2.0 Adoption in the Enterprise - The Before

2.0 Adoption in the Enterprise
The “Before”
Engage. Evangelize. Empower.

This webinar is sponsored by:

© Copyright 2010 2.0 Adoption Council. All rights reserved.

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© Copyright 2010 2.0 Adoption Council. All rights reserved. 2

Webinar Series

• NewsGator is sponsoring a 4-week webinar series exploring adoption
strategies and tactics from representative members.

• January 28th Webinar #1: Social Computing Adoption in the Enterprise
"the Before" - learn how to best develop the business case, gain buy-
in, select technology and establish the team

• February 4th Webinar #2: Social Computing Adoption in the Enterprise
"the After" – gather best practices on implementation, policy formation,
training, and community management

• February 11th Webinar #3: EMC Enterprise 2.0 Case Study

• February 18th Webinar #4: Raytheon Enterprise 2.0 Case Study


Agenda
 Introduction
 The Change Management Approach (MetLife, Swiss Re)
 The “Groundswell approach” (Alcatel-Lucent)
 Questions and Answers


Introduction
• The 2.0 Adoption Council is a member-driven peer forum of
business and IT leaders from large organizations currently
engaged in various stages of 2.0 adoption.
• Presenting members for today’s webinar, “The Before” include:
– Bruce Galinsky, Director IT, MetLife
– Anu Elmer, Senior Communications Consultant, Swiss Re
– Greg Lowe, Social Media Architect/ Strategist, Alcatel-Lucent


The Change Management
Approach
• Assess organizational readiness
• Develop a strategy
• Sponsorship and team building
• Develop the change management
plan
• Lessons learned


Assess Organizational Readiness
• Select the assessment team
– Consultants, employees, or both?

• Identify assessment targets
• Develop assessment criteria
– Evaluate process and culture “culture eats process for lunch”
– Identify current “pain points”
– Technology
 What’s in place now?
 Potential for “platform zealots?”
– Other stakeholders
 Legal, compliance


Develop a Strategy
• Tie it to the company’s business strategy: e.g., increase
collaboration, innovation; reduce costs through less duplication;
increase quality and speed of decision making; increase employee
engagement etc
• Start small: do not roll-out a fully-featured solution to everybody.
Start with a small subset of employees. Use them as the pilot test
case and your success case.
• Set targets and track metrics: these help show usage and adoption.
Use the metrics to justify continued funding and ROI.
• Create a business case that includes a well thought out budget
that makes sense for your company.
• Strong evangelists who know what they are talking about. Embrace
early adopters.
• Refer to case studies of successes at other companies
• Position it as “a business platform,” avoid the “S” word (Andrew
McAfee)
• Decommission outdated tools; develop business case for
integration: e.g., traditional KM solutions

Develop a Sound Business
Case & ROI

Focus on returns! Soft returns


Get Executive Sponsorship &
Build a Project Plan


The Business Case
• Identify your use cases
• Specify your internal and external resource requirements
– Don’t underestimate – management needs to understand

• Specify all of your costs – resources, software, hardware,
support
• Be careful about specifying hard ROE/ROI
• Develop a metrics plan
– Adoption, Satisfaction, Quality, Efficiency


Sponsorship & Team Building
Sponsorship and Buy-in
• Get executive sponsors officially on board –both on business and IT
side
• Present a clear business case and position it as business tool
• Be prepared to answer questions about key risks
Project Team
• Cross-functional, relatively small core team
• Find advocates for the pilot phase, virtual support network
• Clear roadmap
Technical Proof of
Concept Continue Pilot
Pilot Phase
! Global Rollout
Global Adoption
! Global Rollout Preparation

!

Q1/2009 Q2/2009 Q3/2009 Q4/2009


Start Small – Sample Plan

Con:nue pla@orm as pilot
Global
Technical Proof of
Pilot Phase Access to Global Adop:on
Concept
Pla@orm
Prepara:on for Global Rollout

 Business Case & Requirements  Establish produc5on infrastructure  Regular Metrics
 Deﬁne Pilot Communi5es & User  Finalize opera5ons concept  Promote Business
Segment Use Cases
 Finalize legal and compliance check
 Recruit Advocates  Communicate
 Implement support structure
Success Stories
 Deﬁne Pilot Phase Support
 Plan communica5on
 Addi5onal training
 Establish Metrics & Results, Surveys
 Prepare introduc5on / training material for community
 Legal Check –Ini5al PlaHorm Policy managers
 Plan decommissioning of outdated tools
 Develop Rollout Concept  Demonstrate mgmt
support
 Integrate Applica5ons (e.g. Employee
Directory, Instant Messaging)
 Service Provider Agreement with Vendor
 Change Management & Internal
Communica5ons
 Regular reports to Sponsors

Q1/2009 Q2/2009 Q3/2009 Q4/2009


Change Management Plan
• Developing a simple governance, process, guidelines
collaboratively with pilot participants
• Execute an effective communication plan by matching topics
with appropriate channels.
• Design an intuitive and closed feedback process
• Include quantitative and qualitative metrics in our success
measures
• Execute an incentive program to increase user adoption and
participation
• Refine performance management criteria with HR
• Define appropriate controls and guidelines for sharing within
Legal, Risk, and Audit
• Plan for integrating with other related systems to improve
workflow effectiveness

Lessons Learned


Lessons Learned
• Evolution not Revolution REVIEW

• Don’t get backed into hard deadlines
• Target core business functions, that is where the biggest lever
is
• Craft a key message i.e – “Need to know” to “Need to share”
• Ensure visible executive support and endorsement
• Embrace ALL early adopters


Groundswell Approach

Alcatel-Lucent Fall 2008

70,000+ Employees
130 Countries/500+ Locations
Teams spread globally
Plethora of Collaboration tools
No budget for Enterprise 2.0 programs


Phase 1 – Getting Started
• Shoot the gaps
• Open it to everyone who
is interested
• Be open with the risks
• Be informative and lead
• Do it EVERY day
• Make it about your
users
• "What do we use this
thing for?"


Phase 2 – Mainstream Adoption
Next Steps
• Keep the conversations
going
• Be Provocative
• Educate outside the
tool
• Seek that executive
that believes in this
stuff First Execu:ve
Men:on in an All
• Be Patient hands call

• Try new things


Preparing for More Formal
Programs
Judging Success
• Measure, measure,
measure
• Ask why people are
participating. What is
the value they see?
• Walk away for a day,
see what happens
• Use this groundswell
to springboard bigger
initiatives using
traditional methods


Questions and Answers


Engage. Evangelize. Empower.
www.20adoptioncouncil.com

Webinar Series

• NewsGator is sponsoring a 4-week webinar series exploring adoption
strategies and tactics from representative members.

• January 28th Webinar #1: Social Computing Adoption in the Enterprise
"the Before" - learn how to best develop the business case, gain buy-
in, select technology and establish the team

• February 4th Webinar #2: Social Computing Adoption in the Enterprise
"the After" – gather best practices on implementation, policy formation,
training, and community management

• February 11th Webinar #3: EMC Enterprise 2.0 Case Study

• February 18th Webinar #4: Raytheon Enterprise 2.0 Case Study


2.0 Adoption in the Enterprise - The Before

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