Three steps to social:
Discover, connect, unite
Karen Hamilton
Last modified: May 8, 2014
Overview
08 May 2014Sage presentation 2
1. The Sage story
2. Evolving SageCentral
3. Live demos
4. Lessons learned
Feedbac...
Four guys, a NASAscientist,
a pub, andAlan Sugar’s
Amstrad
The Sage Story
6.2 million companies around
the world use Sage products
and services across 100
countries
My role at Sage
• Employee
communications
• Program manager
• Project manager
• Volunteer
• “Food Sage”
08 May 2014Sage pr...
Show of hands
Sage Brand—Employee Immersion Sessions 10
“To be recognized as the
most valuable supporter of
small and medium-sized
compa...
Becoming a brand-led business
From marketing to everything we do
July 9, 2013Sage Brand—Employee Immersion Sessions 11
Was...
SageCentral vision
• Employee’s daily dashboard
• Single, seamless experience
• Available anywhere, anytime
• Continuous e...
How did you introduce
social to your employees?
FY13Enhancements
Sitecore CMS
Brand rollout
Simplify content
Search
Intro social
Intro profiles
FY14Enhancements
Internet
...
Discover
Phase overview
• Make it easy to find what you need
• Embody new Sage brand
• Introduce social interactions
08 Ma...
Digital landscape
Discover
08 May 2014SageCentral’s roadmap for a thriving social intranet 16
Connect
Phase overview
• Robust employee community
• Anywhere and anytime, on any device
• Seamless experience between two...
Digital landscape
Connect
08 May 2014SageCentral’s roadmap to a thriving social intranet 19
SageCentral
community
What games do you play with
your employees?
Unite
Phase overview
• Integrate critical collaboration tools
• Rally employees
• Predict and suggest
08 May 2014Sage pres...
Digital landscape
Unite
08 May 2014SageCentral’s roadmap to a thriving social intranet 22
Looking forward
Potential future phases
• Convergence
• Global adoption
• Predictive content
• Reputation models
May 8, 20...
SageCentral
Demo (5 mins)
SageCentral Community
Demo (5 mins)
Lessons learned
Our biggest takeaways
May 8, 2014SageCentral’s roadmap for a thriving social intranet 26
Project approach
What’s important?
Organizational
readiness
Managing
change
Employee
input
Technology
May 8, 2014SageCentr...
Digital Workplace Survey
Understand today and tomorrow
08 May 2014SageCentral’s roadmap for a thriving social intranet 28
What is your digital workplace
architecture?
Employee community
Design considerations
• Integrating two sites
• Search UX
• Size and complexity
• Enable vs. disable
• ...
Piloting a community
Our participant selection criteria
Criterion CX HR R&D Marketing
Benefit and use case(s)    
Enth...
Lessons learned
Ongoing constraints
Resources
• Freedom to select new or alternative technologies
• IS support for planned...
Lessons learned
Bottlenecks
• Content!
• Collaborating with IS
− Booking their time
− Understanding methodologies
− Speaki...
Lessons learned
Unique challenges
• A global social platform already exists
• Rogue communities
• Sharing budgets and reso...
What are your
challenges and bottlenecks?
Lessons learned
Downloads for you
Grab your copy
• SageCentral monthly KPI report
• Phase 1 wireframes
• Phase 1 weekly st...
Stay in touch
karen.hamilton@sage.com
linkedin.com/in/karenhamilton
@tinybites
May 8, 2014SageCentral’s roadmap for a thri...
SageCentral’s roadmap to a thriving social workplace by Karen Hamilton
SageCentral’s roadmap to a thriving social workplace by Karen Hamilton
SageCentral’s roadmap to a thriving social workplace by Karen Hamilton
SageCentral’s roadmap to a thriving social workplace by Karen Hamilton
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SageCentral’s roadmap to a thriving social workplace by Karen Hamilton

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  • Hi everyone, My name’s Karen, and I work at Sage. Today is an overview of the project I’m leading – the culture shift of getting employees in North America to work together better, no matter where and how they work. There happens to be technology involved to achieve this, and significant changes to the way we currently work, so we decided to approach this culture shift in three distinct phases.
  • I’d like to share who we are as a company, to help you get a sense of why we decided to ease into this change slowly instead of one big bang. We’re still in the middle of our effort, so I’ve got demos and lessons learned from what we have accomplished thus far, but please interject with feedback and questions while we progress. I’m by no means an expert in launching an employee community - just learning as we go – and I would love insights from those that have been there and done that, as well as ideas from anyone that can look at our project with fresh eyes.I’ll let Lau and Beth keep me honest with time during the demo periods, but feel free to find me this week if you’d like a deeper dive into any of the systems or processes you see.
