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Microsoft Engage - Edmonton
Joe Boughner, Director of Marketing

March 2013
Introduction
Part 1: The Business Value of Enterprise Social
Part 2: Getting Started with Enterprise Social
•

Director of Marketing since January 2013

•

Senior Consultant (Strategic Services) from
November 2009 to January 2013
...
• Microsoft Gold Certified Partner
Portals and Collaboration
• Microsoft Silver Certified Partner
Digital Marketing

• Tea...
• Value is not an objective term
• Value from tech investments must align with corporate
objectives

• Neither is social
•...
http://www.slideshare.net/McK_CMSOForum/mgi-socialeconomy
•

A natural resources company that wanted to foster bottom-up
innovation

•

A telecommunications company that wanted to ...
• Natural resources company with geographicallydiverse operations
• Wanted a way to promote employee innovation
that was t...
• Required custom development on SP2010

• Leverages gamification to promote adoption
• Can’t succeed without senior leade...
• Telecommunications company with high rate of
internal churn
• Consultations uncovered deep, rich offline
knowledge and s...
• Can be done with out of the box SP2010
personal profiles + SP search
• Requires buy in from HR/KM

• Only succeeds with ...
• Oil and gas company with geographically diverse
operations and very niche specializations in certain ranks
• Challenge w...
• Technology is out-of-the-box SP2010 team sites

• Bigger challenge is driving adoption; must
demonstrate the value to th...
• Global engineering firm that often had project teams
working in remote locations in various geographies
• Wanted a more ...
• Social doesn’t have to be revolutionary; a lot of
the tools seem mundane today but still represent
a great leap forward ...
• The IT department in a public sector organization
was inundated with requests to deploy SP2010 social
features; opted to...
• The adoption strategy was multi-faceted and well
coordinated
• Daily, then twice a week, then weekly communications
prom...
• Unlocking the benefits of a truly social enterprise
typically involves a pretty big change in your corporate
culture

• ...
• And make sure that plan
is cyclical, not linear
• Senior leadership rarely
says no to something
that supports their vision
• Demonstrating business
value is a good way to...
“Social” is a broad term and broad terms are easy to dismiss; figure out what
best applies to your organization then trace...
Proof point
Social doesn’t mean democratic; figure out which departments /
business units are most ready for social then u...
• Remember this is not a
technical project – at
least not in the mind of
the users

• Launch is a milestone,
not a goalpos...
It may feel like you’re giving users the kid glove treatment. That’s because you
are. There’s too much riding on this to l...
Why is adoption so important? A recent study by MIT’s Sloan School of
Management and NYU’s Stern School of Business found ...
Proof point

One of Canada’s largest
telecommunications companies
wanted to ensure employees
understood how metadata
works...
• Make sure your metrics
align to business goals
• Apply what you learn to
improve the service
offering to the business
This can’t be cookie cutter, of course. Keep your objectives in mind when
crafting your own plan and be realistic about wh...
Yammer use @ Nonlinear

Proof point

Come for the cat pictures, stay for the knowledge flow

“Customer is looking to build...
In most organizations, moving the business along the maturity model is a valid
metric too as doing so unlocks opportunitie...
• Remember that change can be hard

• Make sure you have a plan that sets both you and the
business up for success
• Execu...
Questions? Comments?
Joe Boughner | Director of Marketing
jboughner@nonlinear.ca
nonlinear enterprise | A division of non-...
Building the Social Enterprise (Microsoft Engage)
Building the Social Enterprise (Microsoft Engage)
Building the Social Enterprise (Microsoft Engage)
Building the Social Enterprise (Microsoft Engage)
Building the Social Enterprise (Microsoft Engage)
Building the Social Enterprise (Microsoft Engage)
Building the Social Enterprise (Microsoft Engage)
Building the Social Enterprise (Microsoft Engage)
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Building the Social Enterprise (Microsoft Engage)

Need to build the business case for deploying social technologies like Yammer or SharePoint in your enterprise? Need help driving adoption and managing change?

This presentation draws on real-world case studies to show scenarios for social tools in the work place that drive real business value, the talks about how to develop a road map for going social in your organization.

