ACCELERATE YOUR PATH TO VALUE

SOCIAL BUSINESS
ADOPTION BEST
PRACTICES

CLAIRE FLANAGAN
@cflanagan
February 2014
Real Business Results from Social
Strategy Management: Key Roles
Organization Change for Adoption
Example: Onboarding Exec...
Business Value Benefits of Social
More of
What
You Want

Strategic
Alignment

Deal
Management

+2-4%

# Deals / Yr

+15%
E...
“Through 2015, 80% of social business efforts will not achieve the
intended benefits due to inadequate leadership and an o...
. . . Business Value Only Realized With
Organization Change Focus
“What Were the Top 3 Adoption Success Factors in Your So...
Driving Adoption, Business Value Requires

Strategy Management
With a Focus on
Organization Change

6

© Jive Software
STRATEGY
MANAGEMENT
ROLES

7

© Jive Software
Strategy Management Requires
Program & Distributed Community Roles
SOCIAL	
  PROGRAM	
  STRATEGIST	
  

STRATEGY	
  	
  ·∙...
Strategy Management Requires
Program & Distributed Community Roles
SOCIAL	
  PROGRAM	
  STRATEGIST	
  

STRATEGY	
  	
  ·∙...
ORGANIZATION
CHANGE

10

© Jive Software
What are behaviors and norms?
Norms
Group-held beliefs about how individuals should
behave

Workplace Behavior
Pattern of ...
Why Does This Matter?
When Implementing Social, Norms Can
Work in your favor
norms of competitiveness or sharing

Work cou...
Organization Change

Current
State

Future
State

Assess
Current
Norms &
Behaviors

New
Norms &
Behaviors

© Jive Software...
Organization Change
Change Levers
Process

Current
State

Advocates

Incentives
Leadership

Comms / Marketing

Current
Nor...
Activate Change Levers to
Drive Transformation
1
2
3

Processes

•  What business process needs to change (use case)?
•  W...
Example
Executive
Engagement
Use Case: Strategic Alignment

16

© Jive Software
Organization Change Map
Example: Executive Engagement

Current	
  

Future	
  

State	
  

Corp Comm engage directly

Exec...
1

Define Process: “What this Looks Like”

Executive Corner | “Town Hall”

Leaders	
  promote	
  success	
  
Leaders	
  co...
2

Consider Incentives
Senior	
  leader	
  interviews	
  with	
  exec	
  role	
  models	
  

Rewards	
  for	
  Open	
  Lea...
3

Communicate & Market

ExecuPve	
  “Launch”	
  Message	
  
Feature	
  ExecuPves,	
  Success	
  Stories	
  
Encourage	
  ...
4

Training & Support

Focus on the “How” and the “Why” (WIIFM)

ExecuPve	
  Training,	
  Reverse	
  Mentoring	
  
Coachin...
5

Find & Nurture Executive Role Models

Recruit	
  Execs	
  as	
  “Advocates”	
  
Use	
  “External”	
  Benchmarks	
  (Who...
For True Organization Transformation
Don’t Forget to Activate Change Levers
1
2
3

Processes

•  What business process nee...
Resources
•  Stephen Lamb, CIO BCIT: http://bit.ly/1nUpx9T
•  UBM CEO Video: http://bit.ly/MXMX0i
•  McGraw Hill CEO Video...
E20 Summit: Accelerate Your Path to Value with Adoption Best Practices
Upcoming SlideShare
Loading in …5
×

