SASUG April - Building Social Networks and the Social Journey

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A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.

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  • Ask the audience to listen to the quote and then ask if they have heard this about social.Point to make is that email was misunderstood and considered a threat during its inception as the new efficient communication tool to engage with one another, just like social is today.
  • Key Messages:Being social is human nature—people have always discovered ways to connect with each other, share knowledge, make collective decisions, and collaborate to do big things. This is social. Today, as life becomes busier, more complex, and more global, people are turning to modern social experiences and capabilities to cut through the boundaries of geography, time, and organizational hierarchies and fulfill this basic drive to connect and work together. The pervasive adoption of social technology is part of a larger transformation driving changes in how we get things done:In the consumer space, social networking is driving changes in customer behavior, leading to the rise of the empowered social customer. Your employees are also consumers, and they are bringing the desire to connect in new ways into your business. The shift in customer behavior and expectations is driving a change in how your business will engage with and serve them. By embracing and harnessing the power of social technologies, both inside and outside the enterprise, CIOs and BDMs alike can have a strategic impact both inside and outside the business. Detailed script:There’s a lot of buzz about social media these days, but there’s nothing new about being social. Social is natural and human. It has always been part of how we work and live together and do business. What is new is the way that technology enables us to connect and communicate in real time, across geographical distance, and on a scale that’s literally unprecedented in human history.Social technology may be relatively new from a business perspective, but it’s already a normal part of day-to-day life for tens of millions of people. Those people are your employees, your partners, and your customers. Through services like Facebook, Twitter, and LinkedIn, they’re accustomed to easily sharing the things they are interested in. They keep up with their friends and neighbors and public figures. They discuss a broad variety of topics. They expect to be able to contribute to the discussion and have their contributions respected.This pervasive adoption of social technology is part of a larger transformation driving changes in how we get things done:In the consumer space, social networking is driving changes in customer behavior, leading to the rise of the social customer. The new consumer is ‘always on’ and expects to be engaged in new ways:44 percent of consumers today complain about products and services on social networks, and they are more likely to accept what they hear through social networks rather than what they hear through advertising.20 percent of customers who complain on social media expect a response within one hour.This change in consumer behavior is driving a change in the businesses that serve these customers. At Microsoft, we are confident that social technology will become a natural feature of how we work with colleagues and customers, just as it already defines how we connect with friends and acquaintances. Since social media is already part of the fabric of our daily lives, introducing it into the enterprise isn’t a matter of adopting a new technology, but adapting business communications to the way people already work and communicate. Enterprise social simply reflects evolving work styles.Businesses can’t afford to miss out on powerful technologies that their workers already use to share information and communicate. Your employees are also consumers, and they are bringing the desire to connect in new ways into your business. Social media has the potential to unite increasingly dispersed organizations and bridge the gaps in a multigenerational workforce. Social technology enables businesses to interact with customers rather than simply talking to them—taking business communications from marketing messages to conversations and relationships. Additional information:Today, more than 1.5 billion people around the globe have a social networking account. By 2011, 72% of companies surveyed by McKinsey Institute reported using social technologies in their businesses and 90% of those reported business benefits from them. (McKinsey, 2012 – reference link below)"In 15 of the US economy’s 17 sectors, companies with more than 1,000 employees store, on average, over 235 terabytes of data—more data than is contained in the US Library of Congress." (McKinsey, 2011 – reference link below)The social trend is deeply connected with mobility—workers expect to connect from multiple mobile devices via social and communication tools, and remote workers rely on social to stay more deeply connected with their colleagues.  References: Neisser, Drew. “Twelpforce: Marketing that Isn’t Marketing.” Fast Company. May 17, 2010. http://www.fastcompany.com/1648739/marketing-that-isn-t-marketing“Gartner Executive Programs' Worldwide Survey of More Than 2,300 CIOs Shows Flat IT Budgets in 2012, but IT Organizations Must Deliver on Multiple Priorities.” Gartner, Inc. January 18, 2012. http://www.gartner.com/it/page.jsp?id=1897514Gens, Frank. "IDC Predictions 2012: Competing for 2020.” IDC. Doc #231720. December 2011. http://www.idc.com/getdoc.jsp?containerId=231720Qualman, Erik. “Social Media Revolution.” Socialnomics.com. May 5, 2010.http://www.socialnomics.net/2010/05/05/social-media-revolution-2-refresh/"In 15 of the US economy’s 17 sectors, companies with more than 1,000 employees store, on average, over 235 terabytes of data—more data than is contained in the US Library of Congress." The McKinsey Institute:http://www.mckinseyquarterly.com/Are_you_ready_for_the_era_of_big_data_2864McKinsey Global Institute, The social economy: Unlocking value and productivity through social technologies July 2012 - http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy 
