Suds Sarronswala - de slimme organisatie
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Presentatie van Suds Sarronswala (wereld natuur fonds) voor het seminar De Slimme Organisatie van DenkProducties
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Suds Sarronswala - de slimme organisatie
- 1. The Smart Organization Staying connected in a connected world Amsterdam, November 8, 2013
- 2. Ref: http://www.stevefogg.com/ โฆmaking our stories, their stories around the digital campfireโฆ
- 3. From Pyramids to Pancakes Copyright: pyramid2pancakes.com
- 4. โFrom Pyramid to Pancake, from memo to memeโ
- 7. Gone social!
- 8. Social โ in the DNA!
- 9. Socialโฆto inspire supporter action
- 12. Earth Hour / WWF Network โข On the leading edge โข Innovator, disruptor โข Yammer champion
- 13. How are we organising? โข Yammer is a powerful resource hub for an idea โข Easy to use, mobile friendly โข Bring all the conversations into the open
- 14. Case Study โ Earth Hour
- 15. Case Study โ Earth Hour
- 16. Case Study โ Earth Hour
- 17. Earth Hour โ Yammer champion
- 18. The change management process
- 19. Case Study โ Global change process Truly Global Yammer - Users 2000 1800 1600 1400 1200 1000 800 600 400 200 0 users
- 20. Case Study โ Global change process Truly Global Yammer - user types per day 300 250 200 150 lurkers likers 100 50 0 contributors
- 21. Case Study โ Global change process Truly Global Yammer - Messages per day 350 300 250 200 150 100 50 0 messages
- 23. Thank You
Editor's Notes
- Thomas Friedman postulated that โThe world is flatโ. This was a reference to the interconnected world and with the internet able to provide services from halfway across the world. Then came social media and a billion people connected to it โ including businesses. Fast Forward a few years and we are moving rapidly to the organizational equivalent of that โ โThe organization is flatโ. There are many experts looking at this phenomenon from a Clay Shirky (Here come everybody) and right here to Menno Lanting (Everybody CEO).I am here to share with you some real life experiences of that unfolding phenomenon.
- SteveFogg talks about how social media is the campfire of today โ the digital campfire. Itโs about sharing stories, of making our stories their stories around this digital campfire. For me, this works for all forms of social media โ platforms that we know and think of instantly โ the facbooks, twitters, instagrams, pinterest etc and enterprise social as well.Ref: http://www.stevefogg.com/2012/09/28/why-social-media-is-the-digital-campfire-of-today/
- As Menno has so cleverly written in his book โ the concept of going from a โPyramid to a Pancakeโ reflects the transition from the organization of old to the one evolving in our time. Gone are the memos from on-high; itโs more a high-five as people crowd into the enterprise social space and chat about the organization and things happening in it โ from all levels. Admittedly, senior people (I mean old people!) take longer to warm up to this if at all and thus itโs penetration amongst management still needs to be watched. But as younger people grow up with the phenomenon, the adoption within organizations will grow โ the โdigital nativeโ will ensure that it becomes the new normal rather quickly.It is also hard to believe that in the fifteen years since I was at MTV responsible for the businesses in India and South East Asia, this transition has been completed. Yes, MTV was very much in the Memo-era where these missives from the top were the โholy grailโ in terms of mass communication within. Yes, I am sure that this has changed rapidly today at MTV. MTV was the ultimate connection with the outside world though โ the young ones at least. Young people wanted to connect with us and in the pre-social era (hard to remember that!) it happened old school style โ with mail! Just to be clear, the set of internal collaborative tools is not just social though that is the fastest growing segment. It also includes Google apps/Google docs/Google sites, Microsoft Sharepoint and similar systems for document sharing and editing as well as resource storage. Collaborative tools also include old style intranets (remember those!) that allow for posting of comments (though of course the engagement element is rather small in these cases) as well as software such as webex that allow for virtual conferencing and document sharing..
