Watch the recording of this webinar here: http://w.on24.com/r.htm?e=593258&s=1&k=3A0F4C898FD5E891977CC888F498E786

1. Driving Business Value with
Enterprise Social
February 28th, 2013
Speakers:
Charlene Li, Roland Hulme, Bryony Cole

2. Speakers
Bryony Cole
Charlene Li Roland Hulme Senior Customer
Analyst and Author Social Media Manager Success Manager

3. Driving Business Value With
Enterprise Social
Charlene Li, Founder & Analyst, Altimeter Group
@charleneli | charlene@altimetergroup.com
Yammer Webinar | #yamvalue

4. Social Will
Be Like Air
#yamvalue

5. CURRENT STATE
MAKING THE CASE
HOW TO MOVE FORWARD
#yamvalue

6. The Evolution of Collaboration
Knowledge Collaboration Enterprise Social
Management Platforms Networks
#yamvalue

7. Top Goals Revolve Around Sharing
“How important are the following goals in your decision
to deploy an enterprise social network, on a scale of 1
to 4?”
Sharing of best practices 3.48
Improve employee collaboration 3.42
Facilitate cross-department collaboration 3.41
Facilitate collaboration within a dept/team 3.26
Support a strategic transformation 3.18
Identify expertise around the company 3.14
Create a virtual watercooler 2.93
Improve a specific business process 2.91
Reduce internal emails 2.56
Reduce volume of meetings 2.38
Increase employee retention 2.24
Base: 44 companies with more than 250 employees
#yamvalue Source: Altimeter Group, ―Making the Business Case for Enterprise Social Networks‖, February 2012

8. Impact is Only Moderate
“How much impact has the enterprise social network
platform had on your organization in the following
areas? (Scale of 1 to 4)”
Improve collaboration between dept/teams 2.91
Find experts or share expertise 2.79
Create a virtual watercooler 2.77
Sharing of best practices 2.66
Support a strategic transformation 2.35
Reduce internal emails 2.08
Streamline a business process 1.97
Faster decision making 1.95
Reduce volume of meetings 1.84
Employee retention 1.63
Base: 77 companies with more than 250 employees
Source: Altimeter Group, ―Making the Business Case for Enterprise Social Networks‖, February 2012
#yamvalue

9. Most Organizations Admit They Measure Poorly
“How well do you feel your organization is
measuring the impact of enterprise social
networking?”
35.7%
33.3%
31.0%
0.0%
Measures very poorly Measures somewhat Measures somewhat Measures very well
poorly well
Base: 42 companies with more than 250 employees
#yamvalue Source: Altimeter Group, ―Making the Business Case for Enterprise Social Networks‖, February 2012

10. Lack of Metrics Means Business Impact Goes
Unmeasured
“How do you measure the impact of enterprise social
networking in your organization?”
52%
43%
29%
26%
19%
10%
7%
Frequency of Percent of Executive Improve a Reducing Reduced Financial
use employees engagement specific internal email employee results
using it and usage business turnover
process
Base: 43 companies with more than 250 employees
#yamvalue Source: Altimeter Group, ―Making the Business Case for Enterprise Social Networks‖, February 2012

11. CURRENT STATE
MAKING THE CASE
HOW TO MOVE FORWARD
#yamvalue

12. Four Ways To Drive Business Value
1 Encourage Sharing
2 Capture Knowledge
3 Enable Action
4 Empower Employees
#yamvalue

13. 13
Encourage Sharing
1 •
•
•
•
•
Creates two-way dialog
Makes business personal
Reduces distance to leaders
Connects globally
Forms private groups
#yamvalue

14. ―[The ESN] enables senior management to
understand what people on the front lines
are thinking—and conversely, for people like
sales reps to understand what management
is thinking.‖
Laurie Hibbs
Director of HR
LexisNexis UK & Ireland
#yamvalue

15. Capture Knowledge
2 •
•
•
•
Identify expertise
Avoid duplication and have
better coordination
Transfer knowledge
Improve best practices
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16. ―Enterprise social helps us effectively
harness knowledge in a cost-efficient
manner.‖
Dennis Story
CFO, Manhattan Associates
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17. Enable Action
3 •
•
•
Solve problems faster and better
Bring outsiders in
Streamline processes
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18. ―Retail is a very dynamic environment.
Keeping up with changes and staying on
trend is essential…with the appropriate
input from a broad group of
employees, we solved the
problem, saving us at least six weeks of
headaches.‖
Andy Hedges
Director of Shopping Center
Management, Westfield
#yamvalue

19. Empower Employees
4 •
•
•
Give employees a voice
Make meaningful contributions
and innovations
Increase engagement, satisfaction,
and retention
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20. "Yammer lets us engage
employees and partners in a way
that is not only compelling for
them, but best of all, creates value
for our members."
Greg Moran
SVP & CIO, Infrastructure
and Operations, Nationwide
40% of the company’s top leadership is on
the Nationwide network.
#yamvalue

