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Beyond theory: Trials & tribulations in becoming a successful social business

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Beyond theory: Trials & tribulations in becoming a successful social business

Session as delivered by Sasja Beerendonk & Femke Goedhart at ICONUK in London on September 12th 2014

Abstract: There is lots of theory about how to become a social business but what really does or doesn't work? We wanted to know and interviewed 32 companies in various stages of their journey to becoming a social business. Not just highlighting the big wins but also talking about the struggles and small successes that really made the difference.

Taking the experiences of 32 companies, we've created a Social Business journey scenario that can help you identify the successes and avoid the pitfalls in becoming a social business.

Session as delivered by Sasja Beerendonk & Femke Goedhart at ICONUK in London on September 12th 2014

Abstract: There is lots of theory about how to become a social business but what really does or doesn't work? We wanted to know and interviewed 32 companies in various stages of their journey to becoming a social business. Not just highlighting the big wins but also talking about the struggles and small successes that really made the difference.

Taking the experiences of 32 companies, we've created a Social Business journey scenario that can help you identify the successes and avoid the pitfalls in becoming a social business.

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Beyond theory: Trials & tribulations in becoming a successful social business

  1. 1. Beyond theory: Trials & tribulations in becoming a successful social business Lessons learned from real organisations about becoming a social business
  2. 2. Introduction
  3. 3. What worked, what didn´t
  4. 4. True or false? ´BOTTOM – UP’ IS BETTER THAN ‘ TOP-DOWN’
  5. 5. Bottom-up Top-down • Alignment • Strategy • Resources (Budget & Time) • No coordination • “Islands” • No long term strategy • “IT party” • No engagement • Resistence • Engagement • Natural Champions • Passion
  6. 6. Adoption curve Rogers innovation theory (Diffusion of Innovations) Gabriel Tarde, Everett Rogers.
  7. 7. True or false? ´WHY’ IS MORE IMPORTANT THAN ‘WHAT’
  8. 8. The golden circle
  9. 9. The golden circle
  10. 10. The golden circle
  11. 11. The cone
  12. 12. Mission – Vision / Values - Strategy Mission Why we exist Vision Values Where we want to go What we believe in Strategy What we must do
  13. 13. ´WHO KNOWS BEST: USERS OR MANAGEMENT?’
  14. 14. Maslow’s ROI Hierarchy for Enterprise 2.0 Organizational agility Innovation culture Cross-org collaboration Employee satisfaction Customer satisfaction Revenu generation Cost-savings IMPACT ON ORGANIZATION SUCCESS SOFT MEASURABILITY OF BENEFITS HARD
  15. 15. REQUIREMENTS
  16. 16. Must haves Should haves Could haves Won't haves (or would haves) Specific Measurable Achievable Relevant Time-bound
  17. 17. Traditional requirements Requirement MoSCoW x# of Status updates M File sharing of xGB M IM chat x Nr of transcripts S … …
  18. 18. Hard requirements…
  19. 19. Soft requirements… SOFT
  20. 20. Which is better? ´ENTICING PEOPLE ONTO THE PLATFORM OR ZERO OTHER OPTIONS?’
  21. 21. ZERO-OTHER OPTIONS Back doors Avoidence Confusion Dispersion TOO MANY OPTIONS
  22. 22. Recognition & Reward Phased implementation Adoption & Communication Migration
  23. 23. Adoption & Communication
  24. 24. Personas (Groups, Teams or Project) Daily work activities Tools Invent new ways of working
  25. 25. Adoption curve Rogers innovation theory (Diffusion of Innovations) Gabriel Tarde, Everett Rogers.
  26. 26. Scenario building blocks Need for change Why are we doing this scenario? What problem will it solve? Knowledge / behavior Agreements? Skills How can I use the tools? Knowledge Where can I find more information? Behavior How will it help me in my daily work? who will help me with my questions?
  27. 27. ´BIG BANG IMPLEMENTATION OR SOCIAL EVOLUTION?’
  28. 28. Can’t see the forest for the trees… Confusion Feeling of being held back… Irritation
  29. 29. Vision / Strategy  THREE YEARS / THREE MONTHS Deliverable 1 Deliverable 2 Deliverable 3 Deliverable 4 Deliverable 5 …… …… …… …… …… …… ……
  30. 30. First steps to Social Business Activity Q3 2014 Q4 2014 Q1 2015 Q2 2015 Smarter meetings MT Smarter meetings Credit dep. Paperless Meetings Board PR Commission Sharing Information Finance / HR Client information (soft) Internal newsletter Co-creation MT documents Education (Academy) Meetings Soft Co-creation Information Education (Academy) Directors Meeting Client information (soft)
  31. 31. Practice new behavior TINY HABITS
  32. 32. BJ Fogg Behaviour model
  33. 33. What is Tiny Habits? Behaviour that … you do daily takes little time takes little effort Keep it SIMPLE Celebrate success
  34. 34. State your Tiny Habit AFTER I [ANCHOR], I WILL [TINY HABIT]
  35. 35. Which is better? ´FREEDOM OR CONTROL?’
  36. 36. 7 Habits for Social Business Habit 1. Be pro-active By listening being able to participate and intervene 2. Begin with the end in mind Work step by step towards a result 3. Make priorities Enhance productivity by not doing some things 4. Respect interests of others Collaborate for positive result 5. Think win-win Get to know colleagues’ true opinion 6. Gain from differences Search for synergy in opposite types 7. Take sufficient care and rest Work hard, play hard
  37. 37. The 8th Habit: finding your own voice Your TALENT Your CAREER Your INCOME Your PASSION
  38. 38. Coordinated change I want … I need … I like …
  39. 39. Create a common social voice and approach Metrics and Measurement Community management Reputation and Risk Management
  40. 40. True or false? ´TRAINING IS NOT ADOPTION’
  41. 41. Personal learning preferences
  42. 42. Jung’s personality types
  43. 43. Targeted training Completeness, quality Harmony & collaboration Innovation and a podium Action and progress Targeted training Creative workshops Co-creation Testing playground Thorough paper CBT Extensive manual Best Practices Thorough paper Over the shoulder support Open minded sessions Forum CBT Innovators Early adopters Early majority Late majority Early majority Late majority
  44. 44. WorX coaches
  45. 45. ´IS THIS THE END?’

