Why good social internal comms creates social external comms

Why good social internal
comms creates social
external comms

Tom Barton, London
26 September 2012

Our story

 Capgemini and our internal social network
 What is Yammer and how does it work?
 Content to create employee engagement
 Internal success means external success

Why good social internal comms creates social external comms | 26 September

Copyright © Capgemini 2012. All Rights Reserved 2

I work for



40 countries and 100 languages
(As of June 30, 2012)

Canada

United States All over Europe

United People’s Republic
Morocco Arab Emirates of China
Mexico Taiwan
India Vietnam
Guatemala
Philippines
Malaysia

Group workforce Singapore
Brazil
121,026
Working offshore
Chile 46,105 Australia

Argentina

Group Headquarters Why good social internal comms creates social external comms | 26 September
Paris, France

A wide range of solutions and services

Consulting  Digital Transformation  Finance & Employee Transformation
(Capgemini  Strategy and Transformation  Supply Chain Management
Consulting)  Marketing , Sales & Service  Technology Transformation

 Application Consulting  Mobile Technology
 Application Development & Maintenance (AD&M)  Open Source / SaaS
 Application Development & Integration / Customer  Software & Quality Management Testing
Application Software Development (CSD)  Enterprise Resource Planning (ERP)
Services  Application Outsourcing  Co-Sourcing/Multi-Sourcing
 Application Lifecycle Services  Business Intelligence
 IT Transformation: Strategy & Architecture  Portals
 IT/IS advisory, design & transformation services (ITS)  Remote Infrastructure Management
 IT governance services & implementation  Data Center and Infrastructure Services
Infrastructure  Data Center Optimization and Virtualization  Network & Security Services.
Services  Cloud computing – IaaS, Google Apps, Office365, SAPaaS  Workplace Services & Virtualization
 End-to-end full-lifecycle Enterprise Services Management  Storage and data management
 Finance and Accounting  Research & Advisory Services
Business  Procurement
  Human Resources
Process Supply Chain Management  Industry specific services for banking
Outsourcing  Customer Operations Management
 & insurance
Management Assurance Services
 Application Management  Mobile Application Development
Local Professional 

High-Tech Engineering
Infrastructure Management
 Business Intelligence
Services (Sogeti)   Workplace Transformation
Testing 
 Data Center Transformation
Security Services



.. in 5 major industry sectors

We offer industry specific solutions across five major sectors
by combining our areas of expertise

Consumer Financial Public
Telecom Utilities
Products & Retail Services Sector

1234 123456 12345

The Group has a dedicated global focus across key industries where we want to lead the
market: consumer products, retail, utilities, tax & welfare, public security and telecom.



Some major wins in the last 18 months

Capgemini Consulting BMW Bank

Applications Services

Infrastructure
Services State of Texas

BPO Production and distribution
of paper in NA

Testing

Application Lifecycle
Services IKEA

Business Intelligence

Smart Energy
Services



45 years of history

1967 1991 2000 2009
SoGETI founded Creation of Gemini Consulting Acquisition and merger with Consulting Services
by Serge Kampf in resulting from the merger of Ernst & Young Consulting to form becomes a global entity:
Grenoble, France five management consulting Cap Gemini Ernst & Young. Capgemini Consulting.
on October 1. firms.
2002
•Sogeti name revived to offer 2010
1968 1993 Local Professional Services. Acquisition of CPM Braxis
Gemini Computer First transformation program of in Brazil.
Systems Inc. based in the Group’s organization, sales
New York. approach, methods and •The Board of Directors name
culture, called “Genesis.” Paul Hermelin, CEO.
2011
Eight acquisitions, including
•Opening of an international training
1973 Prosodie, leader in front office
1996 and conference center in France at
Sogeti, Gemini transaction solutions.
The Group reorganized its Les Fontaines.
Computer Systems and
CAP merged as Cap shareholding and
Gemini Sogeti. management structure and
adopts a new name and a new 2004
logo: Cap Gemini. Name and logo changed to
1975 Capgemini coinciding with global ad
campaign to position “The
First Annual
1998 Collaborative Business ExperienceTM.”
Report published.
Cap Gemini is included on the
CAC 40 listing on the Bourse.
1978 2007
Cap Gemini Inc. Capgemini acquires
established in 1999 Kanbay and Indigo,
Washington DC. Cap Gemini is voted expanding its offshore capabilities in
"European Company of India.
the Year" by the European
Press Federation.
1985
Cap Gemini Sogeti listed on the "Second With over 50 acquisitions
Market" of the Paris Stock Exchange.



… doubling in size in the last 6 years

We are Europe’s largest IT services firm, top 10 worldwide



We are prime candidates for siloisation



Does anyone know where I might find...?