  • Sage provides small and medium sized organizations with business management software and services - from accounting and payroll, to enterprise resource planning, customer relationship management, and payments. Our customers also receive continuous support through our global network of local experts to help them solve their business problems, giving them the confidence to achieve their business ambitions.
  • Like many of our customers, we began as a start-up business. We started out30 years ago when two entrepreneurs, one of which was a former NASA scientists, teamed up with students from Newcastle university to automate budgeting and accounting for founder David Goldman’s own small business. Legend has it that the Sage name was taken from a poster of herbs hanging at the pub in Newcastle where they got together.
  • Today, Sage helps over 6 million customers and staffs more than 12,000 employees world-wide.
  • 2300 of those employees are based out of North America. Our regional headquarters are located in Irvine, California with other offices across Canada and the US.Our North American workforce primarily uses Microsoft-based technologies, and 80% work out of Sage campuses, but we’ve already begun to support working from anywhere. While less than 1% are considered field employees, nearly a fifth do work remotely, 5% travel regularly (like myself) as part of the job, and an increasing number are using personal devices while they’re on the go in order access Sage resources.
  • I joined the Internal Communications team to help re-imagine not only how management talks with employees, and vice versa, but to support how people can better collaborate across geographies, time zones, and functional groups. My primary focus is on SageCentral, Sage’s intranet environment, and all the projects involved to catch it up to 2014 and even stay ahead of our employees’ needs. (They’ve also found out my love of food, photography, and volunteerism, so when projects are not keeping me busy, I help with local charitable initiatives run by the Richmond campus and advise people what caterers to use or which restaurants to dine at when they visit other campuses.)
  • Before I go on, I’d like to get a sense of where all of you are coming from. Can I get a quick show of hands:How many of you are involved with managing your company’s intranet?How many of you are considering adding an employee community to your intranet or digital workplace?How many have already deployed a community for employees?How many of you have issues with keeping your employee community vibrant?How many of you have an active and engaged employee community? (And how many of you would like to work for Sage?)
  • Let me show you what SageCentral had been for many years before we decided to change it in 2013. It was a traditional corporate intranet, with lists of lists, out of date information, unintuitive navigation, and labour-intensive administration. No one wanted to read it, as was evident from our web stats, and no one wanted to run it—ownership changed hands before finally landing in the newly formed Internal Communications team. In fact, before my boss gave me a demo of the site after I verbally accepted her job offer, she told me I wasn’t allowed to quit after seeing it!The site was a reflection of Sage’s infrastructure at the time. Sage’s global expansion was achieved in large part by acquisition, and even after unification under the Sage umbrella, product groups continued to perform in silos. Employees did want to work better—we had Sharepoint and a homegrown global employee community called Open—but even though systems were put in place, the readiness of our employees to work outside of the teams they knew was not there, and there wasn’t a big push to get them to collaborate. One of several tools to communicate and engage with employeesSageCentral: news, how-tos, resources for NA Sharepoint: collaboration, document managerJabber and 3rd party IM: social, messagingOpen: Sage global extranet + communities
  • We needed a way to rally everyone towards common goals, to surface best practices from one area and make them work in another, all while maintaining a local and tailored experience for our customers and partners. Over the past 5 years, Sage has encompassed the breakdown of these organizational barriers into its strategic direction, both from the customer point of view and internally.
  • The most recent strategic initiative was to move the company from a house of many brands to a Sage-branded house. Evolving SageCentral therefore became one way in North America to showcase, in a very visible way, the commitment of our senior leadership in unifying Sage and building what we call “inner confidence”.
  • These strategic imperatives governed the vision that our team formed for SageCentral. In order to be the rallying point, the information hub, and the place to find answers, fast, we needed to focus on a few key things:Making SageCentral available no matter where and when you needed itMaking it easy to find answers quickly, whether from the top down or from peersMaking it flexible enough to adapt to employee needs as the customer and industry landscape changesAnd making it so relevant to an employee’s work that it becomes their daily dashboard for all things Sage
  • This can be as simple as enabling commenting, ratings, and other mechanisms into your intranet, or as sophisticated as launching a full blown social network platform. We’ll take notes. What factoring into your decision making for your approach?
