How Social Business Drives Value: A Thompson Reuters Case Study
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In this presentation, you’ll see how Thomson Reuters, the leading provider of intelligent information to businesses and professionals, rolled out a social intranet to its 60,000 employees for driving innovation, aligning everyone to the company strategy, and generating a more collaborative working environment across the 100 countries they operate in. Learn more: www.jivesoftware.com
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How Social Business Drives Value: A Thompson Reuters Case Study
- 1. How Social Business Drives Value: A Thomson Reuters Case Study April 30, 2013 Moderated by Paige Pires de Almeida, General Manager, E2 Conference
- 2. Presenters Tim Wike Director of Intranet Strategy and Operations, Thomson Reuters Gia Lyons, @gialyons Director of Product Marketing, Jive Software Paige Pires de Almeida, @peepf General Manager, E2 Conference Discuss today’s program on Twitter: #e2conf
- 3. HOW SOCIAL BUSINESS DRIVES VALUE Jive for Social Intranet
- 4. YOUR EMPLOYEES SINK 28 HOURS EVERY WEEK NOT ON FACEBOOK NOT PLAYING SOLITAIRE JUST TRYING TO GET WORK DONE *The Social Economy, McKinsey Global Institute, July 2012
- 5. YOUR EMPLOYEES ARE INSTEAD OF DRIVING GROWTH & INNOVATION 3. WORKING ON LESS STRATEGIC ACTIVITIES 2. REINVENTING THE WHEEL 1. SEARCHING FOR INFORMATION & EXPERTISE •SLOGGING THROUGH EMAIL YOUR EMPLOYEES SINK 28 HOURS EVERY WEEK
- 6. 15% increase in employee productivity* *independently verified by a top 3 global consulting firm
- 7. Real Results 20% increase in strategic communications 32% increase in ideas generated 15% increase in employee productivity
- 8. Jive Social Intranet How It Works Make it easier for employees to find the information and expertise Reduce the time it takes to bring new offerings to market Communicate more effectively to a distributed, mobile workforce Drive strategic alignment, innovation and productivity, across all employees, from any device.
- 9. TIM WIKE, DIRECTOR OF INTRANET STRATEGY & OPERATIONS Thomson Reuters
- 10. A THOMSON REUTERS CASE STUDY
- 11. REUTERS/Firstname Lastname TIM WIKE DIRECTOR, INTRANET STRATEGY & OPERATIONS Thomson Reuters
- 12. 12 Tim Wike • Director, Intranet Strategy & Operations • Joined Reuters in 2002 • Managed the technical intranet team before moving into the business role in 2011 • tim.wike@thomsonreuters.com • www.linkedin.com/in/timwike
- 13. 13 KEY STATS 60,000 employees in 100 countries Listed on the NYSE and TSX – symbol TRI 2012 Revenue – $12.9 billion Who are we? The world’s leading source of intelligent information for businesses and professionals
- 14. 14 Who we serve
- 15. 15 The Hub - Our social intranet
- 16. 16 WHERE are we now? • 1 million daily page views • 65k employees + contractors working together on The Hub • Rapid adoption and engagement • Retired the old portal platform, wikis and blogs.
