SlideShare a Scribd company logo
Social collaboration: A path to
business value
YouToo Conference, Kent State University
April 2016
Page 1 Social collaboration: A path to business value
Amy Dolzine
Global Knowledge Awareness Advisor
EY
Cleveland, Ohio
@amydolz
Introductions
Page 2 Social collaboration: A path to business value
Failing to plan is planning
to fail …
– Alan Lakein
Page 3 Social collaboration: A path to business value
Who is EY
EY is an organization of
member firms operating
in 150 countries.
► We collaborate globally to offer
audit, tax, transaction and
advisory services.
► Each service line has a wide,
diverse range of business units
and offerings.
► Our organization is constantly
growing and evolving.
We compete in a market
where insights are the
product: knowledge
is and will be a
key differentiator in
building a
better working world
Page 4 Social collaboration: A path to business value
Current state of social collaboration at EY
Page 5 Social collaboration: A path to business value
Keys to our and your success?
Page 6 Social collaboration: A path to business value
Keys to sustained success
2
Be intentional with your strategy and define success
Start with a strategy focused on the outcome – the business value social
will generate.
3
Use the levers to your advantage
Incorporate the three levers to drive successful adoption, engagement,
and business value.
- Purpose.
- High quality community management.
- Measurement and iteration.
1
Know your organization
Understand and factor in the key aspects of your organization, culture,
people.
Page 7 Social collaboration: A path to business value
#1 – Know your organization
Given our environment,
an initial strategy for
responding to risk
concerns was critical.
Risks
► Client confidentiality
► Brand and reputation
► Information security
► Data privacy
Automated
monitoring
Auditing
Access
management
Data
purging Moderation
Terms
of use
Page 8 Social collaboration: A path to business value
#2 – Be intentional with your
social strategy …
Outcomes
Leader
engagement
Resourcing for
engagements
Awareness
across lines of
business
Personal brand
building
Quick
collaboration
On-boarding Expertise
location
Informal team
communications
Scenarios
Increase
competitiveness
Create high-performing
teams
Page 9 Social collaboration: A path to business value
… and define success
IndiaUSAustraliaUKAustralia
Quick collaboration
Awareness across lines of business
Leadership engagement
Expertise location
Resourcing for engagements
Personal brand building
Page 10 Social collaboration: A path to business value
What is required to support the long term
vitality of social collaboration?
Page 11 Social collaboration: A path to business value
#3 - Key levers of adoption, engagement and
business value
Clarity of purpose
High quality community management
Measurement and iteration
1
2
3
Page 12 Social collaboration: A path to business value
Clarity of purpose
One mechanism to achieve clarity is through our
approach to group management.
► Strategic – purpose is directly aligned with the overall strategy
► Visible – heavily promoted and obvious to users
► Vital – mutual responsibility for long-term success
► Expedient – focus on day-to-day needs and may not persist
► Organic – user initiated and managed
Tactical Groups
(bottoms up approach to social)
Verified Groups
(top-down approach to social)
Page 13 Social collaboration: A path to business value
High quality community management
We see a direct correlation between group success
and the quality of community management.
0
1
2
3
4
0
2
4
6
8
10
12
14
16
18
20
Q1 Q2 Q3 Q4
Communitymanagementeffectiveness
Aggregategroupeffectiveness
Community management correlation
Top Q Bottom Q CM top CM bottom
Key success factors:
► Authenticity
► Training
► Mentoring
► Accountability
Page 14 Social collaboration: A path to business value
Measurement and iteration
Adoption
Engagement
Value
► Monthly adoption tracking with leadership of
key lines of business
► Self-serve reports to break down adoption
and raw activity


1 2 3 4 5
► Quantitative and qualitative scorecards
► Peer comparisons pegged to a maturity model
► Dashboards for leadership
$X.Xm
Actual revenue
generated
► High-impact examples of social success
► Link engagement with tangible business value
► Reinforce and debunk any negativity
+
=
Meaningful measurement is critical to inform and drive
future activity.
Page 15 Social collaboration: A path to business value
Keys to sustained success
2
Be intentional with your strategy and define success
Start with a strategy focused on the outcome – the business value social
will generate.
3
Use the levers to your advantage
Incorporate the three levers to drive successful adoption, engagement,
and business value.
- Purpose.
- High quality community management.
- Measurement and iteration.
1
Know your organization
Understand the factor in the key aspects of your organization, culture,
people.
Page 16 Social collaboration: A path to business value
Social Collaboration: A Path to Business Value
Date published: April 2016
For further information, please contact:
Amy Dolzine, EY Knowledge
+1 216 470 1292
Amy.Dolzine@ey.com
Produced by Global Markets – EY Knowledge.
EY | Assurance | Tax | Transactions | Advisory
About EY
EY is a global leader in assurance, tax, transaction and advisory
services. The insights and quality services we deliver help build trust
and confidence in the capital markets and in economies the world
over. We develop outstanding leaders who team to deliver on our
promises to all of our stakeholders. In so doing, we play a critical role
in building a better working world for our people, for our clients and
for our communities.
EY refers to the global organization, and may refer to one
or more, of the member firms of Ernst & Young Global Limited, each
of which is a separate legal entity. Ernst & Young
Global Limited, a UK company limited by guarantee, does not
provide services to clients. For more information about our
organization, please visit ey.com.
© 2016 EYGM Limited
All Rights Reserved.
1603-1853930
ED None
This material has been prepared for general informational purposes
only and is not intended to be relied upon as accounting, tax, or other
professional advice. Please refer to your advisors for specific advice.
ey.com/knowledge