- The wordcloud here embodies enterprise social networks taking hold of internal organizational communications and transforming the way it resets the hierarchical architecture in organizations.This collection of words is at the heart of enterprise social. It is about the need for organizations to be transparent, accountable and responsible. For us at WWF it almost feels like we were made for enterprise social since we exhort others to be the same and is thus a โway of lifeโ for us.As the enterprise social grows, we will effectively see the traditional hierarchy breakdown as the power distance from the lower rungs to the boss is seriously decreased or eliminated. Bosses will think more openly and solicit many more ideas. And become more casual in their daily conversations with the teams. Some critical and relevant facts about this phenomenon are: itโs in real time. No more reading outdated memos! Itโs whatโs happening right now in the organization It helps show us the lurkers as well; this is important because it tells us about the level of engagement overall and not just those actively participating. itโs open and therefore people are more responsible and courteous; we know that email can result in bad behaviour โ less so when the delivery is open to the entire network!- Tools such as Yammer especially are at the cutting edge of this development and perhaps our biggest learning was from our cutting edge property, Earth Hour which we will talk about shortly.
- Before we proceed to discuss the engagement with internal audiences further, I would like to stress a point about an organization and social in general. I would like to draw a correlation between internal social success and the fact whether an organization has moved to a deep acceptance of โsocialโ and external audience connectivity. I would hypothesize that successful internal social necessitates a strong external implementation and acceptance first. At WWF we have moved a long way in that journey, that of external social, over the past five years and we are now at a point where we have comfort in not just engaging our supporters but also sharing internal performance data โ for example, we share all our social statistics publicly and for each of our countries globally.... Of course, technically this information is in the public domain but to aggregate this and present it transparently for all our supporters to know about our reach is another thing. Likewise, the breakdown of our data for outreach for WWF and Earth Hour separately builds in yet another level of trust and transparency.
- ....Adoption of this level of transparency and openness contributes greatly to the acceptance of social within organizations โ and this includes ours. It is therefore no coincidence that we saw the real interest and take up of enterprise social once we had hit a certain level in social media generally (use numbers).
- Not only with respect to Facebook and Twitter for public engagement but we are now using Twitter, LinkedIn and more even for recruitment (yes, even HR is using Twitter in addition to LinkedIn!) and addressing specific target groups like journalists for our media outreach โ
- it has firmly moved into the mainstream of the organization with several divisions using it........and even the formal task of recruitment moving to the next level with us encouraging conversations with the hiring manager where the manager is comfortable thus creating a human face to the organization and us being seen as very accessible โ sometimes this saves a lot of time for both parties for example, many people asked whether location could be re-considered and could then decide whether to apply or not.
- Example โ connecting with our supporters and asking them to recruit their friends: The Illegal Wildlife Trade campaign โ global WWF campaign 2012-2013 (comments on the brief and the core of the campaign)Raise awareness of illegal wildlife trade but concrete ask was to gain 1 million signatures on a petition to present to the Thai PM at CITES in March 2012. And....Virtual meets Reality! The photograph you see here is of our head of the Greater Mekong region based in Thailand, presenting our petition to the Thai PM Shinawatra.The PM of Thailand responded to our 1.6 million petition and subsequently went onto make a historic commitment to ban the ivory trade in Thailand that has far reaching implications for illegal ivory trade globally!
- So back to the 2 case studies that I would like to share with you that have exemplified the use of enterprise social in our organization โ the WWF change management process and Earth Hour.Earth Hour is the largest grassroots campaign in the history of the planet. It is the hour, the 60 minutes when we urge the world to switch off their lights to signal solidarity and a need for political action on climate change and sustainability.It started in Sydney in 2007 and has quickly spread across the world.
- In 2013, Earth Hour was celebrated in 154 countries and 7000 cities around the world. At 8.30 p.m. Local time everywhere, the lights went out for an hour from Beijing to Brazil, from Sydney to San Francisco as the voice of the people reverberated through the social sphere reaching 345 million and giving rise to 18 million digital interactions. The fountainhead for this effort is our Earth Hour core team โ a team of 8! These 8 need a very very effective method to coordinate with over 150 countries โ materials, messaging, training for new platforms and coordinating the largest grassroots campaign on the planet.
