Social Media For The Enterprise

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by Dr. Cindy Gordon at the Visability event, Conversations, Connections & Opportunities, May 27, 2010

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Social Media For The Enterprise

  1. 1. Conversations, Connections and Opportunities Social Media for the Enterprise Dr. Cindy Gordon, CEO, Helix Commerce Vice Chair, iCANADA www.helixcommerce.com www.helixvirtualworlds.com cindy@helixcommerce.com (416)230-6538 mobile (647)477-6254 office http://helixcommerce.blogspot.com/ http://twitter.com/helixcommerce http://stores.lulu.com/helixcommerce http://www.cata.ca/Advocacy/iCanada/default.aspx 1 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  2. 2. Dr. Cindy Gordon contributed the chapter on Web 2.0 technology strategy, best practices, and implementation guidelines. Two new books scheduled for release in 2010 on Virtualization of Business and Socialization of Knowledge. (want a copy contact us at cindy@helixcommerce.com) http://stores.lulu.com/helixcommerce Helix specializes in Innovation & Next Generation Business Models © 2009 Information is not to be copied without permission by Helix Commerce International Inc. 2 2 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  3. 3. Agenda • Growth Trend Spotlights • Social Media in an Enterprise Environment – Individual & Culture – Organization – Operations – Strategy • Case Study – P&G • Questions and Answers 3 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  4. 4. Social Networking Global Trends  Demands Enterprise Attention 4 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  5. 5. Enterprises are Active in Social Media… but many are still holding back. 5 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  6. 6. Enterprises are in overload in both email and social media  …..balance is not there yet! 6 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  7. 7. 7 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  8. 8. The Right Media for the Message – Hot Off the Press! Although social media gets the most media attention and is an emerging trend, the most prevalent means of communications continue to be things such as e-mail, intranet and staff meetings; however, while employees have a keen interest in job security, 24 percent of companies provide no information on this topic. (Sample Size 328 Organizations represent over 5M employees) Technology Print In person Social  Intranet E‐mail Printed  Town halls Staff  Other face‐ None media materials meetings to‐face Business  12% 70% 70% 37% 56% 73% 44% 2% Performance Business  11% 53% 55% 26% 54% 65% 40% 7% strategy for  riding out the  downturn Financial  5% 43% 29% 27% 23% 37% 34% 19% education Customers 15% 47% 47% 37% 31% 54% 45% 10% Pay 1% 43% 44% 38% 13% 27% 58% 5% Benefits 4% 61% 54% 51% 21% 32% 51% 3% Job security 6% 29% 31% 15% 28% 45% 48% 24% 8 © 2010 Information is not to be copied without permission by Helix Commerce International Inc. Source: Watson and Wyatt, 2010
  9. 9. Agenda • Growth Trend Spotlights • Social Media in an Enterprise Environment – Individual & Culture – Organization – Operations – Strategy • Case Study – P&G • Questions and Answers 9 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  10. 10. An Enterprise has to take into many factors for effective  strategy focus and operational excellence. 1. Environment: What are the key Environment external factors, and how do they influence performance? Strategy 2. Strategy: What is the business Operations mission and strategy? Are they Organization understood? Are tasks aligned with them? 3. Operations: What are people Individual supposed to do? Where do they do it? What technology tools are needed to support them? 4. Organization: How are people organized to support performance? How are they measured? What social and political factors affect performance? Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 20010 5. Individual: Do people have the A successful Enterprise digital social media ability and motivation required to strategy needs to have a strong strategic perform? foundation if it is going to be successful and be sustainable in a large global enterprise. 10 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  11. 11. # 1 – Culture – Individual, Group and Leadership Environment Strategy Behaviors, skills, norms, rituals, and artifacts: Operations Organization learning new ways of working Individual new skills, new communication & interaction styles Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 2010 11 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  12. 12. Environment # 1 – Culture – Individual, Group and Leadership Strategy Operations Behaviors, skills, norms, rituals, and artifacts: Organization Individual Why is Culture the number one nut to Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 2010 crack? Culture has deep roots Culture requires leadership What else? 12 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  13. 13. Growth People 3.0 Innovation Collaboration Cultural Diagnostic Collaboration 7 Leading Dimensions Reflection Ownership Reciprocity Trust Note: Helix Collaboration & © Helix Commerce International Inc. Innovation Health Diagnostic: Over 100 Innovation and Collaboration Capability Questions 13 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  14. 