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Internal Social Collaboration: A Path to Business Value With an Enterprise Social Network

  • 1. Social collaboration: A path to business value YouToo Conference, Kent State University April 2016
  • 2. Page 1 Social collaboration: A path to business value Amy Dolzine Global Knowledge Awareness Advisor EY Cleveland, Ohio @amydolz Introductions
  • 3. Page 2 Social collaboration: A path to business value Failing to plan is planning to fail … – Alan Lakein
  • 4. Page 3 Social collaboration: A path to business value Who is EY EY is an organization of member firms operating in 150 countries. ► We collaborate globally to offer audit, tax, transaction and advisory services. ► Each service line has a wide, diverse range of business units and offerings. ► Our organization is constantly growing and evolving. We compete in a market where insights are the product: knowledge is and will be a key differentiator in building a better working world
  • 5. Page 4 Social collaboration: A path to business value Current state of social collaboration at EY
  • 6. Page 5 Social collaboration: A path to business value Keys to our and your success?
  • 7. Page 6 Social collaboration: A path to business value Keys to sustained success 2 Be intentional with your strategy and define success Start with a strategy focused on the outcome – the business value social will generate. 3 Use the levers to your advantage Incorporate the three levers to drive successful adoption, engagement, and business value. - Purpose. - High quality community management. - Measurement and iteration. 1 Know your organization Understand and factor in the key aspects of your organization, culture, people.
  • 8. Page 7 Social collaboration: A path to business value #1 – Know your organization Given our environment, an initial strategy for responding to risk concerns was critical. Risks ► Client confidentiality ► Brand and reputation ► Information security ► Data privacy Automated monitoring Auditing Access management Data purging Moderation Terms of use
  • 9. Page 8 Social collaboration: A path to business value #2 – Be intentional with your social strategy … Outcomes Leader engagement Resourcing for engagements Awareness across lines of business Personal brand building Quick collaboration On-boarding Expertise location Informal team communications Scenarios Increase competitiveness Create high-performing teams
  • 10. Page 9 Social collaboration: A path to business value … and define success IndiaUSAustraliaUKAustralia Quick collaboration Awareness across lines of business Leadership engagement Expertise location Resourcing for engagements Personal brand building
  • 11. Page 10 Social collaboration: A path to business value What is required to support the long term vitality of social collaboration?
  • 12. Page 11 Social collaboration: A path to business value #3 - Key levers of adoption, engagement and business value Clarity of purpose High quality community management Measurement and iteration 1 2 3
  • 13. Page 12 Social collaboration: A path to business value Clarity of purpose One mechanism to achieve clarity is through our approach to group management. ► Strategic – purpose is directly aligned with the overall strategy ► Visible – heavily promoted and obvious to users ► Vital – mutual responsibility for long-term success ► Expedient – focus on day-to-day needs and may not persist ► Organic – user initiated and managed Tactical Groups (bottoms up approach to social) Verified Groups (top-down approach to social)
  • 14. Page 13 Social collaboration: A path to business value High quality community management We see a direct correlation between group success and the quality of community management. 0 1 2 3 4 0 2 4 6 8 10 12 14 16 18 20 Q1 Q2 Q3 Q4 Communitymanagementeffectiveness Aggregategroupeffectiveness Community management correlation Top Q Bottom Q CM top CM bottom Key success factors: ► Authenticity ► Training ► Mentoring ► Accountability
  • 15. Page 14 Social collaboration: A path to business value Measurement and iteration Adoption Engagement Value ► Monthly adoption tracking with leadership of key lines of business ► Self-serve reports to break down adoption and raw activity   1 2 3 4 5 ► Quantitative and qualitative scorecards ► Peer comparisons pegged to a maturity model ► Dashboards for leadership $X.Xm Actual revenue generated ► High-impact examples of social success ► Link engagement with tangible business value ► Reinforce and debunk any negativity + = Meaningful measurement is critical to inform and drive future activity.
  • 16. Page 15 Social collaboration: A path to business value Keys to sustained success 2 Be intentional with your strategy and define success Start with a strategy focused on the outcome – the business value social will generate. 3 Use the levers to your advantage Incorporate the three levers to drive successful adoption, engagement, and business value. - Purpose. - High quality community management. - Measurement and iteration. 1 Know your organization Understand the factor in the key aspects of your organization, culture, people.
  • 17. Page 16 Social collaboration: A path to business value Social Collaboration: A Path to Business Value Date published: April 2016 For further information, please contact: Amy Dolzine, EY Knowledge +1 216 470 1292 Amy.Dolzine@ey.com Produced by Global Markets – EY Knowledge.
  • 18. EY | Assurance | Tax | Transactions | Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com. © 2016 EYGM Limited All Rights Reserved. 1603-1853930 ED None This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice. ey.com/knowledge