  • The truth is teams today are OVERWHELMEDGLOBALISATION - different cities, groups, or companies working togetherFINDING INFO? LATEST VERSION? UPDATES?39% ACTUALLY GETTING WORK DONESo what if you could reduce this time – image how much more an organization could doSources:MCKINSEY 2012
  • GALLOP – 71% employees NOT ENGAGEDgeographically DISPERSED / MOBILE workforceComms – TOP DOWN – to many EMAILS – no FEEDBACKEmployees are not RECOGNISED / DISCONNECTED and LACK A VOICE= loss of PRODUCTIVITY AND higher costs due to TURNOVERWhat if EMPOWERED ENGAGED DRIVE COMPANY VISION ?http://engagementisnotenough.com/pdfs/Cost_of_Engagement.pdf
  • Key Points: Microsoft is bringing together the software that end users love with the platform that IT needs, to deliver a combined best-in-class experience. Microsoft is in a unique position because we own a fantastic set of assets. On the EXTERNAL side – we are building in the hooks you need to engage customers and partners within consumer and business social networks. Today that’s Facebook, Twitter, LinkedIn, and Skype. But these are evolving constantly and we are building in an extensible way that will easily adapt and bridge to what’s next. By bringing Office to the cloud as a service (Office 365), we are empowering users to bridge their business and personal lives. On the INTERNAL side – we are bringing together and weaving social capabilities across networking, collaboration, email, unified communications, and business applications. We offer enterprise social networking with Yammer, content collaboration and management with SharePoint, Office productivity with Office 365, and communications and presence with Lync --and we are combining these tools to create new experiences that help people get things done. We announced new social integration with Microsoft Dynamics, including social analytics and social marketing capabilities. We are bringing together Lync and Skype so that Lync users can seamlessly connect with more than 30 million Skype users. And the near future you’re going to hear about more integrations with Yammer, SharePoint, and email. In order to be successful within your business, social must be a part of a connected platform that IT can rely on to manage and secure. Business leaders get value from a connected platform as well – because it means users will have a single identity and presence across individual tools. And leaders can connect social analytics with other business data for powerful insights.  Detailed Script: Microsoft has an exciting vision for enterprise social: we want to help companies transform their business with enterprise social. In order for that to happen, two things are necessary: First, social can't just be a destination—social capabilities must be a natural part of how we work, seamlessly woven into the tools you use every day to get your work done. Social has to be easy, frictionless, and in context. Microsoft is in a unique position to deliver a seamless experience because we own a fantastic set of assets—social, collaboration, email, and unified communications—and we are combining these tools to create new experiences that help people get things done. Our vision of a connected experience is to have a tool that will allow you to start a conversation in a newsfeed, ping one of the participants on IM, escalate to voice and video, follow up over email, and circle back to the original conversation with an update. We want to have the context of those conversations follow you across those tools, and have everyone involved be able to participate in the interactions regardless of where they are or what device they have with them. Some of this is already possible today, and we will continue building this “connected experiences” scenario to make it available to everyone. Microsoft has the depth and breadth of capabilities to realize this vision. On the EXTERNAL side – we are building in the hooks you need to engage customers and partners within consumer and business social networks. Today that’s Facebook, Twitter, LinkedIn, and Skype. But these are evolving constantly and we are building in an extensible way that will easily adapt and bridge to what’s next. By bringing Office to the cloud as a service (Office 365), we are empowering users to bridge their business and personal lives. On the INTERNAL side – we are bringing together and weaving social capabilities across networking, collaboration, email, unified communications, and business applications. We offer enterprise social networking with Yammer, content collaboration and management with SharePoint, Office productivity with Office 365, and communications and presence with Lync --and we are combining these tools to create new experiences that help people get things done. We announced new social integration with Microsoft Dynamics, including social analytics and social marketing capabilities. We are bringing together Lync and Skype so that Lync users can seamlessly connect with more than 30 million Skype users. And the near future you’re going to hear about more integrations with Yammer, SharePoint, and email. Second, in order to be successful, social must be part of a platform that IT can rely on to manage and secure. The information in a social network is some of the most valuable intellectual property in the company. The platform needs sophisticated security, management, and compliance capabilities that don't get in the way of the users, but do allow IT to sleep better at night. We align to existing enterprise standards and have the manageability, control, and governance capabilities that IT cares about. Business leaders can rest assured that Microsoft solutions will be IT-approved. For business leaders, having a standard cross-company social solution with IT as a partner is a good thing—it will maximize the integration, connectedness, and the value they can extract from their social technology investments. It will ensure users have a unified identity and presence across individual tools. And it will enable leaders to bring together social analytics with other business data for powerful insights.   