E20 Summit: Accelerate Your Path to Value with Adoption Best Practices

2,461 views

Published on

Presentation delivered at #e20 Summit in Paris February 11, 2014

Published in: Social Media, Business, Education

E20 Summit: Accelerate Your Path to Value with Adoption Best Practices

  1. 1. ACCELERATE YOUR PATH TO VALUE SOCIAL BUSINESS ADOPTION BEST PRACTICES CLAIRE FLANAGAN @cflanagan February 2014
  2. 2. Real Business Results from Social Strategy Management: Key Roles Organization Change for Adoption Example: Onboarding Executives 2 © Jive Software
  3. 3. Business Value Benefits of Social More of What You Want Strategic Alignment Deal Management +2-4% # Deals / Yr +15% Employee Productivity -34% Reduction in Search Time +13% Win Rate Sales / Rep -22% Customer Service Increase in Annual Campaigns Launched +12% Deal Cycle Time Marketing Campaigns +15% +8% Revenue Sales Enablement -23% Sales Rep Onboarding Time +28% +16% Faster Collateral Development First Call Resolution -13% Campaign Development Time -9% Total Cost -16% Meetings Less of What You Don’t 3 © Jive Software -8% Call Volume -21% -13% Email Load Call Escalation * As measured by a Top 3 Global Business Consulting Firm who surveyed Jive’s customers in December 2012
  4. 4. “Through 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology.” “Install and Leave” will guarantee failure 4 © Jive Software Gartner Predicts 2013: Social and Collaboration Go Deeper and Wider, Gartner, November 2012
  5. 5. . . . Business Value Only Realized With Organization Change Focus “What Were the Top 3 Adoption Success Factors in Your Social Business Program?” Senior leaders role-modeling Integrate Social into day-to-day activities (use cases) 81% Removal of other tools 5 87%* 63% © Jive Software * % survey respondents reporting these factors were “valuable,” “very valuable,” or “extremely valuable,” from Nov 2012 survey of ~400 Jive customers by a top 3 global business consultancy
  6. 6. Driving Adoption, Business Value Requires Strategy Management With a Focus on Organization Change 6 © Jive Software
  7. 7. STRATEGY MANAGEMENT ROLES 7 © Jive Software
  8. 8. Strategy Management Requires Program & Distributed Community Roles SOCIAL  PROGRAM  STRATEGIST   STRATEGY    ·∙  STAKEHOLDER  |  POLITICS    ·∙    GOVERNANCE    ·∙  BEST  PRACTICES   PROGRAM   LEADERS   ENTERPRISE  COMMUNITY  MANAGER   ORG  CHANGE  ·∙  ENGAGEMENT  ·∙  METRICS  ·∙  ADDING  USE  CASES  ·∙  ADVOCATES   8 © Jive Software
  9. 9. Strategy Management Requires Program & Distributed Community Roles SOCIAL  PROGRAM  STRATEGIST   STRATEGY    ·∙  STAKEHOLDER  |  POLITICS    ·∙    GOVERNANCE    ·∙  BEST  PRACTICES   PROGRAM   LEADERS   ENTERPRISE  COMMUNITY  MANAGER   ORG  CHANGE  ·∙  ENGAGEMENT  ·∙  METRICS  ·∙  ADDING  USE  CASES  ·∙  ADVOCATES   USE  CASE  /  TOPIC  CTY  MGR   SEED  ·∙    LEAD  ·∙  CONTENT  ·∙  MEMBER  ENGAGEMENT  ·∙  METRICS  ·∙  EVENTS   DISTRIBUTED   ROLES   ADVOCATES  /  SMES   WOM  ·∙  MEMBER  SUPPORT  ·∙  TRAINING  ·∙  CURATION  ·∙  FEEDBACK   9 © Jive Software
  10. 10. ORGANIZATION CHANGE 10 © Jive Software
  11. 11. What are behaviors and norms? Norms Group-held beliefs about how individuals should behave Workplace Behavior Pattern of actions and interactions of organization members that directly or indirectly affects its effectiveness Corporate culture Expressed by behaviors of people in organization Driven by the group norms of the organization Norms Behaviour Culture “…providing people with evidence of what others around them are doing has been shown to have a significant effect on behavior.” 11 © Jive Software
  12. 12. Why Does This Matter? When Implementing Social, Norms Can Work in your favor norms of competitiveness or sharing Work counter to your goals fear / risk in sharing work or opinions 12 © Jive Software
  13. 13. Organization Change Current State Future State Assess Current Norms & Behaviors New Norms & Behaviors © Jive Software 13
