The document outlines key strategies for successful enterprise collaboration and change management, emphasizing the importance of employee engagement and swift access to knowledge. It presents five tips for fostering a collaborative environment, including rallying support, empowering employees, and recognizing contributions. The document also highlights the necessity of measuring progress and iterating on the collaboration process to ensure continuous improvement and avoid siloed information.

1. Enterprise Collaboration + Change Management
= Adoption
5 Tips To Ensure Success

2. ENTERPRISE COLLABORATION

3. ENTERPRISE COLLABORATION
IF YOU DO*
•47% increase in employee engagement
•71% faster access to knowledge
•52% faster access to internal SME’s
*Sources: Gartner, McKinsey, Forrester

4. ENTERPRISE COLLABORATION
IF YOU DON’T
•Efficiency and productivity will decrease
•Silos will be perpetuated
•Teams will seek out their own solutions to collaborate and share knowledge

5. Do not be afraid of growing slowly, only of standing still.

6. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward
Measure and iterate

7. Start with
what you know

8. ASK YOURSELF…
What is the problem I am trying to solve?

9. ASK YOURSELF…
What We Hear
I don’t want to answer the same question over and over again…
[NAME] retired / went to another company. If she were here, she would know the answer to this question.
I saw that another office created a template for that. I already had one that they could have used. They look almost identical.
I get at least 100 emails a day, many of which I don’t need, so I stopped reading them all.
It took me a while to figure out who to even ask about this problem.
We have too many meetings.

10. Start with
what you know
Rally the
troops

11. WHO’S WITH ME?

12. WHO’S WITH ME?
Top Down
Leadership is responsible for committing to the solution on behalf of the organization and leads by example
Marketing / Corporate Communications
IT
Human Resources

13. WHO’S WITH ME?
Individual and Team Driven
Different activity streams are built for different business needs, focusing on defining distinct needs and common usage patterns, but rooted in organizationally defined guidelines
Top Down
Leadership is responsible for committing to the solution on behalf of the organization and leads by example
Marketing / Corporate Communications
IT
Human Resources

14. WHO’S WITH ME?
Individual and Team Driven
Different activity streams are built for different business needs, focusing on defining distinct needs and common usage patterns, but rooted in organizationally defined guidelines
Community Manager
This is the “tie that binds”. Community Managers foster meaningful interactions among individuals and teams while ensuring consistency with organization policies.
Top Down
Leadership is responsible for committing to the solution on behalf of the organization and leads by example
Marketing / Corporate Communications
IT
Human Resources

15. Start with
what you know
Rally the
troops
Empower and motivate

16. LET’S DO THIS THING

17. LET’S DO THIS THING
By using [social collaboration tool] to[perform task], we aim to [objective] and [achieve results]
1. Establish
Your
Hypothesis

18. LET’S DO THIS THING
“By using [social collaboration tool] to pose questions to the technical community, we aim to access knowledge more quickly, avoid rework and ultimately decrease the time it takes to respond to clients.”
1. Establish
Your
Hypothesis

19. LET’S DO THIS THING
•Establish “terms of use” for using social tools in a business context
•Create tools and resources to support technical usage
•Provide training
2. Create
Tools

20. LET’S DO THIS THING
•Define the duration
•You know the category of success –be sure to set the metric
•Every attempt at social may not be a winner and that is ok
3. Set
Expectations

21. 9%
Intermittent
Contributors
90%
Lurkers
LET’S DO THIS THING
1% Heavy Contributors
User participation often more or less follows a 90-9-1 rule:
•90%of users read or observe, but don't contribute(i.e. lurkers).
•9%of users contribute from time to time, but other priorities dominate their time.
•1%of users participate a lot and account for most contributions: it can seem as if they don't have lives because they often post just minutes after whatever event they're commenting on occurs.
Source: http://www.nngroup.com/articles/participation-inequality/

22. LET’S DO THIS THING
•Start using the tool to perform the defined tasks
•Gather feedback early and often
•Iterate/augment tools as needed
•Track towards established goals
4. Test
Your
Hypothesis

23. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward

24. SLOW CLAP

25. SLOW CLAP
Recognize individual participation
Reward individualcontributions
Source new Community Managers

26. SLOW CLAP
Recognize individual participation
Reward individualcontributions
Recognize team participation
Publicize team achievements
Conduct a feedback session followed by a celebration!
Source new Community Managers

27. SLOW CLAP
Recognize individual participation
Reward individualcontributions
Recognize team participation
Publicize team achievements
Publicize results (internally + externally)
Conduct a feedback session followed by a celebration!
Showcase success (quantitative + qualitative)
Communicate lessons learned
Source new Community Managers

28. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward
Measure and iterate

29. THIS IS JUST THE BEGINNING…

30. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review

31. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review
Trend Success Stories
•Leverage hashtags to aggregate and trend success stories

32. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review
Trend Success Stories
Find New Problems to Solve
•Leverage hashtags to aggregate and trend success stories
•Using lessons learned and trending success stories, identify other areas that could benefit from social collaboration tools

33. THIS IS JUST THE BEGINNING…
•Review feedback gathered throughout the process and make a definitive plan to address open items
After Action Review
Trend Success Stories
•To help ensure support for this new way of working, review and revise job descriptions and performance metrics
Find New Problems to Solve
Revise Job Descriptions
•Leverage hashtags to aggregate and trend success stories
•Using lessons learned and trending success stories, identify other areas that could benefit from social collaboration tools

34. Start with
what you know
Rally the
troops
Empower and motivate
Recognize and reward
Measure and iterate

35. Want to learn more about Change Management?
Katie Priest
Change Architect
P: 312.462.9886
kpriest@rightpoint.com