  • Change is inevitable but there is much more RAPID change into todays BUSINESS ENVIRONMENT – Acquisitions, new product launches, re-organizationsChange can PROPEL GROWTH and increase SHAREHOLDER VALUEBUT Change is HARDBusiness that can’t change often experience – TURNOVER, DECLINE IN PRODUCTIVITIY
  • Despite great tools – challenge to find information (language is also a silo)PEOPLE and INFORMATION are still SILOEDCONFLICT – employees THIRST to CONNECT – DYNAMIC Content and Conversation …….. NOT STATIC - BUT tools don’t helpNEW way to CREATE BUSINESS VALUESTART by considering your GREATEST ASSET – YOUR PEOPLESources: IDC
  • This organizational model has worked well to an extent. But it imposes costs. A highly structured organization is oftentimes a rigid, inflexible organization that cannot adapt quickly to a changing marketplace.
  • That's because executing it well means examining your organization's culture and leadership styles. (window into the soul of the organization). To make Yammer effective, approach it as a leadership and management challenge, not as a technology implementation.
  • Catapult integrates technology-focused goals, functional (business) requirements and User-Centered Design into one cohesive process, a User-Centered Experience. Our project teams follow a balanced and holistic approach by blending the user community, the business owners and the development teams into a cohesive force that builds upon the experiences of many mental models.
  • Executives are always are of the business problems and want to build systems that solve those problems. Break down between how they envision the solution and what management and staff need to solve. Example WB example
  • These also reflect the opportunity for partners to help customers in each area through different service offerings.Clarify vision for socialSupports core company valueArticulateto employees Define success metrics up frontIdentify champions and Internal influencers (exec to ground level)Drive Adoption and momentum Integration –importance of cross departmental / geographical collaboration but this applies to business platforms too. Integrate across business sources of business data - Across different applicationsIntegrate into daily internal processes. Appoint community managers -Drive engagementuser stories / Best Practice – Promote and inspireAnalyse and adjust strategy
  • Facilitator's Notes: Make the Yammer experience positive for everyone, especially those new to it!
  • Facilitator's Notes: Being a thought leader on Yammer is so easy you do not need to be in a position of power within your organization to be seen as one. Simply lead by example by adding value and people will follow you on Yammer!
  • Gauge their support for Yammer directly or through intermediaries
  • External Research supports that this is not just about the technology. The effort needs to go into helping people understand how this works & how it can help them do their job better, & work more efficiently & openly. Enterprise social is not just about a functionality checklist that confuses the user.
  • The overemphasis on technology results in an estimated 80% failure in implementation. The success of implementation is not about the technology, it’s about the change in behavior.
  • “Working social" is more than just a newsfeed. It's a journey that fundamentally changes how people work together. Customer-centered approach in which the value is defined by the customer Can be completed by any individual, team, department, or organizationEmpowers a shift from working in silos to working out loud
  • The goal is for the partner to help the customer outline the high-level goals and priorities. These can then be translated into a Vision Statement, which is the customer’s foundation for communicating the business value of Yammer to executives and all employees. This should be defined from the outset of the journey. The vision can be set on the broader organizational level, or for a specific team or project. A vision can start vague and become more clear throughout the journey, and it can always be updated to adapt to the changing needs of your organization.  A clear vision is important because it:Enables all employees to foresee the value Yammer will bring to the organization and to them personallyAchieves a clarity of purpose which helps secure buy-in and supportWill serve as a guide during planning and implementation, and will help identify measures of successAny employee, team, project, department, or organization can define their own vision for Yammer as it relates to their specific goals and objectives.
