The anatomy of the perfect collaboration use case
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Build it and they will come? By now, we should all be aware this is not the case… Social and collaboration platforms need to provide demonstrable value, whether in productivity terms for the individual users, or in business value to the organisations involved. Therefore it is imperative that users know why they and how they should come together to use the platform in a strategic manner, to achieve a defined goal. Join this session to hear why this means that platform owners and community managers must develop a roadmap of clearly defined and understood ‘use cases’, the factors and challenges that you need to consider, and how best to support the use cases within your deployment and launch strategy.
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The anatomy of the perfect collaboration use case
- 1. The anatomy of the perfect collaboration use case Stuart McIntyre
- 4. So what did I learn from almost decade of Connections projects? • Very technical • Often run by IT/CIO • Tendency toward ‘Build it and they will come’ • Focused on features, apps and integration • Lacking in measurement and management rigour • Focused on specific existing teams and project process versus on desired outcomes
- 6. The potential value of collaboration is significant: How you implement Social Collaboration makes a difference Customer Results Increase Overall Productivity Improve productivity by setting the right strategic agenda and aligning employees around it Overall Revenue Improvement of 2% to 3% SOURCE: Customer survey, Nov. 2012. Completed by a Top 3 consulting firm. Reduce employee turnover from more engaged employees Reduce Employee Turnover Rate Increase Innovations Speed time-to-market, foster a culture of innovation, and reduce time spent re- inventing the wheel 9% Reduce Support Costs Drive down internal support costs by reducing in-bound support call volume and reducing call time and escalations 15% 24% 4%
- 7. Drive Adoption and Business Value – The Big 5 Q4Q3Q2 Usage Nurturing * The Big Five: 1. Critical Business Initiative 2. Executive Sponsorship 3. ROI Defined 4. PS Implementation Plan 5. Deep and Wide Use Cases Q1 Roadmap in place Live: Use Case 1 and 2 (1x wide and 1x deep) Live: Use Case 3 and 4 Big 5 - In Place *
- 8. 4 simple ingredients… + = A group of people… …doing something … …to achieve value. Ownership
- 9. What are the different types of use cases?What is a use case? DEEPUSE CASE DEEPUSE CASE DEEPUSE CASE WIDE USE CASE Wide use cases provide the foundation for collaboration across an organisation and deliver measurable business benefit where all employees participate. • support broad employee or customer bases • enable a new level of connection and contribution within an organisation • are typically “open” by default Deep use cases address specific business processes and drive business benefits for specific business areas. • support processes within individual work groups, functional team or business groups where “work gets done” • enable a new level of collaboration and productivity
- 10. So what makes a good Use Case?What is a use case? Factors Description Clear Purpose Linked to company strategic imperative at a high level and mapped to a business process Solves a Problem Addresses a business gap or connects business processes. Users can do something (e.g. perform a business process) more efficiently, or at scale, or get something done that was not possible before Sponsorship Has backing from a strategic leader who approves and sponsors the use case for the business topic Community Management Has a community manager assigned to seed, lead, engage and moderate interaction in the use case. Also responsible for onboarding and coaching new members Membership Involves more than one member with clearly defined membership roles Delivers Value Achieves business value (increases top line growth, reduces time / costs, improves productivity, drives innovation, etc.)
