speak about the new way of doing things, the new way of working. This should be done in internal town hall meetings, on the internal CEO blog (!!), in conversations with others, and so on. ! Get senior executives to start using the new approach (assuming it’s relevant to their work), and to be seen as active in doing so.
  22. 22. Carrot and stick - a perfect approach «One of the more successful social collaboration solutions I’ve observed was in an organization where a key executive stopped responding to any email message with an attached document. He politely replied to each sender that he would read the message when the message included a link to the document they wanted him to review rather than an attachment. He truly «owned» the solution and took accountability for effecting change by modeling the behaviours he wanted every employee to follow» ! Susan Hanley, social collaboration consultant
  23. 23. Definitions of User Groups • First wave people – Early adopters of anything new, advocates, champions, enthusiasts – Very low need for adoption help • Second wave people – The largest body of people in a group, community or organization – The target market for adoption help – Have to understand where, how and why the new tools will improve their current work
  24. 24. Getting beyond the first wave adopters to the second wave adopters is essential to driving better business performance. Second wave people are carrying out vital business activities, and there are many more of them within any group, organization or community, and therefore have a much greater impact on business performance But they are less capable by themselves of making the intuitive leap from what the technology does to how they could use it to do their work better.
  25. 25. Don’t be a total ! BITIOT Build It and Throw It Out There
  26. 26. Roadblocks to Change • Roadblocks from Individuals • Roadblocks from Groups – Fear of the Unknown – Group Habits – Comfort with the Status Quo – Irrevocable Change – Pushback on Being Forced to – Work Practice and Technology Are Change – No Sense of the Possible Future Benefit – Being a Key Stakeholder in the Status Quo Inseparable • Roadblocks from the Organization – Culture – Politics – Systems – Time
  27. 27. Five Models of Change • # 1 Stages of Change –Pre-contemplation - people are happy with status quo –Contemplation - considering change but no commitment –Preparation - decison to change - searching alternatives –Action - taking active steps and need support –Maintenance - change done - new status quo
  28. 28. Five Models of Change • # 2 Diffusion of Ideas –Opinion leaders demonstrate the change –Followers adopts the change –Community adopts new social norm
  29. 29. Five Models of Change • # 3 The Change Journey –Preparation –Starting the change journey –Living the change journey –Creating skills for working in constant change
  30. 30. Five Models of Change • # 4 Culture and Work Practice – Changing Attitudes - readiness for openness – Changing Values - common or individual – Changing Goals - inform or dialogue • # 5 Sticks and Carrots – Punishment/Sticks for short time results – Financial Reward/Carrots for long time results – Combination gives increased utility
  31. 31. Four Stages of User Adoption •# 1 Winning Attention • Executive • Real support and sponsorship life scenarios • Exemplar • Roadshow stories to show • Organizational chaos
  32. 32. Four Stages of User Adoption •# 2 Cultivating Basic Concepts • Classroom Training • Web-Based Training • Pages on the Intranet
  33. 33. Four Stages of User Adoption •# 3 Enlivening Applicability • Facilitated Group Re-Imagining • Over-the-Shoulder • Embedded • Sandbox • Easy • Build Watching Champion for Experimentation First Steps It And They Will Come
  34. 34. Four Stages of User Adoption •# 4 Making it Real • Zero • Stop Other Options Doing, Start Doing Patterns • Bulk Loading Party • Internal • You User Group know it’s real when: • Business gets done in the new system • Alternative • Other systems are removed people expect you to use it • The new system becomes invisible • The new system integrates with other systems
  35. 35. Adoption Plan Proposal • Adoption Board • Maximum 5 members - decision makers, stake holders, IBM • Kickoffs • Present Social Collaboration as Consept & Live Demo • Onsite or online? All Company or Departmental? One or two sessions? • Super User Group • 1 - 2 departmental super users - stakeholders • Education of Super Users • 2 x 3 hrs sessions - hands on • Education of Second Wave Users • 1 x 3 hrs - hands on • Education of Top Management • 1 x 3 hrs - hands • Bulk loading party’s • 2 x 3 hrs - moving needed old stuff into new system • Coaching, Coaching, Coaching • IBM & Superusers in support the first days up and running