  • This step should involve all individuals who are going to drive and support the change throughout the entire organization. Executives / Departmental Owners: can ensure that the vision aligns with the overall company or departmental goals and objectives.  Project Managers: will be responsible for carrying out a plan that supports this overarching vision. IT Lead: can set the vision in the context of other initiatives taking place in the IT landscape.
  • Discover the potential of Yammer by tapping into the community:Explore customer success stories (www.yammer.com/customers) Ask questions and share challenges with other customers in the YCN to learn more about their vision and goals for socialDiscover what resonates within your organization:Speak to individuals throughout your organization about what they hope to achieveEvaluate your organizational & communication obstacles and consider how Yammer can help
  • make sure to emphasize that it's not about YAMMER, but about looking at the bigger picturequestions like....what are the current communication challenges does your organization face?
  • In this step, the goal is to prioritize ways to use Yammer that support the vision. This step will continue to include a brainstorming and exploration of potential ways Yammer can be used throughout your company, but will ultimately come up with a prioritized list for planning. Review the different initiatives you’d like to accomplish through social, and arranging your goals in order of importance and impact. Focus on 3-5 initiatives to strengthen your ability to clearly communicate and train employees about how the enterprise social network will add value. By mapping Yammer use to specific business value, you can effectively measure success and see tangible business results. This will allow you to share your success, validate Yammer as a business tool, and gain new support and interest across your organization.
  • This step requires coordination across a many different individuals and departments. Project Manager: Responsible for helping Departmental Leaders understand the business value of Yammer and ensuring that the prioritized areas of focus align with the overall network vision.Departmental Leaders: Responsible for identifying opportunities for social and incorporating Yammer into their teams’ work processes.  Group Leads: Assigned by the Department Leaders to help make the solution actionable. Will continue to own and execute on these initiatives on a day-to-day basis with the Project Manager in the subsequent phases. 
  • These focus areas can be very general priorities of things the organization wants to change or improve. These are not focused on industry or geography – these are focused on creating solutions for organizational problems like collaboration / engagement / innovation
  • Focus on how the organization will put the prioritized initiatives for Yammer into practice, which we refer to as "user stories". user stories are simply a defined way of using Yammer to accomplish a specific goal or task.While some user stories are the ones initially identified during the brainstorming conversations with the organization's key stakeholders, others will start or have already started to develop organically as network members continue to grow and adopt the Yammer platform into their day-to-day workflow. It's important to embrace both the top down, strategic user stories as well as the viral, bottom up user stories. A combination will further encourage participation and engagement across all levels of the business. 
  • It is imperative to gather together a committed team of individuals across various regions and departments. Use Case/Group Leaders: Responsible for prioritizing how their teams will use Yammer based on immediate business needs and the level of difficulty to implement each use case. Project Manager: Will coordinate all the moving parts and pieces, and help contribute ideas and best practices to the solutions being outlined.Power Users: Can provide insight into how they currently work, how these changes will affect them, and how they can be involved in the supporting the execution of the user storieobjectives.
  • For each prioritized way of using Yammer, you will want to work with all related parties to answer the following questions to plan for implementation:What is the challenge/opportunity?What are the business benefits you want to achieve?What behaviors need to be change to realize the outcomes? Who is the Champion/Owner/Community Manager?What is the project timeline & review date?How do we measure success? What Yammer materials & resources are available to help?
  • This step is focused on actual network and user storieimplementation. This requires a technical implementation plan; but more importantly, this step requires a through change management plan to address the people side of the change.Pick a specific date or period of time to launch in order to allow ample time to prepare, build anticipation, and celebrate as a group.  Develop proper communication and training before, during and after the launch. Plan engagement events to increase initial participation in your network.Keep in mind that the network will take time to gain momentum and become self-sustainable; make sure to account for this adjustment and transition period.