Editor's Notes

  • So what do you get when traditional requirement gathering is done for social tools….
    People only looking at global elements and functionalities
    The trick is however to look at the underlying elements of how people wil use it to obtain those higher levels of the maslow pyramid. Catching that in SMART is not as easy ….

    Comparison sites of social tools are a good example of this. As they all more or less want to claim they can do it all they will all tick most of the boxes. But what does “mobile” mean for SP where file sharing is about as far as the mobile interface goes compared to IBM Connections that allows 85% of all functions offerend on the webinterface in a mobile interface too….

  • The basics of requirement gathering are the same:
    Identify sore points where Agility/Collaboration/Etc can play a role
    Work out what you would like people to do
    Analyze if the tools can do it
    Choose your solution

    Example:
    We’re missing sales
    We want an order registration system
    It has to allow for x orders, access from mobile devices for our sales reps and each order needs to have a workflow
    New ERP with a BPM module that allows for the number of orders, has a mobile interface so reps can view and enter orders while at customers and a workflow machine

    With social though the sore points are not as clearcut
    We want our users to share more knowledge
    A system that users will happily use to share information, even when not asked to
    It has to have an easy interface? It has to have a mobile interface?.....
    A social platform….
  • The difference is in the “We WANT…” as you want to encourage behaviour that is considered to be outside of the normal day to day activities (“I’m a sales, I have no time for this, my bonus is linked to my sales revenues, not to how many status updates I place”) you will have to find out where you can create the added value for the users. To do that you need to address: FEELINGS, BEHAVIOURS AND WISHES
    But to ensure this won’t derail into a free for all you can address these specifically through scenarios

    Link to behaviour & Sentiments
    But you have to add the ‘other’ side to it…..
    By addressing the fears and resistence
    And looking at the work habits
    You can tap into the Desires and Wishes
    Users open up to seeing what the would need

    Why resentments and resistence first? Because users hate change, even if it is in their best interest. By acknowledging those first it will be easier to get users to start thinking about new things

    Use brainstorming and other techniques to get input

  • Femke
    So what do you do when you are implementing a new social platform? Do you close all other options off or try to entice people?
    There is something to say for both. Having too many options means users get confused and especially when another option was available it will be hard to entice them to leave that platfrom for something new if it remains available (most ppl hate change)
    Even if everyone wants to move forward that still applies:
    Example3 platforms – one in each BU – all three wanted to collaborate more – all three wanted the others to relinquish their platform for theirs….. Who’s budging


    organized resistance as a result of giving the choice between several platforms (mine is best) - rogers curve -> laggerds versus early adopters
  • Users hate to be forced, they will resist it and find ways around it. Sometimes to keep things as they are, sometimes out of spite

    Weerstand versus lokken
    Verhaaltje : Om IT heenwerken, (GGZ voorbeeld)
    GGZ works with privacy sensitive data. Therefore security was tight (everything locked down).
    But new (mobile) developments were not taken into account, and employees started looking elsewehere.
  • So there is a need to find the balance. To do so one should think about strategies to mitigate the risks of too many options versus not enough options. Things that can help here are:
    Phase your implementation so users have time to adjust and get used to the new situation
    Recognize it is a change. Nobody likes change. Allow for grumbling up to a point but always counter by pointing out the benefits and reward those that make the change
    Train & communicate. No change is obvious
    Migrate what is already there. This helps users feel at home as they recognise whats there/gives them a flying start