- 11. Communications Best practice sharing Onboarding & development Structured Q&A Communities of practice Sales IT HR Customer Service Marketing BUSINESS FUNCTIONS IMPLEMENTATIONPATTERNS © Copyright 2000-2014 Jive Software. All rights reserved. Horizontal growth: Repetition of patterns Phase 1 Phase 1 Phase 2 Phase 2 Phase 3 Phase 3 Phase 2 Phase 2 Phase 3 Phase 3 Drive adoption by replicating established patterns across the business
- 12. Communications Best practice sharing Onboarding & development Structured Q&A Communities of practice Sales IT HR Customer Service Marketing BUSINESS FUNCTIONS IMPLEMENTATIONPATTERNS © Copyright 2000-2014 Jive Software. All rights reserved. Phase 1 Phase 2 Phase 1 Phase 2 Phase 3 Phase 3 12 Vertical growth: Targets single functionHeighten engagement by building on “social habits” within a single area
- 13. Use case definition Foundation to building a collaboration strategy Key user populationsKey use cases Heat map Roadmap How is your company organised? What work can gain efficiency and value with collaboration? Which areas should be prioritised? When will projects be delivered? Collaboration strategy • Goals and objectives • Program success criteria • Change management • Program governance • Policies and procedures • Measurement Foundation to building a collaboration strategy
- 14. Program strategy heat map Value Timing S: Short term (0-3 mos) M: Medium term (4-6 mos) L: Long term (7-18 mos) High Medium Low Use Cases Target Populations Use Case Executive Sponsor Community Manager Enterprise Marketing Sales HR Finance 50,000 5,000 750 4,000 7,500 Strategic Alignment Thomas Jefferson Dan Quayle S M Onboarding Ronald Reagan Richard Nixon M S Sales Enablement George Washington Bill Clinton L M Marketing Campaign Development John Adams Teddy Roosevelt L M M Leader Collaboration Abraham Lincoln Harry Truman L M IT Support John Kennedy Jimmy Carter M S L
- 15. Collaboration Strategy Roadmap Q4/14 Q1/15 Q2/15 Q3/15 Q4/15 Q1/16 Q2/16 Q3/16 Q4/16 Q1/17 Approve Funding Finalise Strategy Use Case A Use Case B Use Case C Use Case D Use Case E Use Case F Use Case G Use Case H Use Case I Use Case J Use Case K Use Case L Use Case M Use Case N Implement Platform
- 16. Use Case Implementation Framework Purpose / Objectives Who are we designing for? How will they work in the future? (‘To be’) How do processes work today? (‘As-is’) Manage – who is going to manage? Design – structure, permissions, UX Measurement – what does success look like? Launch – how are we going to launch?
- 17. Our implementation methodology: Key objectives Drive continued engagement Define the program strategy Iteratively implement use-case-based projects Manage the transition • Identify goals and success criteria • Introduce best practices and proven use cases • Prioritise use cases into program roadmap • Define high-level governance, adoption, and measurement strategies • Design the solution for the desired use cases • Define and implement structural and visual design • Configure the platform to support the use cases • Implement custom extensions or integrations as needed • Test and validate the solution • Execute business readiness plan • Drive awareness • Train users • Recruit and engage advocates • Refine governance model and measurement plan • Manage program initiatives • Measure results • Promote successes • Adopt new functionality as needed • Evolve program strategy to reflect new organisational goals LAUNCHDESIGN & BUILDPLAN MANAGE & GROW
- 18. Our implementation methodology: Key objectives Drive continued engagement Define the program strategy Iteratively implement use-case-based projects Manage the transition • Identify goals and success criteria • Introduce best practices and proven use cases • Prioritise use cases into program roadmap • Define high-level governance, adoption, and measurement strategies • Design the solution for the desired use cases • Define and implement structural and visual design • Configure the platform to support the use cases • Implement custom extensions or integrations as needed • Test and validate the solution • Execute business readiness plan • Drive awareness • Train users • Recruit and engage advocates • Refine governance model and measurement plan • Manage program initiatives • Measure results • Promote successes • Adopt new functionality as needed • Evolve program strategy to reflect new organisational goals LAUNCHDESIGN & BUILDPLAN MANAGE & GROW
- 19. Service Components LAUNCHDESIGN & BUILDPLAN MANAGE & GROW Project & launch management Program strategy Use case definition Business readiness planning Custom training Launch communications SEO strategy Project team training Introductory training Content design Ongoing training Upgrade services Program review Community management & moderation Developer training Technical consulting Premium support Theming tool consultation Custom theme design Data migration services Configuration & implementation Custom development & integrations Platform installation On-premise only
- 20. Launch timeline Program strategy Platform configuration Month 1 Month 2 Month 3 Month 9 Month 12 Month 6 Ongoing technical support Implement additional use cases Intro training Use case definition Content design Theming tool consultation Project team training Stakeholder training Engagement planning LAUNCHDESIGN & BUILDPLAN MANAGE & GROW
- 22. Introduction to Employee Onboarding Bringing new employees into an organisation can be difficult and time consuming. The process may involve co-ordination between many different elements. Departments like HR, L&D and IT need to be involved. Individuals like line managers and buddies. It also needs to be tailored for the requirements of individual Business Units and by role. At the root of successful onboarding is the ability to ensure that an employee is engaged – they understand what they need to do, they feel comfortable in their new surroundings and can become productive and effective as quickly as possible.