- In the WWF Network, Earth Hour is clearly the innovator, the team on the leading edge. Our social media journey really started with earth Hour so it was fitting that the enterprise social one would start there too. The good people at Yammer donated us their platform and this was well and truly transformational in the way earth hour was coordinated and managed around the network. As you will see later, earth hour is a genuine yammer champion!
- It is important to note that EH is an open source brand and therefore we have teams not just from wwf but from volunteer organizations, corporates and other NGOs.Once we started using Yammer it was evident that this was a powerful resource hub โ a great idea would be uploaded and effectively the internal crowd would propagate it allowing it to travel across the network on the strength of the idea within.Importantly, it allowed for people to stay in touch with it while on the go since Yammer is mobile friendly and you can have an app for it on your iOS or Android or PC. Further, we used it to bring all discussions into the open to encourage positive, responsible behaviour and to let the crowd decide on answers and acceptable behaviour.As you can see from the Yammer trace map, this was the last execution we had while EH was still based in Sydney last year. Hence you can seeโฆ..The EHN has 606 users,131 countries and several languages etc etc
- The Yammer audience for EH has more than Earth Hour/WWF staff. It has players from our partners as well as from the various countries where we as WWF do not have a presence in.This graph shows that we are able to get more than 50% of our partners/teams engaged with EH over Yammer. Logically the engagement drops off after the event is done at the end of March.
- Apart from the people that we are able to track, we are also able to look at the total resources being uploaded by the various teams. This allows us to quote a global figure as and when required. Importantly, this is several months after the event and before the next one
- Even though we are 3 months from the events execution, and a full 9 months before the next Earth Hour, we can already see the messaging charts growing wrt Yammer.
- It was for these reasons and more that Earth Hour was given the Customerโs Choice Award where the Yammer community voted to award EH as the most effective example of using Yammer to mobilize teams and subsequently massive audiences.
- The WWF Change management process was a global effort that included a fundamental shift in how we planned to become more effective as a conservation organization. Unlike corporate command and control structures and corresponding implementation strategies, this was being done in a federated network of WWF offices. And across all levels of the organization โ this, in my mind and in my experience, is truly unique or at least very special.Enterprise social (Yammer) was chosen as the vehicle (this was a recommendation from me) since it was the only way to allow for total transparency across the 5000+ employees and also to allow for anyone, anywhere to participate at anytime as well as in scheduled YamJams with management around specific issues or just in general. It was also decided that we would have a common platform across the organization and not create different hierarchical or other groups โ in the interest of transparency.This was a special 3 week long staff consultation process that was conducted across the length and breadth of the organization including 3 YamJams with the DG. The three YamJam days accounted for 52% of all messages demonstrating the impact of โhere comes everybodyโ in terms of accessing the head of the global organization.As you can see from the graph above, we climbed to close to 2000 employees in rapid-fire time and it gave us real comfort to know that most of the network was genuinely engaged โ whether actively participating or simply following the proceedings โ this totally beats any email based system on its own. Of course we did use email as well to allow for โnon-usersโ to also get a snapshot now and then.
- The โlurkersโ or those simply witnessing the proceedings are, as you can see, rather significant โ and this is important that we can actually see them. Enterprise social allowed us to see them โ and we could detect the moments or topics that engaged the larger numbers
- Logically, the highest number of exchanges were on the day when more people were online.รverall, I would say that had it not been for social within, we would likely never had had so many people engage in such a short time. Further, we had an outcome where all employees felt empowered to participate and ask questions of anyone (I too was asked specific, pointed questions) and therefore there was a real appreciation of the โtransparent pancakeโ.
- Summary:Collaborative and ConsultativeEfficient and transparentPower distance reduction or eliminationPositive behaviour โ Last and definitely not the least, and this is important, because everyone is on the stage and identified, it forces people to be responsible โ it was very inspiring to see people framing their thoughts and questions with much thought and not being impulsive โ always good to remember that anything on the internet โ internal or external - will last forever!