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How Social Tools Can Empower a Global Organization
1. How Social Tools Can Empower
a Global Organization
The Conference Board
Senior Human Resources
Executive Conference, November 2011
Trish McFarlane – St. Louis Children’s Hospital
Steve Boese – Oracle Corporation
2. Agenda
• Current State of Social
• The Future of Work
• Growth
• Innovation
• People
• Action Plans
9. In some ways, you’ve come to a fork in the road – the direction
you choose says much about your organization, it’s culture,
and your leadership styles
11. Revenue
YouTube – “Overall sales for Old Spice body-wash products
are up 11 percent in the last 12 months; up 27 percent in
the last six months; up 55 percent in the last three months;
and in the last month, with two new TV spots and the online
response videos, up a whopping 107 percent.”
Facebook – “Levi’s implemented “like” buttons on all
product pages last year, and more than 50% of its Cyber
Monday traffic came from Facebook.”
Twitter – “And while not everyone jumps on a deal for a
refurbished machine or other outlet-style bargains. the
company has been able to track sales that originated from
a Twitter click and led to other parts of Dell.com. If you
count those sales, @DellOutlet has led to more than $3
million in revenue for Dell.”
12. Mergers &
Acquisitions
"Various studies have shown that mergers have
failure rates of more than 50 percent. One recent
study found that 83 percent of all mergers fail to
create value and half actually destroy value.”
- Robert Holthausen -
Wharton
13. Mergers & Acquisitions
Company News Feed
Surfaces
Activity and Status. File
sharing
and suggested connections
Groups Feeds for
Department
or Interest Communities
Integration with traditional
Enterprise systems
“We’ve found Yammer to be an excellent tool for identifying and connecting to the
correct set of people for any given project, idea, or opportunity.”
-- Wilbur Swan, Senior Director of Product Management, ContactNet
14. Prediction Markets
How do we know if we
are
on the right track?
Will the new products
launch
on time?
Where should we invest
our
limited resources?
Who might have some
insights for us?
15. Prediction Markets
Prediction Markets let
everyone share their opinion,
and socialize these opinions
across the organization
Leaders and managers can
see summarized distributions
of predictions, and
breakdowns by department
and location
Comparisons can be drawn
between predictions and
more traditional methods of
forecasting and planning
Prizes and leader boards
drive
interest, participation, and
enthusiasm
By leveraging the insights of its diverse and knowledgeable employee
community, EA realized $15 - $20M in additional revenues as a result of optimizing
marketing spend on top quality game.
17. Innovation Via Crowdsourcing
PricewaterhouseCoopers
Mitra Best, US Innovations Leader at PwC
created Power Pitch, a firm-wide innovation
contest to crowd source ideas that could
potentially generate $100 million in revenue.
Received 779 ideas pitched coming
from nearly 60% of the firm’s
employees.
$100,000 prize to the winning team. The
contest provided leadership and career
development opportunities for the staff. If
even one of the ideas generated becomes a
$100 million line of service, it will dwarf the
costs of PwC’s investment in Power Pitch.
18. Innovating Patient Relationships
St. Louis Children’s Hospital
• Demonstrating medical and technical expertise
along with our spirit of caring via our YouTube
videos. We welcome our patients and share
stories of various medical situations.
• Looking at ways to use FourSquare and Twitter
to reach out to patient families
• Let’s take a look –
• http://www.youtube.com/user/ChildrensHospital
Stl#p/u/1/qdJypP2utoM
19. Hillary Clinton:The Participation
Age
“One of my goals upon becoming Secretary of State was to take
diplomacy out of capitals, out of government officer, into the
media, into the streets of countries. So from the very
beginning, in February 2009, I have tried to combine the
necessary diplomacy of government meetings, of creating
structures in which we enhance our participation government to
government, with people-to-people diplomacy. Because given
social media, given the pervasion now of communications
technologies everywhere, no leader is any longer able to
ignore his people.” Time Magazine
25. Recognition and Rewards
“TheCompany News is perfect for our many employees who don’t sit at
mobile site Feed Employees can share activity
Surfaces to external social graphs.
desks and theAwards, and
Recognition, social elements like Live Recognition help build
personal relationships within our diverse workforce. These features
socializes activity
help us align all employees to our business goals.”