Information is everywhere

Knowledge database

Intranets

Capgemini wiki



Why is this label different to that one?



I’d rather speak to a person

Building the New Connected Enterprise, Tom Bart
© 2012 Capgemini. All rights reserved. 1

In the real world, I’d ask...



Along came Yammer



What is Yammer?

 Yammer is an enterprise social network launched on 10 September 2008
 Three people from Capgemini sign up on 10 September 2008
 ... and start our own internal facebooktwitterblog thing
 Numbers start to grow through word of mouth



Who is number 38?



Growing up quickly

 By March 2009 the Capgemini Yammer network reaches 1,000 members



At once familiar

Settings
Update status

Additional
Name and
apps
picture
including
Private statistics
conversation
s

Announcements
to everybody

Groups I’ve My feed based on the
joined conversations I follow

People to
follow



Available on the device I choose

Web Desktop App SharePoint Twitter

iPhone Blackberry Android SMS iPad



What do we use our social network for?

Riemer K, Diederich S, Richter A, Scifleet S : ‘Tweet Talking – Exploring The
Nature Of Microblogging At Capgemini Yammer’, BIS Working Paper


Requests for information generate quick responses



... and round the clock



Conversations are presented together



Discussions about future trends



Chances to share successes



Sharing industry news



Looking for suggestions and ideas



Water cooler chat



Word travels fast

 By March 2009 the Capgemini Yammer network reaches 1,000 members
 By May 2009, we had reached 2,000 members



Guidelines for use of Yammer issued by CIO

“Yammer is NOT a corporate tool. It is not administered, and so the
access is not controlled. We have then to consider this space as
some kind of grey zone, between public internet and intranet. But
from a security point of view, if it is grey, I am afraid it is black.”
June 2009

November 2009: we have 5,000 members



Along came Yammer…
We piloted Yammer, mobile and rich media


Did it work?

 Yes!
 8,000 new members because of the Rencontres proof of concept project
 Led to negotiations to upgrade; though a little protracted
 In July 2011, Capgemini signed up to premium version of Yammer
 Security
 Analytics
 Control
 27,000 members at official launch
 And this got us thinking...



Best of both worlds

Social media Structured communications

Exponential growth The cornerstone of Capgemini
Huge appetite 100,000 pages – 50,000 media assets
Jan 2012: 35,000 members 80,000 unique monthly visitors
1,200 groups Positive response

Challenges Challenges

• Give more visibility to content • Give more visibility to content
• Encourage more active participation • Encourage more active participation
• Need to leverage better for business benefits • Need to leverage better for business benefits
• Manage groups better • Manage groups better

Objective: Combine the best of two worlds and marry the strengths of social media with those
of a more traditional well-established corporate communications



We were committed to ensure a
single point of entry


Objectives of redesign formed internal campaign

own



What went very well

 27 countries and over 100+ digital
spaces successfully migrated
 Well received by users and Group
management
 Great looking homepages and better
consistency
 Mega menus & external social media



What didn’t go so well

 Browser compatibility issues with front
and back office
 Immediate post launch snagging list
bigger than anticipated
 Yammer embed requires double sign
in for many
 Over reliance on other systems and
services beyond our control including
corporate directory



What did we learn?

 Don’t bite off more than you can chew
 Be wary of over complicated designs that require Java Script
 Beware browser compatibility
 Run real life pilots – learn from real life
 Don’t underestimate the difficulties of
mobile access & security
 Can’t please everyone all the time
 Stick to basics:
 Content / Mobilisation / Measurement /



But what has social internally meant for us
externally?



It is all about social



What have we achieved?

 Right place, right time, right fit: Capgemini + Yammer = complementary
 Simple entry + no barriers = massive growth
 But expect to tackle hurdles along the way
 Find the balance between one-way communication and conversation
 Internal success does mean external success
 Expert Connect success, first six months:
o Number of experts target exceeded by 12%
o Number of ‘social media conversations’ exceeded by 70%
o 72 qualified leads



Contact information

Tom
Barton
Insert Head of UK Communications
tom.barton@capgemini.com
contact twitter.com/tomsmiled
picture twitter.com/CapgeminiUKPR

Capgemini UK



About Capgemini
With more than 120,000 people in 40 countries, Capgemini is one
of the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues
of EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers
business and technology solutions that fit their needs and drive
the results they want. A deeply multicultural organization,
Capgemini has developed its own way of working, the
Collaborative Business ExperienceTM, and draws on Rightshore ®,
its worldwide delivery model.

Rightshore® is a trademark belonging to Capgemini
www.capgemini.com

The information contained in this presentation is proprietary.
© 2012 Capgemini. All rights reserved.

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