  36. 36. Kickoff’s • 08:30 - 09:00 Coffee • 09:00 - 09:30 The challenges facing our business, 5 minute video from the CEO • 09:30 - 10:00 About the new technology, and how it will help us improve the game • 10:00 - 10:30 Scenarios from other businesses, with two 5 -minute video interviews • 10:30 - 11:00 Coffee, donuts and discussion • 11:00 - 12:00 Live Demo, Q&A
  37. 37. Education Sessions for Super Users • Hands On Training • General overview and demo – Profiles – Files – Activities – Communities – Profiles ! Education Split on 2 x 3 Sessions Tell- Show - Do! – Files – Activities – Communities – Blogs – Blogs – Wikis – Wikis – Ideator – Ideator
  38. 38. Education for Second Wave Users • Hands On Training • General overview and demo – Profiles – Files – Activities – Communities – Profiles ! Education Split on 1 x 3 Sessions Tell- Show - Do! – Files – Activities – Communities – Blogs – Blogs – Wikis – Wikis – Ideator – Ideator
  39. 39. Education for Top Management • General overview and demo – Profiles – Files • Hands On Training One On One Face To Face Private Sessions – Blogs – Wikis – Ideator – Files – Activities – Activities – Communities – Profiles ! Education Split on 1 x 3 Sessions Tell- Show - Do! – Communities – Blogs – Wikis – Ideator
  40. 40. Bulk Loading Party ! • 09:00 - 12:00 • 13:00 - 16:00 – Update your Profile! – Upload my 10 most used Files! – Upload your picture! – Establish my first Community! – Invite your network! – Invite to a Discussion! • 12:00 - 13:00 – Lunch & Work • Q&A, Coaching during whole session • Coffe, Tea, Refreshments in Place • Fun & Give Aways
  41. 41. Needed Planning & To-Do’s • Establish strategic plan for Social Business to define what customer want to achieve and how to measure it. • Establish and publish the story on «Why We Need To Change The Way We Work». • Establish members of Adoption Board • Establish members of Super User Groups • Establish dates for Kickoffs • Establish dates for Super User Training • Establish dates for Second Wave User Training • Establish dates for Top Management Training face to face and in private • Establish dates for Bulk Loading Party’s
  42. 42. Some useful books on collaboration, social business, communication and virtual management - most of them available on • • • • • • User Adoption Strategies, Michael Sampson - MUST READ for adoption projects Collaboration Roadmap, Michael Sampson Doing Business with IBM Connections, Michael Sampson - MUST READ for IBM’ers Be Bold!, Sandy Carter - MUST READ for Social Business understanding Collaboration, Morten T. Hansen - lots of collaboration theory From Crowd to Community - vision and inspiration, Patrick Savalle, Wim Hofland and Arnd Brugman - tells how Sogeti implemented IBM Connections in their organization • • Group Genious, The Creative Power of Collaboration, Keith Sawyer Managing Virtual Teams, Getting the most from Wikis, Blogs and other Collaborative Tools, M. Katheringe Brown/Brenda Huettner/Char James-Tanny • Naked Conversations, How Blogs are changing the way businesses talk with customers, Robert Scoble/Shel Israel • • • • Performance Dashboards, Measuring, Monitoring and Managing Your Business, Wayne W. Eckerson Strategies and Tools for Corporate Blogging, John Cass TeamPark - platform and method, Patrick Savalle, Wim Hofland and Arnd Brugman UNBOSS, Lars Kolind, Jacob Bøtter - MUST READ for Change Management, in Danish, sold as ebook on AppleStore - very exciting and inspiring bookon management, strategy and, in my mind, about true Social Business • Employees first, Customers Second - turning conventional management upside down, Vineet Nayar
  43. 43. Some of my involvements - adoption, advisory, briefings, training TV 2, Kristian Gerhard Jebsen, Cermaq, Pronova Biopharma BASF, Adecco, Geno, Sparebank1 Gruppen, J. Lauritsen, Folksam, Orkla, Borregaard, Brunvoll, Deltagruppen, Maintech, Hoegh Autoliners, Hydro, Nordland Fylkeskommune, Atea, Evry, Crayon, IDC, J. Boye, Norled, Norwegian Offshore Logistics Conference, TEDx Trondheim, Norwegian Business School, Symfoni Software User Group, Norwegian Tax Authority and many, many others...
  44. 44. Useful tools http:/ / http:/ / http:/ / 0047 41535313
  45. 45. Questions?
  46. 46. Thank You! 0047 41535313 @Arne_S_Nielsen
  47. 47. Parts of this presentation is built on knowledge, experience and ideas shared by Michael Sampson in his excellent books «User Adoption Strategies» and «Collaboration Roadmap». When his next book, «Doing Business with IBM Connections» is published, I will update this presentation with more specific ideas on how to adopt IBM Connections. ! Thank You Michael, for your inspiration, your knowledge and your willingness to share! If you want to read more about social business adoption or buy one of Michaels books - click here: Making Collaboration Work—Culture, Governance, Adoption - Michael Sampson on Making Collaboration Work