  • It is essential during your network launch, that users are adequately trained and understand how Yammer will help them during their day to day activities and help the organsiation as a whole. Without these elements, users can become unengaged and the potential business value depreciates. This graph depicts the typical engagement of users over time. When Yammer’s free version is being used, adoption grows virally and users gradually become naturally engaged. Once the product is bought, users are formally onboarded and go through network launch, and adoption and engagement will rapidly accelerate. This is the critical moment where adequate communication and training is essential. Without this, users will not understand why Yammer is being used, why it will be useful for them and how to use it. Engagement will fall and any potential business value will be lost. However, with correct training and communication of use, organisations typically maintain natural engagement from users, adoption continues to grow and Yammer remains beneficial to the organisation.
  • The most successful Yammer rollouts occur when a committed team of individuals, representing a cross-section of your organization, executes all tasks effectively and on time.IT Specialist: Handles any technical requirements, including network settings and integrations. These tasks should be completed prior to launch to all employees.Executive Leaders: Endorse and communicate the Yammer vision, and legitimize and encourage Yammer use. Lead by example by directly participating in Yammer. Project Manager: Oversees the network rollout and manage timescalesCommunity Manager: Manages the day-to-day execution of the rollout, launch and awareness events, and helps create connections and inspiration in the networkGroup Leaders: Evangelize Yammer within departments, assist with Yammer group setup and lead by example throughout the prioritized user stories
  • 1. Create Timeline: Develop your launch action plan and assign responsibilities.2. Conceptualize Launch Event: A launch date builds anticipation and excitement about the initiatives.  3. Develop Communications: Comms should be divided into the three different phases of Yammer (pre-launch, at launch and post-launch) and should focus on ensuring employees understand the “WIIFM?”4. Prepare Trainings: Members should be comfortable with Yammer through basic trainings, and also understand how to use Yammer to perform their specific tasks. 5. Manage Your Community: Enable Community Managers to inspire and engage the network, through a clear strategy to drive engagement. Identify Power Users and create a community of champions to spread buy-in.6. Identify Technical Needs: Decide how your employees will be accessing the network and identify any integration needs, mobile needs, as well as ongoing network help and support.
  • This step focuses on creating a plan for long term success – to review achievements, maintain momentum, and adapt to new challenges.Evaluate what you’ve already accomplishedShowcase the successes throughout your organization to gather new interest and opportunitiesTake best practices from previous achievements and apply them to next stepsThe ultimate goal is to figure out how to best enable individuals throughout the organization to continue expanding the network and initiatives on their own.
  • This process requires engaging the people previously involved with Yammer's implementation, as well as identifying new individuals throughout your organization committed to helping Yammer grow.  Project Manager: Identify network successes and areas of opportunity, determine what strategies worked best in order to apply them to new ideas and user stories, and continue the push for growth of the network. Leadership: Can help confirm or update the vision and sign off on new Yammer plans.Department Owners: Previously inactive departments should be more comfortable integrating Yammer into their business. Active departments will have new ideas for teams and projects.  Community Managers: Continue to educate the network, share successes on Yammer, inspire ideas, and recruit more champions & Power Users. Power Users: Continue to lead by example, inspiring others to use Yammer and possibly evolve to become Community Managers.
  • A thorough Yammer evaluation will be a combination of quantitative network analytics, qualitative success stories, and employee feedback. This helps you check on your network health and reprioritize your Yammer initiatives. Utilize the Analytics App. (or other partner integrations) to quantitatively track network progress and events over time. Add the topic #YamWin to conversations throughout the network that show business value.  Include Yammer as topic in your employee surveys to see how it has affected their workflows.Share this information with your company to garner further support and interest.
  • SASUG April - Building Social Networks and the Social Journey

    1. 1. The Social Journey and Customer Success Program February 2014
    2. 2. Agenda  Why Change the Way We Work?  How We Engage: UCX  Let’s Knock it Out: Customer Success Program  And… Take the Social Journey Together
    3. 3. Why Should We Change? The Social Work Transformation
    4. 4. First- What Are We Talking About? Social Networks in general allow individuals to connect with information and with other people who share their interests. These connections occur in an online environment, where the exchange is often written down and preserved for others to later discover. Through Social Networks, we are creating a vast archive of ideas, connections, and conversations. Enterprise Social Networks yield these same benefits. Within a closed, private network, employees can create for each other a vast archive of business ideas, connections and conversations. Having greater access to information about their role, their project, and their organization allows employees to work more efficiently and to innovate more quickly.