  • One way to entice poeple onto a new platform is to offer them very direct examples of how the new tooling can help them do their work differently.
    This also directly appeals to two of the major groups in the Rogerscurve:
    The Early majority likes to be involved in creating new ways of working and making them into best practices
    The Late majority that will only come along when the new practices have been estheblished and have been christalized into practice

    Gevoel en gedrag ook meenemen!!!!
    Geen knoppentrainingen want de roadmap is niet duidelijk
  • By identifying a scenario where you want to change the way people work, identifying the tasks, tools and personas one can then begin to come up with new ways of working

    Gevoel en gedrag ook meenemen!!!!
    Geen knoppentrainingen want de roadmap is net duidelijk
    Vergelijkssites geven aan dat ze het toch allemaal
  • Early majority makes the scenarios
    Late majority uses it
  • waarom hanteren we dit scenario (noodzaak tot veranderen)
    welke werkafspraken horen hierbij (kennis, gedrag)
    hoe maak ik gebruik van de technische tools (vaardigheden)
    hoe gaat het mij helpen in de dagelijkse praktijk (houding/gedrag)
    waar vind ik meer informatie (kennis)
    wie helpt mij bij vragen over deze verandering (kennis, gedrag)

    Outcome is much broader then just your requirements als changes for culture and behaviour also are taken into account
  • Fenmke:
    3yr/3mnths

    Sasja:
    Tiny habits ***
  • Femke

    Expecting users to jump right in and fully utilize a new system right away is an illusion, certainly with a social platform. So some sort of phasing can certainly help drive adoption. Be careful though not to hold back users either by not giving them a chance to jump ahead. Not all users move at the same pace and not all social features are relevant to all.
    A common mistake is to broadcast the coming of a new platform with all these great features and then roll them out feature by feature…..

    3 yrs / 3 mnths

    Too much, too long, not fast enough, not deep enough
  • Femke
    Rolling out a system in manageable steps is in fact not a bad idea. This keeps it alive and keeps users active as they see regular steps and deliverables but…

    Niet ongetraind aan de start verschijnen, een gespreide gedisciplineerde inzet, de piek niet net voor de live gang plannen en genieten van een rustige aanloop naar de grote dag.

    Met kleinere stappen in beweging komen richting het doel.
    Duidelijke roadmap met de richting, en waar je over 3 jaar wilt staan.
    Terugrekenen en concreet maken in projecten van 3 maanden. Maar ook ruimte houden om aan te passen en bij te stellen. Je hoeft nog niet elke stap vooruit te plannen zolang maar wel duidelijk is waar je naartoe werkt

    Op hoofdlijnen beschrijf je de route voor de komende 12 kwartalen, en maak je een detailbeschrijving van het komende kwartaal.

    Met deze aanpak haal je er uit wat er in zit.
  • Don’t make those steps about features. IN fact, giving them access to the basic features right from the start is not a bad idea but then group the deliverables by focusing on scenarios where you provide users with additional training, communication and guidence on how to use specific features to address a certain topic like “how are we going to….”. Then ty this in with additional features and add-ins that you deliver with those deliverables. This gives those that leapfrog over to the functions they need a chance to do so and at the same time offers a steady pace of manageable steps and changes to the ones that need to be taken by the hand.

    Themes versus groups versus time
  • Sasja

    Changing behavior is hard. Taking small steps to practice new behavior until it becomes automatic.
  • Training is most often something procedural and tactical.  Its foundation lies in the industrial era of ensuring that your employees knew how to accomplish their basic tasks before throwing them into the day to day business operations.  This training was focused on how to *do* the required work successfully.

    This works well enough if we are only talking about the kinds of jobs where repetitive tasks make up the bulk of their work. As we’ve moved further into the knowledge based economy however those jobs become fewer and fewer.  They are replaced by jobs in which subtleties are involved, judgment is required, communications and human interaction skills are increased.

    Training should be an element of an adoption program.
    Why?  Culture and behaviour.  Culture is necessarily front and center. Behaviour is hard to change and certainly doesn’t happen in one training moment.

    The thing about culture and behaviour is that it’s experiential in practice.  I can tell you what my corporate values are and try and describe my corporate culture to you, but unless you experience it being applied to real situations you won’t truly comprehend it.  It’s contextual.
    This is why scenarios are a big part of a good adoption program. Tiny Habits is another good example.
  • In elke populatie is er een grote diversiteit aan persoonlijkheidsvoorkeuren en de algemene verdeling van de adoptiecurve gaat altijd wel op.

    Train on the tactical
    Educate on the fundamental
    Immerse in the experiential


  • Together
    Don’t see it as a project, its a process
    Ofcourse not. A Social Business Journey is a never ending story.
    But don’t be scared. It’s a fun story!None of the interviewees said they were finished / done.

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