In the professional services industry, expertise is one of your most valuable resources. Yet it's often fragmented and distributed haphazardly around your whole organization. And, since it's impractical to have all your employees working on one client all the time, your company's ability to grow depends on making expertise available to more clients more often by tapping into the collective knowledge of the organization. HLB Mann Judd, the fast growing, dynamic network of professional accounting firms and business advisors, is no exception to this rule. They recognized that endless email chains and phone-tag aren't the best way to communicate and share information. So they turned to an Enterprise Social Network because the research firm, McKinsey Global Institute, estimated that an ESN can streamline the internal search for experts and information by 35 percent.

1. Making the Most of Your
Company’s Untapped Expertise
Welcome to today’s webinar!
There will be silence until we begin today’s presentation.
Today’s twitter hashtag is #tibbr

2. Speakers
Jacqui Walford
Director of Marketing & Business
Development
HLB Mann Judd
Leandro Perez
@leandro_perez
Head of Product Marketing, tibbr
TIBCO Software Inc.
#tibbr

3. Company Overview
TIBCO Software
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Founded in 1997
$1.1B revenue in 2012
70 offices, 25 countries
4000 customers
200 partners
3500 employees
tibbr
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Millions of subscription users
100+ countries
Experienced implementation team
Customer success program
24x7x365 global support

4. Mid-tier Australasian
Accounting Network
12 Member Firms
600 Staff
Brisbane
Gold Coast
Lismore
Perth
Perth
Insolvency WA
Adelaide
Sydney
Wollongong
Melbourne
Hobart
Member firms in over 100 countries
1,900 partners and 14,500 staff
Auckland

5. What Will I Cover?
 Our challenge
 What to look for in an ESN?
 The business case for the Executive
Committee
 Use cases

6. Our Business Challenge
 Connecting independent firms
 Too many systems, intranets and internal
communications practices
 Rapid growth, new national Vision, new leadership
team and external brand project
 Lack of collaboration and finding expertise across the
network

7. Our Vision – developed in 2008
To be the most highly regarded
mid-tier accounting firm, through
the growth of our people and of
our clients

8. HLB Brand Promise
Great people delivering great results

9. External Branding

11. Who delivers on the brand promise?

12. Employee Engagement
 An "engaged employee" is one who is fully involved in,
and enthusiastic about, his or her work, and thus will act
in a way that furthers their organization's interests.

13. Created Team HLB – Our Symbol

14. Internal Brand Strategies
 Build internal brand awareness and pride through
national initiatives and national communication
 Align HR practices, incorporating ‘Team HLB’ and the
Vision and Team Values into
recruitment, induction, performance
management, and team building activities etc.

15. Team Handbook
Vision, Values,
What it Means
to be Part of
Team HLB

16. Team HLB Imagery

17. Internal Communications Tools
 We developed a Team HLB template in our
email marketing system, to be used for
internal staff alerts and newsletters

18. Why an Enterprise Social Network?
 Multiple intranets; no single organization wide destination
 Document repositories not accessible to all employees

19. Why an Enterprise Social Network?
 One of the Association’s
major goals is:
– Fostering Improved
Collegiality &
Knowledge Sharing.
 A system to enable
collaboration and open
communication across the
Association.

20. Why tibbr?
 Met all business requirements
 Relationship and trust established with TIBCO staff
 Customisation and Branding

21. Use Case #1 – Employee On-boarding
 New Employee On-boarding
– Quickly and easily setup new
employees
– Self-branding
– Find and source the communities
and people they need
– Mobile

22. Use Case #2 – Finding Expertise
 Finding Expertise
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Profile page
Search for people, subjects, conversations
No national CRM system, store referral source information in tibbr.
Integration with LinkedIn

23. Use Case #3 – Collaboration
 Communities of Practice
 Document Sharing and Management
 Break down geographic and time barriers

24. Use Case #4 – Corporate Communications

25. Other Use Cases
 Crowdsourcing Ideas
 Event Collaboration
– National conference
 Personal Interest Groups
– National Triathlon

26. Building the Business Case
 Aligned to the Association’s major goal:
– Fostering Improved Collegiality &
Knowledge Sharing.
 Established the ability to foster internal
collaboration and communication between
Member Firms, Divisional and Industry
Groups.

27. Conclusion
 Challenge of different systems and practices and the
need to align strategic planning, external branding
and internal branding.
 The need to increase communication across the
network – and to Find Each Other!
 The business case was aligned to the strategic goals
of the organisation.

28. Take tibbr for a test drive. Visit try.tibbr.com
#tibbr

29. Q&A
#tibbr

30. Customer Stories, Whitepapers and more
@ www.tibbr.com
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