The document outlines a strategic approach to rolling out social software in organizations, emphasizing the need for clearly defined business use cases to ensure user engagement and contribution. It suggests starting adoption from core business processes, involving senior managers, and building immediate value to prevent user fatigue and facilitate sustainable content creation. The text also provides examples of successful implementations in different sectors, highlighting the importance of integrating external data to enhance collaboration.

1. Mixing Business processes
& Social software
By Gaurab Banerji
Collaboration Strategist
Tibco Software Singapore

2. Where
to start
a social platform
rollout in your organization
and how?

3. unlike other business software, where users
usually see immediate results,
social software requires users
time, effort
to contribute
& meaningful content
to produce value

4. social software is
unstructured and
therefore needs
clearly defined
business use cases
to succeed

5. Use Cases : layers of abstraction
Least Abstract Client / Project / Focused
Product specific Communication
Department specific
Cross Department
Knowledge
Most Abstract General business sharing

6. a common mistake:
Starting with very abstract use cases
at a broad, general level
• Users do not have a clear direction on
how to contribute or use the platform
• These contributions go beyond their daily
duties and responsibilities which users
generally don’t have time for
• Senior managers are likely not to
participate
• Users Lack incentive to contribute as
value is often uncertain

7. value comes in
very slowly,
causing user fatigue, and
drags out
the adoption

8. so how
do you create
immediate value
in such a platform?

9. a better approach: start
at the core
• Start adoption at the core where abstraction is at its
lowest level
• Identify simple, frequently used business processes that
can be ported into the platform
• Engage senior managers and business champions to
drive the processes in the platform with users

10. define intra-group and
inter-group
business processes
to focus on

11. Intra-group
business processes
Product Marketing Sales /
Development Front Lines
Ideation,
Campaign Targets, sales
project
planning, strategy,
planning, issue
creative, opportunities
resolution,
media, customer
development
strategy feedback,
updates

12. Inter-group
business processes
Product Marketing Sales /
Development Front Lines
Product Customer
updates, feedback,
release plans, campaigns,
feedback policies, plans

13. start with
deep use cases
at the core of
each group

14. example: product development
Core – processes / communication
1. weekly project planning / update from PMs
2. daily progress updates from team leads
3. issue resolution
4. product documentation review
Peripheral - knowledge
1. product strategy
2. competitor analysis
3. product know how / expertise

15. example: prod. dev. & marketing
Core – processes
1. sharing market requirements / reports
2. defining product positioning / strategy
3. specifying product features
Peripheral – knowledge
1. competitor information
2. market trends

16. the result:
• Users know how and what to contribute during early days
• Sustainable content is created without the need to go
beyond everyday activities and busy schedules
• Users see immediate value through effective
communication
• Engagement occurs at all levels
• Adoption starts spreading immediately as more teams start
to port business processes to tibbr
• Inter-group uses cases start to develop
• Longer term value emerges as content builds up and
peripheral use cases develop

17. viral adoption:
Human
Finance
Resources
Product Sales /
Marketing Front Lines
Dev

18. customer example: wholesale banking
customer relationships are key to the business
how tibbr helped RM’s with social client management:
1. Initial focus was purely on client collaboration
2. dedicated client subjects made it easy for all team
members to collaborate on client accounts
3. RMs gain insight from work done with other clients as
well as leverage the entire network of RMs
4. faster deal flow and better service

19. where appropriate,
integrate key
events from
external systems that
support core business processes

20. customer example: shipping (OOCL)
shipping delays are very costly.
how tibbr helped the exception handling process:
1. shipping system triggers delay event into tibbr with details
2. all parties involved receive alert and start resolving the
issue through discussions in tibbr
3. exception handling is speeded up saving all parties
thousands of dollars

21. Where
to start
a social platform
rollout in your organization
and how?

22. recap:
1. Identify groups which require better collaboration
2. Define core business processes and communications
in the form of use cases at the intra group level
3. Gain senior management buy-in to drive use cases in
the platform
4. Expand use cases to cover inter-group processes
5. Integrate external system data to drive deeper
business processes and use cases to apply structure
6. Expand usage to more peripheral knowledge sharing
use cases

23. Thank You
Q&A
By Gaurab Banerji
Collaboration Strategist
Tibco Software Singapore