  • At Sage, considering our growth by acquistion and the very real problem of info silos and employee sub-cultures, we decided to break up our end goal into “baby steps”. After each phase, we’re giving ourselves ample time to assess how our receptive our employees were to that change, and to see what needed tweaking (and making those fixes), and to again evaluate whether our employees are ready for the next phase. Our original plan to implement this roadmap covers three fiscal years, and we are on track, but we are fully prepared to pause our efforts if the organization needs more time to digest and embrace the changes that have taken place and the changes to come.
  • Simplify content, user experience, administrationUSE CASESSearch instead of navigateSave searches and favorite pagesGive feedback or kudos via comments Filter news, resources, and eventsEmail interesting posts to colleaguesCheck SageCentral instead of email for updatesOUTCOMESIntranet satisfaction indexBenchmark from FY13: 40%Goal for FY14: 75%Achieved within 1 month of launchEmail noise reductionIncreased team bandwidth for supporting commsDecreased team turnaround time for commsIndustry recognition
  • Simplified map of internal comms’ digital workplace- Does not represent all applications employees use for benefits, health and wellness, employee recognition, tracking performance, vacations and payroll, and travel/expense management. Most are within the firewall, some are external and outsourced to 3rd party site vendors. Our team does our best to help employees make sense of each application and to have one place from which to access them from.
  • At the end of the Discover phase, this is how SageCentral looked.We’ve since tweaked features, SEO, and navigation based on employee feedback, but the response was overwhelmingly positive, and we received not only internal kudos but regional recognition and industry accolades.
  • Community: now that employees have gotten comfortable using comments, ratings, people finder, provide a bona fide enterprise social network for deeper discussions, ideation, and collaboration.Anywhere, anytime: “Work without boundaries”. Outside of firewall. Responsive design for community. Single sign-on (same credentials; no need to re-authenticate).Seamless experience: prioritize integration points between sitecore and zimbra to unify navigation and search (UX). Phase 3 will advance the seamless experience and the “one stop” goal for SageCentral.USE CASESDiscover new community content on homepageSuggest helpful tools and answersChat and screenshare with a colleague Work on the same document in real timeGamify local and corporate challengesOUTCOMESEmployee adoption: FY15: 50% - FY16: 80%% increase in Employee Net Promoter Score% increase in self-service usage% decrease in phone/ in-person support Correlations with Tier 2 support, global people survey (ENPS). Changing so many processes and lots of systems right now. Our measurements are constantly evolving and have yet to stabilize.
  • Find things fastUnified searchUnified navigationCollaborationGroupsWikisFile sharingPersonalizationDashboardsFriends FavoritesPush notifications Inspiring performanceIdeationAccess and mobilityNo VPN requiredActive Directory integrationUser-generated content Sharing links, docs, photo, videoStatus updatesActivity feedsForumsFeedback mechanismsPolls and surveysLikes or ratingsComment threadsReportingTelligent AnalyticsKPIs
  • GOALSRespond to employee feedback: Assess and turn on requested featuresGames: inspire performanceContent: instead of creating content, encouraging content Integrations: Office 365, Jabber, WebexUSE CASESDiscover new community content on homepageSuggest helpful tools and answersChat and screenshare with a colleague Work on the same document in real timeGamify local and corporate challengesOUTCOMESEmployee adoption: FY15: 50% - FY16: 80%% increase in Employee Net Promoter Score% increase in self-service usage% decrease in phone/ in-person support Correlations with Tier 2 support, global people survey (ENPS). Changing so many processes and lots of systems right now. Our measurements are constantly evolving and have yet to stabilize.
  • CollaborationDocument integration (Office 365)Chat integration (Jabber)Sage City integration (Telligent connector)Inspiring performanceGames and badgesLeaderboardsUser-generated content Employee or team blogsAccess and mobilityResponsive designDesign review / refresh as neededAdministrationUpgrade to Telligent v8Rules wizard (gamification)ReportingReal-time reporting widgetsPredictive measurementsIntegration for sentiment tracking?