- 17. 17 The Hub Growth Story
- 18. 18 • You name it - we had it! - Oracle Portal - Confluence - Yammer - Home-grown platforms - Employee directories - SharePoint - Jira Where we’ve come from • Company built from acquisition - Multiple disparate intranet platforms - Businesses/divisions on separate systems - Locked standards - IE on a desktop
- 19. 19 we all have the same problems... • Disconnected employees • No ability to communicate to everyone in one place • No ability for employees to provide realtime feedback • Out-dated, slow cumbersome tools • Multiple tools for the same tasks • Different businesses working on different systems • Impossible to find the right person • Impossible to find the right content • Costly maintenance and support infrastructure
- 20. 20 What were the goals? • Simplification - Support and maintenance - Communications vehicle - Findability of information - Ease of use for employees - Improve efficiency and productivity - Harness the wisdom of the employees - Connect employees with each other where traditional barriers have prevented collaboration • Work socially. Before we can work with customers socially, we must learn to work with each other that way • Access from anywhere, anytime, any device
- 21. 21 Phase 0 - Tech Know • August 2011 - Technologists Learning community was launched • Advocates network was created • Invites sent to 3,000 employees • Moved all workflows to The Hub - don’t work across both locations • Users invited their colleagues, including business users • By December we had 19k users - all invited by their colleagues
- 22. 22 Be serious about it • Announce the intention that this is the replacement, not another destination • Put dates against the closure of other platforms • Start retirement asap • Yammer closed in February - Yammer users were the most socially aware - Skeptical to begin with, but by February were mostly comfortable moving to The Hub
- 23. 23 to Migrate content or not to migrate? • Consider your migration path very carefully • Migrate only what people need • Make content owners move their own content - They will only move what is still relevant - They will create the tags and metadata as they add it • Migrating their content is a great way for people to learn how it works • Be careful about moving content for other people - the act of moving/creating generates real value in the platform
- 24. 24 Give up ownership of content • Holidays and Events - Company holidays and events - Crowd sourced - give the people the ownership of the content • Acronym finder - Information lookup - Crowd sourced - give them ownership again - Improve search - get definitions from anywhere • In Your Words - People stories from around the company - Allow users to add their own stories of interest
- 25. 25 Executive buy-in • Bring the popular execs in, create a competitive environment • Make them ask questions • Make them respond to threads • Feed them the relevant places to get involved - Compile the top 5 items for the CEO to respond to every week • Use the existing bloggers e.g. Rick King CTO
- 26. 26 Share The Success Stories • Publicise great examples of how to use The Hub • Make stories from the successful outcomes • Help business units to copy examples from each other where business value has been achieved
- 27. 27 GGO IdeaFest • Global Growth & Operations IdeaFest - February 2013 • Operations center employees invited to submit ideas for streamlining processes
- 28. 28 GGO Ideafest
- 29. 29 Thomson Reuters Challenges • Targeted crowd-sourced innovation
- 31. 31 london technology unconference • Technologists gather for a free-form working session
- 34. Please Submit Your Questions Tim Wike Director of Intranet Strategy and Operations, Thomson Reuters Gia Lyons, @gialyons Director of Product Marketing, Jive Software Paige Pires de Almeida, @peepf General Manager, E2 Conference Discuss today’s program on Twitter: #e2conf
Editor's Notes
- Think about it. For a company with 5,000 knowledge workers at $30 an hour, that equates to a cost of over $4 million in payroll alone. Think about it. For a company with 5,000 knowledge workers at $30 an hour, that equates to a cost of over $4 million in payroll alone. And 3. They’re work doesn’t align to the company strategy, or their skills aren’t matched to the task at hand.
- They’re doing this instead of driving growth and innovation.This is happening because of 3 things:1. Employees are stuck using too many disconnected, non-mobile collaboration tools, so it takes too long to find information and experts. So, they resort to using a 40-year-old tool for things it was never intended to be used for.2. They don’t have access to knowledge and innovative thinking across the company, so they’re wasting time duplicating effort3. They’re work doesn’t align to the company strategy, or their skills aren’t matched to the task at hand.
- A Top 3 consulting firm has verified that Jive customers report a 15% increase in employee productivity after using Jive.NOTE: If you’re interrupted by someone who expresses disbelief at this number, or asks how it was measured, answer in this way:The Top 3 consulting firm interviewed several CxOs, conducted end user surveys with 380+ Jive users, and performed deep-dive interviews with 5 global Jive customers to collect data. They then performed a factor analysis on the data to determine not only this increase in productivity, but over 22 points of improvement that resulted from increased productivity, which I’ll dive into right now.(Definition of Factor Analysis: Factor analysis is a statistical method used to describe variability among observed, correlated variables in terms of a potentially lower number of unobserved variables called factors. In other words, it is possible, for example, that variations in three or four observed variables mainly reflect the variations in fewer unobserved variables.)
- This 15% increase in productivity was achieved by using Jive to:Align more employees to the company’s strategic direction, which drove a whole host of benefits, including a 20% increase in strategic communicationsEnable access to others’ skills and innovative thinking across the company, which led to a 32% increase in ideas generated; andEmbed collaboration and networking capabilities into Microsoft SharePoint, Office, Outlook, CRM, and any web application, which contributed to the overall increase in productivity.
- Here’s how it works.Jive helps drive strategic alignment, innovation and productivity, across all employees, from any device.This is done by bringing the official communications of the intranet, and the expertise location and collaboration needs of employees, together into an elegant, extensible environment that brings the speed, scale, and economics of consumer social technologies to the enterprise.