-Josh Karam, Director of Human Resources, Starwood Hotels
26. Social and The Future of Work:
Action Plans
• Start Thinking Social
• Find Advocates
• Walk the Talk
• Embrace the Crazy
• Tie Actions to Goals
• Don’t be Afraid
27.
28. Contact us…
• Trish McFarlane –
o www.hrringleader.com
o www.twitter.com/TrishMcFarlane
o www.linkedin.com/in/trishamcfarlane
• Steve Boese –
o www.steveboese.squarespace.com
o www.twitter.com/SteveBoese
o www.linkedin.com/in/steveboese
o Steven.Boese@oracle.com
M & A success by using social tools to connect people and opportunityYammer – Originally touted as ‘Twitter for the Enterprise’ – Yammer has grown over the years into a more robust collaboration suite including company wide activity streams, public and private group creation, file sharing, integration with other enterprise systems, and ideation capability. Yammer Case Study with Thomson Reuters acquisition of ContactNetContactNet by Thomson Reuters | Integrating an Acquired CompanyCustomerSince 2002, ContactNet software has supported business development, sales and better client service by enabling firms to quickly identify whom within their organization has the best relationship with a prospective or current client. In 2007, Thomson Reuters acquired the company, integrating it into Hubbard One—which includes a suite of marketing, business development and relationship management solutions. With specialists in enterprise social software, the ContactNet team has a strong presence in the Thomson Reuters Yammer network, using the tool to accelerate growth through collaboration across a large, complex and global organization.“We’ve found Yammer to be an excellent tool for identifying and connecting to the correct set of people for any given project, idea or opportunity.” - Wilbur Swan, Senior Director of Product Management, ContactNetIn 2008, McKinsey reported that, globally, fewer than half of all mergers and acquisitions since 2001 had ever created any value. The underlying cause is failure to manage change.http://executiveeducation.wharton.upenn.edu/open-enrollment/finance-programs/mergers-acquisitions-program.cfm"Various studies have shown that mergers have failure rates of more than 50 percent. One recent study found that 83 percent of all mergers fail to create value and half actually destroy value. This is an abysmal record. What is particularly amazing is that in polling the boards of the companies involved in those same mergers, over 80 percent of the board members thought their acquisitions had created value. We are beginning to understand some of the reasons why these mergers fail. This program offers strategies designed to improve your odds for success."— Robert W. Holthausen, The Nomura Securities Company Professor, Professor of Accounting and Finance and Management, WhartonSolutionThe ContactNet team, comprised of experts in enterprise relationship management, has made a large splash in the Thomson Reuters Yammer network. Yammer has provided a platform for the ContactNet team to evangelize the value of the tool within Thomson Reuters and to discuss innovative new uses for the tool. The team has tapped into Thomson Reuters’ large pool of talent and expertise, using Yammer to find the perfect people for each project, which has helped ease the transition into the large company. The team has also created a ContactNet group within the network to keep in regular communication with those who are most committed to ContactNet, organization-wide.Results & BenefitsFaster Transition Into the Large Company: The ContactNet team has used Yammer to connect to new colleagues, helping to integrate the companies.Identification of Areas of Potential Expansion: ContactNet is as valuable for law firms as it is for banks, accounting firms, consulting firms, and other relationship-oriented organizations. Yammer has helped connect the ContactNet team to sales channels for these verticals throughout the organization, around the world.Faster Integration of ContactNet Product: Yammer has increased ContactNet’s visibility amongst Thomson Reuters product managers worldwide, accelerating plans for integration and bundling.Increased Access to Pertinent Expertise: The ContactNet team has been able to identify key people within Thomson Reuters for relevant projects, ranging from mobile device strategy to product design
How do we know if we are heading in the right direction?If the latest new product of new service will be successful?Or even if the big project will complete on time? Should we staff up? Should we get external help? Not always easy to know.By leveraging the insights of its diverse and knowledgeableemployee community via the Crowdcast Team IntelligencePlatform™, EA realized $15- 20Min additional revenues as aresult of optimizing marketing spend around top quality games.
Can we embed one hospital video here? http://www.youtube.com/user/ChildrensHospitalStl#p/u/1/qdJypP2utoM