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Building the Social Enterprise (Microsoft Engage)

  1. 1. Microsoft Engage - Edmonton Joe Boughner, Director of Marketing March 2013
  2. 2. Introduction Part 1: The Business Value of Enterprise Social Part 2: Getting Started with Enterprise Social
  3. 3. • Director of Marketing since January 2013 • Senior Consultant (Strategic Services) from November 2009 to January 2013 • Worked on enterprise social projects for clients such as Rogers Communications, Suncor Energy, the Canada Post Group of Companies and the House of Commons • Aggressive desk dancer, rabid hockey fan, former touring musician and certified “Yummy Mummy”
  4. 4. • Microsoft Gold Certified Partner Portals and Collaboration • Microsoft Silver Certified Partner Digital Marketing • Team certifications in SharePoint 2010 Administration, Configuration and Application Development • 2010 Microsoft Choice Partner of the Year Award • 2010 Microsoft Marketing Partner of the Year Award
  5. 5. • Value is not an objective term • Value from tech investments must align with corporate objectives • Neither is social • The right social for you depends on your priorities, your culture and your organizational maturity
  6. 6. http://www.slideshare.net/McK_CMSOForum/mgi-socialeconomy
  7. 7. • A natural resources company that wanted to foster bottom-up innovation • A telecommunications company that wanted to promote informal, ad-hoc expertise and knowledge sharing • An oil and gas company that wanted to capture niche knowledge otherwise locked in the head of individuals • A global engineering firm that wanted to better connect project teams working across different locations • A public sector organization that had to, quite practically, start somewhere
  8. 8. • Natural resources company with geographicallydiverse operations • Wanted a way to promote employee innovation that was transparent, engaging and rewarded initiative
  9. 9. • Required custom development on SP2010 • Leverages gamification to promote adoption • Can’t succeed without senior leadership support • Can’t succeed without supporting governance and process
  10. 10. • Telecommunications company with high rate of internal churn • Consultations uncovered deep, rich offline knowledge and support networks; didn’t extend to the online and relied on word of mouth / “six degrees” discovery
  11. 11. • Can be done with out of the box SP2010 personal profiles + SP search • Requires buy in from HR/KM • Only succeeds with wide scale adoption and ongoing maintenance • The security photo trick
  12. 12. • Oil and gas company with geographically diverse operations and very niche specializations in certain ranks • Challenge was put to KM team to find a way to capture that niche knowledge in a corporate repository • Resulting network has driven huge value for the enterprise, beyond even the initial scope of the project • New best practice
  13. 13. • Technology is out-of-the-box SP2010 team sites • Bigger challenge is driving adoption; must demonstrate the value to the user, not just the company
  14. 14. • Global engineering firm that often had project teams working in remote locations in various geographies • Wanted a more natural solution for collaboration and document co-authoring • Employed SP2010 team sites and activated features such as document libraries, discussion boards and even wikis
  15. 15. • Social doesn’t have to be revolutionary; a lot of the tools seem mundane today but still represent a great leap forward for businesses • The key is solving a business problem, not finding an excuse to be social
  16. 16. • The IT department in a public sector organization was inundated with requests to deploy SP2010 social features; opted to make themselves the test group • Given the organizational imperative to deploy and support, adoption was a key success factor • Everyone had to use the tools so everyone could support them
  17. 17. • The adoption strategy was multi-faceted and well coordinated • Daily, then twice a week, then weekly communications promoting various tools, along with video walkthroughs, and a large “barn raising” community were employed
  18. 18. • Unlocking the benefits of a truly social enterprise typically involves a pretty big change in your corporate culture • Big change in an organization can be really, really hard
  19. 19. • And make sure that plan is cyclical, not linear
  20. 20. • Senior leadership rarely says no to something that supports their vision • Demonstrating business value is a good way to get a green light
  21. 21. “Social” is a broad term and broad terms are easy to dismiss; figure out what best applies to your organization then trace the benefits to the business Team Collaboration Improve team project alignment. Break down team silos across geographies & functions. Manage external team projects. Employee Engagement Communicate company-wide on a single platform. Find experts and information fast. Share best practices and drive innovation. Business Agility Break down communication barriers at all levels. Boost productivity with social collaboration Connect across cultures and geographies. Social Intranet Connect your people and information. Make business applications social. Collaborate securely with customers and partners.