- 23. A Customer Example Ricoh uses Rworld for HR and Onboarding. This place contains links and information about benefits, career opportunities, employment policies and FAQ’s to many common questions. The Human Resources place covers all aspects of employment including a section for New Employees at Ricoh. Ricoh
- 24. A Customer Example This Human Resources space has a featured video welcoming new employees to the company. It also contains sections for: ✓ Onboarding new employees ✓ Benefits and wellness information ✓ Career development ✓ Company calendars & events ✓ Community involvement activities Large Financial Institution
- 25. Pag e An example – Anglo American Anglo American’s onboarding process starts before a new employee has officially started. ‘Pre- hires’ are invited to join an externally accessible group to begin their onboarding process through simple document sharing, Q&A and connecting to peers and colleagues. Once officially an employee the process continues and they are invited to ‘All employee’, Business unit and individual role dedicated onboarding plans. In line with the focus on the employee, support is also given to Line Managers of new employees and ‘Buddies’ ensuring relevant stakeholders are clear in their roles in the onboarding process.
- 26. A Customer Example Jive Software aligns new employees with the “People and Places (HR) space to begin their onboarding journey. An extensive new hire checklist is provided which leads employees to the appropriate resource and a specific link for what to do and the time frame to complete it. Individual managers will share similar check lists from a department or role perspective. New Hire buddies are assigned to mentor individuals in the group. The People and Places space also provides: ✓ A sub-space (role permissioned) for manager resources. ✓ Career and job review information. ✓ HR communications and blogs. ✓ A place where new employees ask questions and learn about culture Jive Software
- 27. Suggested Measures: • Turnover levels at 3, 6, 12 month • Completion of checklist items • Survey feedback regarding the onboarding experience • Content relevancy and usefulness Key Considerations for Onboarding & Enablement What does it take to be successful • Defining a simple but complete checklist and adjusting over time • Including links within the checklist to take employees directly to content, systems or related items to complete • Engaging key subject matter experts and executives to drive connection in the onboarding process • Engagement and tracking by mentors and line managers Pag e
- 28. How it can work Official start date Pre-hire Group HR New Hire Role specific A specific ‘New Hire’ sub-space will allow all generic company onboarding to be collated More role-specific onboarding requirements (e.g. location, BU, role) should be captured in a relevant space / group A new employee is able to join a Group that enables them to begin their onboarding process and create connections with other employees A private ‘New Hires’ group will give employees the opportunity to connect with peers 1 2 3 4 New Hire Group
- 29. Example Place Structure • Space and Group hierarchy • Communications and Change Management Plan • Place manager training with procedure guide • Widget placement Global Overview Space Sub- Space Group HR Home Global Overview Department Home Onboarding Materials Department Onboarding Pre- Hires Contains: • New Hire Checklist • Members include: - Onboarding Buddies - Line Managers Contains: • Role Checklist New Hire Group
- 30. Example Overview Wireframe Welcome to Global Onboarding • Formatted text (image or text) • Welcome message – calls to action with top 5 things to do first • Who to contact FAQs • Featured content widget Ask a question • Ask a question widget Checklist • View doc widget HR Toolkit • Formatted text widget • Links to global HR content and places with explanation about each • Links to external platforms (expenses, timesheet,etc) Recent joiners or featured joiner • Formatted text widget or featured user widget Useful Information • Formatted text widget • Links to non-HR content Who is <organisation>? • Formatted text widget • Links to content on vision, culture, strategy, etc. Or email us • Formatted text widget with button or link to ask a private question Place type: space
- 31. Example template: Onboarding Checklist The Onboarding checklist is at the heart of the onboarding use case. The checklist can be updated and maintained by HR: ✓ Add new tasks ✓ Rearrange the order of tasks to be completed As a new employee starts onboarding, the checklist is copied into an individual space for the employee to complete steps and to begin collaborating across the company.
- 35. Top HR Use Cases New employee onboarding. Facilitate the employee onboarding across the organisation by creating a single location for new-hires to become familiar with company policies, benefits and culture. Leadership development. Create a dedicated private community for company leaders focused on management skill coaching and performance review processes. Talent management. Collaborate on organisational development strategies, career descriptions, performance guidelines and compensation policies. HR support. Provide employees with a single location for asking questions, getting answers and submitting formal requests.
- 37. WRAPPING UP
- 38. Some thoughts to end with… • Throw away thoughts of Blogs, Forums, Files and Libraries • Focus on desired outcomes, working out loud, and empowering users (including those outside of the immediate audience) • Spend time on discovery and /definition • How will you measure impact? • Take a fresh look at best practices from outside the Connections community • This is a long-term change management project, not a short-term IT project. Plan your strategy accordingly!
- 39. Any questions?