    5. 5. Being social is human nature—people have always discovered ways to connect with each other, share knowledge, make collective decisions, and collaborate to do big things.
    6. 6. Millennials will make up 75% of the American workforce by 2025 Inside your business employees want to harness information, connect, engage, a nd work together in new ways 72%of companies are deploying at least one social software tool Outside your business empowered customers have more information and want to connect in new ways Always on— Consumers use an average of 4 devices every day 20% of online consumers expect a response within one hour via social media Business & Consumer Consumers are the Drivers of Transformation Employees need to extend and connect networks across the firewall to partners and customers Companies with >1000 employees average more data than the US Library of Congress >235terabytes > 1.5B people around the globe have a social networking account
    7. 7. Break down silos and achieve flow… Social capabilities must be a natural part of how we work, seamlessly woven into the tools you use every day to get your work done. Social has to be easy, frictionless, and in context.
    8. 8. Traditional Systems = Silos = Disconnect • • • •
    9. 9. Break Those Silos Down Primarily relying on standalone software applications and on traditional communications platforms prevents information sharing across the organization. Traditional systems do not allow you to tap into tribal knowledge nor to easily locate expertise across the organization. By adding a social layer across standalone software applications, and by encouraging group communication primarily through an enterprise social network, organizations can begin to breakdown silos.
    10. 10. Enterprise Social Networks Connect ESNs allow you to connect with anyone in the organization, no matter what department they are in or what business application they use. ESNs enable you to search conversations that have already occurred, and to access others’ expertise and tribal knowledge.
    11. 11. - Geographically DISPERSED / MOBILE workforce - Comms – TOP DOWN – to many EMAILS – no FEEDBACK - Employees are not RECOGNISED / LACK A VOICE
    12. 12. ? CONNECTED Platform Active Directory Empower Employees to Adapt Employees need internal communications tools that allow them to quickly respond to consumer-driven changes
    13. 13. 18% higher productivity 12% higher profitability 51% lower turnover Top-Performing Companies Have Engaged Employees
    14. 14. COMPANIES PARTNERSCUSTOMERS Employees ”There’s no question that this has helped us reduce the time it takes to go from a new idea or call to action to execution. It accelerates innovation.” Gregory North — Vice President or Business Transformation, Xerox Successful Transformations Use Social
    15. 15. Social: A New Way to Do Business
    16. 16. A highly structured organization is at risk of becoming irrelevant in a quickly changing marketplace…
    17. 17. The Social Organization: How to Use Social Media… Gartner Research
    18. 18. Customer Success Program What Creates Social Success?
    19. 19. High Level Overview Coach customers through the Social Journey methodology to create success within their own networks. 5 steps to implementing and maintaining their network, and achieving business value. Community Manager Social Journey Methodology for Achieving Success UCX Engagement Model Understanding the way the user works and the business needs helps us create a system that achieves results through high user adoption.
    20. 20. Customer Success Program Methodology & Self-Guided Resources Community-Based Learning & Support Customer Success Managers User Centered Experience Engagement Model
    21. 21. Four factors for a successful journey
    22. 22. Trust that employees will do the right thing Encourage employees to challenge long- held assumptions How can I help? Build a culture where employees treat each other as they would treat a customer Letemployeesbe themselvesatwork Create a Positive Environment for Employees
    23. 23. Create Social Leaders who... Lead by example Set aside resources for engagement Strivefor a virtual walk-the-floor management style Read and listen more often than they comment
    24. 24. Build Support Among Managers Who are Interested Identify managers already interested in Social Media And Willing Offer small group training Clarify what managers should start, stop and continue doing because of the ESN But Maybe Not Yet Change takes time Routinely share success stories Wait for the right time
    25. 25. The Social Journey
    26. 26. Gartner, September 2012 Social Enterprise is implemented 80% through organization culture and 20% through technology.” A Blend Of Both
    27. 27. Gartner estimates that through 2015, 80% of social business efforts will not achieve the intended benefits due to inadequate leadership and an overemphasis on technology. http://www.gartner.com/newsroom/id/2319215
    28. 28. The Social Journey     
    29. 29. Step 1. Define Your Vision
    30. 30. Vision Questions       Using the answers from these questions, a customer can draft an actual Yammer Vision Statement.