  • All of these possibilities must be fueled by leadership support, strategic alignment, and employee readiness before we can seriously consider them.Convergence includes: consolidation of 3rd party sites into SageCentral, integration of enterprise search tools, integration between internal and external Sage community platforms, and further cloud enablement
  • Org readiness:Alignment to global and regional strategic prioritiesAssessing leadership supportAssessing IS supportAssessing employees’ ability to work in a different wayChange managementFinding executive sponsorsBusiness casesPilot group selectionEmployee inputBenchmarking (Phase 1, extensive. Phase 2, informal/focus groups. Phase 3, formal /continuous feedback)Pilot participants Beta phaseConversation / sentiment monitoringTechnologyLimited vendor choice: Sitecore and Telligent are preferred vendorsBooking IS (timeframe, headcount, budget)Working with external vendorLicensingFeature scoping
  • What really helped us to form our vision for SageCentral and our phased approach was to participate in Jane McConnell’s Digital Workplace survey. It’s a great exercise to benchmark what you’re doing today on paper, identify pain points and areas ripe for change, and helps you determine relevant metrics to measuring success.We are currently on 3A (NA intranet, NA sharepoint, Global social) and are moving to a flavour of 3D + 3A (NA intranet + social integration, NA sharepoint, Global social) by 2014, and 4 by in 2016 or beyond.
  • I’ll return us to the previous slide – where are you in this? Where do you want to be?
  • How far do we go to embed social features into existing pages and the homepage?How does the search experience change?How many groups do we launch with?Which features do we turn on now?How do we teach employees how to use the new features?Who will seed community content and how often do we publish?
  • Content took 3 months to get right in our 6 month timeframe, and we still wound up having to put some tasks on the backburner.It isn’t a transparent process to work with our NA IS team. At the start of this effort, our team had issues in adequately conveying requirements and priorities to IS, which resulted in me being brought on board as a project consultant. The difficulty in communicating with IS cause political roadblocks, incongruent project deployment goals, and delivery of features that simply did not meet requirements. We wound up outsourcing the web development effort to an outside agency, but by then, the original project timeline was delayed by 8 months.Constantly had to remind/reinforce our goals and hard dates as project progressed.Securing licensing continues to be a bottleneck for this second phase that we’re in. Working with legal and finance: for phase 3, we would add a rep from each area to the core project team and keep the project visible to them as early as possible to avoid snags in vendor management, purchases, budget allocations, and other project approvals.
  • Group considers what we’re doing in NA as best-practiceActive discussion about how we evolve our global platform while meeting NA deliverablesA global social platform already existsLow adoption in NALimited feature setRogue communitiesSharing budgets and resources with ISCompeting for same assets and resourcesWho pays for what?Platform vendors can affect our own roadmapsChanges in strategic directionDelays in anticipated features
  • Do you have a traditional website as your intranet, with links to supporting systems? Do you host a community along with your intranet site? Did you replace your traditional intranet with a private social network such as Yammer, Jostle, Zimbra, or Chatter? What about Sharepoint? Is yours the only intranet that exists in your company, and how do you handle any overlaps?
  • How far do we go to embed social features into existing pages and the homepage?How does the search experience change?How many groups do we launch with?Which features do we turn on now?How do we teach employees how to use the new features?Who will seed community content and how often do we publish?
  • SageCentral’s roadmap to a thriving social workplace by Karen Hamilton

    1. 1. Three steps to social: Discover, connect, unite Karen Hamilton Last modified: May 8, 2014
    2. 2. Overview 08 May 2014Sage presentation 2 1. The Sage story 2. Evolving SageCentral 3. Live demos 4. Lessons learned Feedback and questions? Jump in.
    3. 3. Four guys, a NASAscientist, a pub, andAlan Sugar’s Amstrad The Sage Story
    4. 4. 6.2 million companies around the world use Sage products and services across 100 countries
    5. 5. My role at Sage • Employee communications • Program manager • Project manager • Volunteer • “Food Sage” 08 May 2014Sage presentation 7
    6. 6. Show of hands
    7. 7. Sage Brand—Employee Immersion Sessions 10 “To be recognized as the most valuable supporter of small and medium-sized companies by creating greater freedom for them to succeed.” Our vision:
    8. 8. Becoming a brand-led business From marketing to everything we do July 9, 2013Sage Brand—Employee Immersion Sessions 11 Was a marketing responsibility Now it’s our responsibility
    9. 9. SageCentral vision • Employee’s daily dashboard • Single, seamless experience • Available anywhere, anytime • Continuous evolution • Analytics to keep us agile May 8, 2014SageCentral’s roadmap for a thriving social intranet 12
    10. 10. How did you introduce social to your employees?