21. CURRENT STATE
MAKING THE CASE
HOW TO MOVE FORWARD
#yamvalue

22. Four Parts of Social Collaboration Strategy
Objectives Metrics Relationships Technology
#yamvalue

23. #1 Have Clear Objectives
 Identify and prioritize
the gaps that
relationships can fill.
 Design your long-term
goals for the ESN with
purpose.
 Paint the future path in
gold for employees.
#yamvalue

24. #2 Put the Right Metrics in Place
 Measure gap
closing, not
engagement.
 Track
relationships, not
conversations.
#yamvalue Image by StreetFly_JZ used with Attribution as directed by Creative Commons http://www.flickr.com/photos/streetfly_jz/2760882758

25. #3 Invest in Relationship Management
 Budget, staff, and
resource appropriately.
 Get executives
involved.
 Foster transparency to
create an open culture.
 Create incentives and
rewards for
participation.
#yamvalue

26. #4 Prioritize Technology with Relationships in Mind
 Choose based on the
relationships you want
to build, not features.
 Prioritize based on
your objectives and
need for integration.
 Have simple
guidelines in place.
 Invest in evangelists.
#yamvalue

27. Social Will
Be Like Air
#yamvalue

28. #yamvalue

29. Driving value with Yammer
Team Collaboration Employee Engagement
Connect Empower employees with a
employees, customers, and voice and encourage them
partners to get work to make a difference.
done, faster.
Connected Organization Business Agility
Bring your traditional Innovate and adapt when
intranets to life with launching new
social, mobile and business products, merge cultures
data. during an acquisition, and
accelerate your
transformation.
#yamvalue

30. Transformed
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31. Fast facts about Tyco
#yamvalue

32. Technology limitations
Limitations of our traditional intranet
Accessibility
Resources
Content publishing
No directory
One-way communication No engagement
#yamvalue

33. Teams were siloed
Very
32%
Engaged
Wavering
43%
Engagement
Disengaged 12%
Very
14%
Disengaged
Employees wanted one place to connect & learn
#yamvalue

34. Why Yammer?
It was easy and worked
› For users: viral adoption, rapid growth, usability
› For IT: secure and private, exceeded requirements
› For the business: to serve key initiatives and company goals
#yamvalue

35. Driving value
Greater alignment to Career development &
company goals & initiatives professional growth Faster answers
Open communication
Faster, more effective
on-boarding
Unified culture Reduced IT costs and
response time
Increased agility & Improved
responsiveness team collaboration
Time Savings Idea sharing
& innovation
#yamvalue

36. Connecting global teams
“For me the biggest benefit of Yammer is the
fact is it is an open window to the rest of the
group.”
Yann Boutin, Marketing & IT
Director, Tyco Fire & Protection
Services
“We were trying to gather the list of stadiums via
email for a year. But by using the Tyco Yammer
Network, we were able to gather it in one week.”
Ricardo Macedo Soares, Sales & Business
Development, Tyco Security Products
#yamvalue

37. Empowering employees
"To have a platform where everyone can share information is invaluable. When I
get onto Yammer, I feel empowered, energized and that this platform really works
for me.”
~ Jason Wicker, Technical Recruiter, Tyco
#yamvalue

38. Building a unified culture
"Yammer's a vital part of our
transformation to the new Tyco.“
~ Ira Gottlieb, VP of Global Communications
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39. Creating a social intranet
#yamvalue

40. How did we get here?
Identify stakeholders
Map Identify advocates
Assign teams
Audit resources
Plan Assess how
Prioritize when and what
Involve and motivate across Tyco
Move Create compelling tactics
Build to the main event
Timeline: June 29 – Oct 1
JUNE JULY AUGUST SEPTEMBER OCTOBER
Day One
#yamvalue

41. Results
Moving the Intranet to Yammer had the following affect:
50,000
45,000
40,000
35,000
30,000
25,000
20,000
Before Migration
15,000
10,000 After Migration
5,000
0
#yamvalue

42. Results Cont.
Overcoming skepticism
Moving the Intranet to the Tyco Yammer Network helped legitimize the network
in the eyes of our more skeptical employees, and as a result drove significant
additional enrollment. We gained almost 4,000 additional users since the
launch of the Intranet on the TYN.
Central access point for resources
Employee resources now could only be accessed via Yammer. This aligned
with our other Yammer-centric communications strategies, including making
our weekly newsletter feature excerpts from articles, with links to the whole
article on Yammer. As a result, we passively forced employees to become part
of Yammer to access our content.
Continued migration
Looking forward, we intend to migrate more content into the Yammer
platform, including Intranets from different business units, and more and more
SharePoint sites.
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43. Sign up today!
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Request a free consultation:
1-888-926-7377
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44. Upcoming Webinar
Driving team productivity with enterprise social
Featuring: Rob Koplowitz and Booz Allen Hamilton
Thursday, March 28th
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45. Thank you
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