    31. 31. Example Vision Statement Social Solution: Reinventing the Way We Work! • Transparent Communication: A platform to deliver a consistent message and facilitate two-way communication. • Collaborative Projects: Drive productivity by facilitating cross geographic and functional team project collaboration. • Shared Knowledge: Increase access to information and the ability to share best practices and learn from each other - peer to peer. • Inspired Work: Accelerate innovation giving us the agility to meet the needs of our changing business.
    32. 32. Example Vision Statement We create a safe and open collaboration platform for easy sharing of company data and news between employees to improve efficient execution of our strategies as part of our culture of performance." One Place for Employees to Learn, Connect and Collaborate."
    33. 33. Step 2. Map to Value
    34. 34. Other Businesses are Transforming with Social Collaborate Connect, collaborate, and deliver with high performing teams 1. Collaborate with teams across geographical location and job function 2. Manage projects 3. Manage events 4. Launch marketing campaigns 5. Stay connected on any device 6. Improve team alignment Engage Attract, engage, and retain your employees 1. Improve company communication 2. Improve onboarding, learning and development 3. Recognize top talent 4. Identify expertise 5. Share best practices 6. Retain employees Innovate Adapt, compete, and win through rapid innovation 1. Launch new products 2. Brainstorm and crowd source new ideas 3. Enter new markets 4. Adapt and respond to change 5. Build a unified culture 6. Get feedback from partners, suppliers, and customers 7. Bring teams together during a reorganization or a merger & acquisition.
    35. 35. Step 3. Work Social
    36. 36. Work Social   User stories are simply a defined way of using Social Solutions to accomplish a specific goal or task.    
    37. 37. Employee Onboarding Engage Description Bring new employees into the conversation from day one and provide a real-time resource of information. Help new employees get up to speed as quickly as possible. Issue We currently have a formal onboarding process to inform new employees of processes and resources, however there are limited opportunities to educate them about our culture and create a sense of inclusiveness. Solution Bring employees onto Yammer on their first day at the organization. By creating early adoption, employees are more likely to participate in conversations – and do so more frequently - and will be more informed at an early stage in their tenure. Employees will also be able to see conversations that happened prior to their start date, to speed up their awareness. Onboarding materials would include suggested groups to join to ensure they are ingrained into the culture from the beginning. Benefits • Increase adoption • Convey culture and benefits to employees early on • Live FAQs for new employees • Historically searchable Success Metrics • Use of tool by new employees • Employee survey question Owner & Timeline • HR team and Departmental Managers • Before Summer 2014 hiring season
    38. 38. Employee Recognition Use Case Engage Description Employees are regularly sharing their successes within the Firm – client wins, sales techniques, thought leadership / media hits, corporate citizenship activities, best practices, etc. In addition, employees are being publicly recognized by their peers and managers for their dedication to the firm. Issue Currently, Corporate Communications is the only venue for sharing employee successes firm wide (Engagement Highlights, Competitive Intelligence, Weekly Update, etc.). This limits the reach, content collection and two-way celebration about employee successes. In addition, although employee recognition exists within the firm, it is more private and formalized. Solution Allow employees to share their personal and team successes within the internal public forum of Yammer; encourage feedback and additional conversation among employees. Educate employees to utilize tags to better measure success. Benefits • Publicize successes • Share best practices • Historically searchable • Accessible via mobile Success Metrics • Praise report • Report measuring the number of tags related to success stories • Employee survey question Owner & Timeline • HR and Corporate Comms team • January 1, 2014
    39. 39. Step 4. Drive Success
    40. 40. Drive Success- Implement User Stories     
    41. 41. Drive Success- Change Management % of engaged users With adequate user training and on-going communication of Yammer’s benefits Without adequate training and communication Formal launch Yammer begins to spread virally People leave (no value)Preparing for adoption TimeFree service Premium service
    42. 42. Step 5. Evaluate, Adapt & Iterate
    43. 43. Evaluate, Adapt & Iterate  • • • 

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