  14. 14. Organization Change Change Levers Process Current State Advocates Incentives Leadership Comms / Marketing Current Norms & Behaviors Role Models Training Future State Opinion Leaders SME’S Social Strategist as Change Agent New Norms & Behaviors © Jive Software 14
  15. 15. Activate Change Levers to Drive Transformation 1 2 3 Processes •  What business process needs to change (use case)? •  What structure can you provide to formalize the process? Incentives •  What rewards will you provide to motivate the behavior you want to see? •  Have you thought of intrinsic and extrinsic ones? Comms / Marketing •  How will you communicate or market the change? •  How can functional groups (i.e. HR, Comms, Marketing) help and reinforce over time? 4 Training / Support •  What formal & informal training is needed to teach new skills and use cases? •  How will you coach and support members at all levels? 5 •  Who will help you model new behaviors, a new way to work or new skills (advocates, SMEs, leaders)? •  Have you found enough role models at varying levels? 15 Role Models © Jive Software
  16. 16. Example Executive Engagement Use Case: Strategic Alignment 16 © Jive Software
  17. 17. Organization Change Map Example: Executive Engagement Current   Future   State   Corp Comm engage directly Execs engage directly Behavior   Corp Comm writes Execs participates, writes Norm   Execs NOT responsible for Comms Execs ARE responsible for Comms 17 © Jive Software
  18. 18. 1 Define Process: “What this Looks Like” Executive Corner | “Town Hall” Leaders  promote  success   Leaders  communicate  strategy   Leaders  use  for  strategic  planning   Leaders  “humanize”  experiences   18 © Jive Software
  19. 19. 2 Consider Incentives Senior  leader  interviews  with  exec  role  models   Rewards  for  Open  Leadership   Bonus  Tied  to  “Open”  ObjecPves   External  Visibility   19 © Jive Software
  20. 20. 3 Communicate & Market ExecuPve  “Launch”  Message   Feature  ExecuPves,  Success  Stories   Encourage  at  Senior  Leader  Staff   20 © Jive Software Stephen Lamb, CIO BCIT
  21. 21. 4 Training & Support Focus on the “How” and the “Why” (WIIFM) ExecuPve  Training,  Reverse  Mentoring   Coaching  on  3  Simple  Things   WIIFM  (Talk  Business  Value)   21 © Jive Software
  22. 22. 5 Find & Nurture Executive Role Models Recruit  Execs  as  “Advocates”   Use  “External”  Benchmarks  (Who  Else   in  Your  Role  is  Doing  This?)   22 © Jive Software
  23. 23. For True Organization Transformation Don’t Forget to Activate Change Levers 1 2 3 Processes •  What business process needs to change (use case)? •  What structure can you provide to formalize the process? Incentives •  What rewards will you provide to motivate the behavior you want to see? •  Have you thought of intrinsic and extrinsic ones? Comms / Marketing •  How will you communicate or market the change? •  How can functional groups (i.e. HR, Comms, Marketing) help and reinforce over time? 4 Training / Support •  What formal & informal training is needed to teach new skills and use cases? •  How will you coach and support members at all levels? 5 •  Who will help you model new behaviors, a new way to work or new skills (advocates, SMEs, leaders)? •  Have you found enough role models at varying levels? 23 Role Models © Jive Software
  24. 24. Resources •  Stephen Lamb, CIO BCIT: http://bit.ly/1nUpx9T •  UBM CEO Video: http://bit.ly/MXMX0i •  McGraw Hill CEO Video: http://bit.ly/1ikyLrG •  Exec CEO Email Template: http://bit.ly/1ikyQMh •  Exec Participation: http://bit.ly/1cRqFGP •  Swiss Re Executive Comm: http://bit.ly/1gNlxHh •  Parsons Exec Resource Group: http://bit.ly/1lz16Qr •  The Guardian “Social norm strategies do work – but there are risks involved”: http://bit.ly/1bnSmTu •  Workplace Behavior Definition http://bit.ly/1jckH7g 25 © Jive Software

×