    11. 11. FY13Enhancements Sitecore CMS Brand rollout Simplify content Search Intro social Intro profiles FY14Enhancements Internet Zimbra Community 8.0 Integrate into Sitecore Robust social Robust profiles Basic gamification FY15Enhancements Add Jabber Add Webex Add Office 365 Robust gamification Project approach Discover, connect, unite May 8, 2014SageCentral’s roadmap for a thriving social intranet 14 Connect Unite 2012staticintranet Discover
    12. 12. Discover Phase overview • Make it easy to find what you need • Embody new Sage brand • Introduce social interactions 08 May 2014Sage presentation 15 Use cases • Search / filters • Favourites • Comments • Ratings • Email share Metrics • Satisfaction index • Email noise • Turnaround time • Bandwidth
    13. 13. Digital landscape Discover 08 May 2014SageCentral’s roadmap for a thriving social intranet 16
    14. 14. Connect Phase overview • Robust employee community • Anywhere and anytime, on any device • Seamless experience between two platforms 08 May 2014Sage presentation 18 Use cases • Group customization • Peer support • Ideation • Discovery of experts Metrics • Employee adoption • Employee Net Promoter Score • Self-service vs. aided support
    15. 15. Digital landscape Connect 08 May 2014SageCentral’s roadmap to a thriving social intranet 19 SageCentral community
    16. 16. What games do you play with your employees?
    17. 17. Unite Phase overview • Integrate critical collaboration tools • Rally employees • Predict and suggest 08 May 2014Sage presentation 21 Use cases • Corporate challenges • Real-time chat • Document collaboration • You might like… Metrics • Tool usage rates • Sentiment + ENPS • Content generation ratios • Game outcomes
    18. 18. Digital landscape Unite 08 May 2014SageCentral’s roadmap to a thriving social intranet 22
    19. 19. Looking forward Potential future phases • Convergence • Global adoption • Predictive content • Reputation models May 8, 2014SageCentral’s roadmap for a thriving social intranet 23
    20. 20. SageCentral Demo (5 mins)
    21. 21. SageCentral Community Demo (5 mins)
    22. 22. Lessons learned Our biggest takeaways May 8, 2014SageCentral’s roadmap for a thriving social intranet 26
    23. 23. Project approach What’s important? Organizational readiness Managing change Employee input Technology May 8, 2014SageCentral’s roadmap for a thriving social intranet 27
    24. 24. Digital Workplace Survey Understand today and tomorrow 08 May 2014SageCentral’s roadmap for a thriving social intranet 28
    25. 25. What is your digital workplace architecture?
    26. 26. Employee community Design considerations • Integrating two sites • Search UX • Size and complexity • Enable vs. disable • Supporting the learning curve • Seeding content 08 May 2014SageCentral’s roadmap for a thriving social intranet 30
    27. 27. Piloting a community Our participant selection criteria Criterion CX HR R&D Marketing Benefit and use case(s)     Enthusiasm     Aligned timeframe     Manageable team size     Evangelists     Representative sample     Current systems support     Social savvy     Leadership support     08 May 2014SageCentral’s roadmap for a thriving social intranet 31
    28. 28. Lessons learned Ongoing constraints Resources • Freedom to select new or alternative technologies • IS support for planned/ future projects, migrations People • Bandwidth to achieve roadmap • Unexpected turnover Timing • Global and regional readiness • Competing priorities May 8, 2014SageCentral’s roadmap for a thriving social intranet 32
    29. 29. Lessons learned Bottlenecks • Content! • Collaborating with IS − Booking their time − Understanding methodologies − Speaking the same language − Sharing the same vision and goals − Securing technology • Administration − Legal and financial reviews May 8, 2014SageCentral’s roadmap for a thriving social intranet 33
    30. 30. Lessons learned Unique challenges • A global social platform already exists • Rogue communities • Sharing budgets and resources with IS • Platform vendors affecting our own roadmaps May 8, 2014SageCentral’s roadmap for a thriving social intranet 34
    31. 31. What are your challenges and bottlenecks?
    32. 32. Lessons learned Downloads for you Grab your copy • SageCentral monthly KPI report • Phase 1 wireframes • Phase 1 weekly status report • Phase 1 post-mortem one-pager • Community pilot one-pager (socialization) • Community pilot interview questions 08 May 2014SageCentral’s roadmap for a thriving social intranet 36
    33. 33. Stay in touch karen.hamilton@sage.com linkedin.com/in/karenhamilton @tinybites May 8, 2014SageCentral’s roadmap for a thriving social intranet 37

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