  22. 22. Proof point Social doesn’t mean democratic; figure out which departments / business units are most ready for social then use them as pilot groups / early adopters – and it’s not always who you’d expect Public sector client went out to IT first • Assumption was they would be called on to support so they may as well adopt • Detailed change management strategy • Video walkthroughs of key features • Adoption rates > 90% Oil and gas client went out to engineers first • Small group of technical engineers with deep, niche knowledge • Geographically diverse • Initially seen as a knowledge management exercise
  23. 23. • Remember this is not a technical project – at least not in the mind of the users • Launch is a milestone, not a goalpost
  24. 24. It may feel like you’re giving users the kid glove treatment. That’s because you are. There’s too much riding on this to leave it up to fate Sell Train Manage Users must understand the vision for social A mix of formal and informal (especially peerto-peer) is valuable A “community manager” can go a long way towards meeting your goals Policy is critical but it must be reasonable Ensure they are managing with the right end goal in mind They also have to see what’s in it for them And don’t forget the technology side – make sure your technical implementation plan is in place with consideration given to integration with existing applications and access through mobile devices
  25. 25. Why is adoption so important? A recent study by MIT’s Sloan School of Management and NYU’s Stern School of Business found that “employees who are connected to a wide range of colleagues generate $83,000 more in revenue per year than employees with an average number of colleague connections.”
  26. 26. Proof point One of Canada’s largest telecommunications companies wanted to ensure employees understood how metadata works so they could help unlock benefits of user-generated taxonomies. So they baked it in to the classifieds section. Want to view ads? You have to filter by metadata categories Want to post an ad? You’ll have to create a new list item, assign metadata and upload an image
  27. 27. • Make sure your metrics align to business goals • Apply what you learn to improve the service offering to the business
  28. 28. This can’t be cookie cutter, of course. Keep your objectives in mind when crafting your own plan and be realistic about what you measure What’s the business value opportunity? Team Collaboration How are we enabling this? Streamlined collaboration across regions and teams to execute go-tomarket strategy What were we trying to achieve? Increasing global spread of business Standardizing processes to create greater efficiencies Employee Engagement Find experts and information fast Time saved in searching for assistance with sales training How are we measuring it? 10% reduction in total time to market for projects steered by regionally diverse teams using the collaboration solutions 12% increase in profile clickthrough rates from search results page for profiles with expertise included 50% of requests for expertise on Yammer are responded to in 24 hours
  29. 29. Yammer use @ Nonlinear Proof point Come for the cat pictures, stay for the knowledge flow “Customer is looking to build a vendor management template for SharePoint. Do we have anything that could jump start his process?” Locating internal expertise 23% Social info 32% “Personality traits of Mac people vs. PC people: which one are you? http://blog.hunch.com/?p=10124." Knowledge inflow 33% “Trends in online giving in the US. Big spike at end of year and really significant growth 2009 vs. 2010. Avg. dollar value of online gifts is higher than traditional channels as well.” Corporate news/updates 12% “NLC just launched FAST on MSN.ca - Congrats to the team, amazing work!”
  30. 30. In most organizations, moving the business along the maturity model is a valid metric too as doing so unlocks opportunities for greater business value • • Team-led Reactive • • Participatory Algined • • Transparent Collaborative Team collaboration • Improve team project alignment • Break down team silos across geographies and functions • Manage external team projects Adopted Engaged Embedded
  31. 31. • Remember that change can be hard • Make sure you have a plan that sets both you and the business up for success • Execute on that plan with an eye towards communication and training, not just the launch • Measure your success with business metrics and be prepared to adapt as you go
  32. 32. Questions? Comments? Joe Boughner | Director of Marketing jboughner@nonlinear.ca nonlinear enterprise | A division of non-linear creations inc. www.nonlinearcreations.com

Need to build the business case for deploying social technologies like Yammer or SharePoint in your enterprise? Need help driving adoption and managing change? This presentation draws on real-world case studies to show scenarios for social tools in the work place that drive real business value, the talks about how to develop a road map for going social in your organization.

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