14. Survey Questions from Helix’s Collaboration & Social  Growth Innovation Collaboration Reflection Ownership Reciprocity Media Culture Change Methodologies (sample) Trust © Helix Commerce International Inc. Trust Definition: Trust is the firm reliance and confidence on the integrity, ability, or character of a person. The root of trust is ensuring creative risk taking behaviours (emergent experimentation – think outside the box behaviours are healthy and supported. Authenticity Definition: The quality or condition of being authentic, trustworthy or genuine. Questions: I am encouraged to practice authentic and transparent communication in my daily work interactions. Transparency/Openness Definition: Transparency generally, implies openness, communication, and accountability Questions: 1. Our culture values open and transparent leadership behaviours. 2. My manager actively practices open and transparent leadership communication. Reputation Definition: Reputation is the state or situation of being held in high esteem. Reputation is increasingly important in web based communications as Personal Branding and Online Reputation Monitoring and ones quality on online interactions becomes more visible. Questions: 1. I actively update my personal collaboration profile to keep my colleagues informed of my skills and working status. 2. I regularly add comments to peer postings to acknowledge value of content and increase accessibility. Note: Helix has competency model definitions and culture diagnostic questions to measure collaboration and digital social media health at a culture level. 14 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  15. 15. 1.) An e-Collaboration Leader Demonstrates Trust: Trust Leading Authentic Voice (Uses own voice, informal tone, simple language). Practices Transparency/Openness (Nothing hidden, uses facts). Growth Reputation (Credible voice, influence, subject expertise). Innovation Collaboration Reflection Ownership Example: A Blogger in Sales creates a loyal following. Reciprocity Trust A Sales Manager who consistently exceeds their target begins a blog on Winning Sales Account Management Tactics, and quickly develops a global sales following as the tips and techniques are simple, reliable, and proven. She openly shares what she does every day as her blog is written as a © Helix Commerce International Inc. story of a day in her life in account sales. Employee She is informally mentoring her colleagues - a proven practice for Engagement building rapid trust and the voice is authentic – the real deal! Note: Extract from Helix collaboration and People 3.0 Example: Acknowledging Contributions Training Programs. An employee participates in an online discussion forum, and reinforces a point of view that was initiated by another colleague but does not acknowledge the origin of the insight. This type of behavior is not transparent and does not build a positive reputation. 15 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  16. 16. An Integrated View of the Dimensions and Building Blocks Inputs /Engagement  Dimension (Root) Building Blocks (Branches) Application to Program/Metrics Benchmarks Outputs/Benefits Factors 1.  Authenticity (uses own voice, informal tone, simple language) 1.  Lead selection ‐ start with those that have  1.  One per area/group Trust 2.  Transparency/Openness (nothing hidden; use facts)       authority and influence 2.  >5 reference content  (foundation) 3.  Reputation (credible voice, influence, subject expertise)  2.  Referrer log (# of people referencing content)     (per post) 1.   Comments >5 perpost 1.  Communication/Dialogue (participate in 2 way conversation ) Reciprocity 1.  # comments 2.  # links >5 per post;  2.  Listening (shows understanding of internal customer wants &  (extend beyond  2.  # links;  # updates       updates 1x/day       needs; posts relevant and timely info) self/foundation) 3.  completeness of profiles 3.  % of profiles at 100% 3.  Availability (easily approachable and accessible) Employee  Motivation       complete (monthly) Engagement 1.  1x/day or greater Extracts1.  Accountability (part of goodwill towards company)        Ownership from Helix’s culture diagnostic and measurement toolkits (buy‐in; own process) 2.  Passion (frequency of posts illustrates passion)                 1.  # posts;  frequency of posts (blogs, wikis) 2.  # of individuals posting 2.  % of total monthly       (goal is 100%) 1.  Thinking & Analysis (pausing, reflecting, thinking to improve) Reflection 2.  Story‐Telling (transfer tacit knowledge; buy‐in by capturing stories   (see value and desire  1.  # of stories 1.  2‐3 stories/week       that reinforce eCollaboration business value to improve) 3.  Evangelism (about RIM) 1.  # of Collaboration Rooms Active 1. % of total (monthly) Collaboration 1.  Knowledge Sharing (cross‐functional, cross teams)                                  2.  # Active Communities of Practice 2.  % of total (monthly) Opportunity (embedded as part of 2.  Community (seeks out and actively contributes to groups) 3.  # times environment accessed/day 3.  2‐3x/day Holistic Thinking daily practice) 4.  # locations accessed 4.  >3 areas/day 1.  Knowledge Synthesis (critically reviews information and 1.  # global participants (# users per country) Innovation      knowledge and does sense making for effective knowledge  1.  % of total (monthly) 2.  # cross functional/cross country groups (synthesis and new       translation and transfer) 3.  # new ideas generated 2.  % of total (monthly) Innovation application) 2.  Emergent Experimentation (values new ideas from diverse  3.  5 per month Capability       sources and values iterative design practices) 2.  # of new patents 1.  % (or days) reduced in product cycle time 1.  % or days > zero  Growth 1.  Adaptability (speed to market, reduced costs, eliminate rework,  (full benefits realized)       easy access to people and information) 2.  productivity improvement ($s/hrs ratio) 2.   % or $ saved  Agility 3.  $s saved in travel (cost avoidance ‐ use survey) 3.   >zero Purpose of Culture  Note: The above Culture Diagnostic will be used to highlight the dimensions and building blocks for e‐Collaboration Program success, and illustrate the linkage to appropriate measures/metrics. Helix has a robust digital social media strategy and policy offering to support enterprise customers. Diagnostic: 16 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  17. 17. Have Had Success Creating an Online Community Around a Brand Company Cultural Attribute Agree Disagree Quick to adopt new media  55% 28% technology Value open, honest dialogue  47% 27% about marketing Encourages collaboration  48% 28% between marketing and  others Uses consumer feedback  45% 34% productively to improve the  offering Source: MarketingProfs Fall 2009 Survey 17 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  18. 18. # 2 – Organization There are three proven approaches to developing a Center of Excellence from an organizational design perspective. Full service CoE provisioning: Designates resources to stimulate, World-Class Evidence encourage and help with the transfer of knowledge and leading practices and assist in implementation More Facilitated Tacit Transfer / Advisory Services Practice Evidence Results Achieved Collaboration & Web2.0 Self-directed org. design (web service technology) plus e-Collaboration services and organized networks (CoP practices) to assist in the knowledge Services & Networks creation and transfer processes. Dedicated resources (e.g. e-Collaboration Awareness Evidence managers) add value by scanning the flow of information and organizing knowledge into more usable format(s). Self-Directed Presents employees with self-service technology and then sets them free to use it Explicit Fewer Fewer Resources Required More Research Source: copyright Helix Commerce, 2010 18 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  19. 19. Environment # 2 – Organization (continued) Strategy Operations Organization Social Media Workers More Likely to be High-Level Employees Individual CEO / CMO / CIO /CTO / Owner / 30.1% President 20.5% VP / Director / General Manager 27.6% Source: Dr. Cindy Gordon, 16.8% Collaboration OD Leading Practices Research, 2010 Manager / Supervisor 24.1% 29.2% •High-level executives are Functional Specialist 1.4% 13.3% more likely to be active in social Assistant / Entry Level 2.4% media than not 5.3% Social Media •making that time 10.0% more costly. Admin 3.1% Worker Non SMW •Young staff may None of the Above 3.4% 11.7% not have the experience to be Source: MarketingProfs Fall 2009 Survey leaders in social spaces. • Social Media marketing is NOT free. • Budget for social media in terms of staff time, not media spend. • Social Media is NOT just for the kids. 19 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  20. 20. # 2 – Organization (continued) How Social Media Workers Are Compensated Social media is all I do, and I am paid 3.4% specifically to do it. I participate in social media "on the 7.5% side," collecting additional money. Social media is part of my defined scope 31.9% and included in my compensation I do this in addition to my defined role, 60.8% willingly on my own initiative. 0% 20% 40% 60% 80% Myth: Marketing departments are actually NOT hiring social media specialists •61% are employees doing this work in addition to their defined role •And 32% have social media responsibilities as just part of their job Source: Marketing Profs Fall 2009 Survey © 2010 Information is not to be copied without permission by Helix Commerce International Inc. 20 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  21. 21. Environment Strategy Operations # 3 – Operations  Tremendous Value in Collaboration Practices Organization Individual Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 2010 Improves Employee Fosters Innovation, Engagement Holistic Thinking, Agility • Enables real-time information Value • Loosely coupled networks management and access facilitate networking and to the knowledge sharing • Information rankings based on relevance and usability Enterprise • Real-time collaboration across • Informal knowledge networks organizational & geographic boundaries Example: A financial client tightened reporting cycle times from several weeks to "about 30 seconds" by enabling information submission directly into a team wiki and making that information instantly available to others. Sources: Helix Commerce International Inc. 21 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  22. 22. # 3 – Operations (con’t) There are risks Collaboration & Social Media is not properly  governed or too tightly governed. Finding the Too Much Policy Too Little Policy right balance is • Expectations of younger • Abuse/Misuse key workforce supports • No guidance on appropriate Corporate Adoption & transparency, ‘real-time’ behavior and correction Risks Quality Risks accessibility, less control • Inappropriate behavior finds • Adoption buy-in difficult to way outside of RIM ‘s achieve with too many ‘rules’ firewall (employee activity • Discourages e-Collaboration during off-work hours) use, hence, business value realization Example: A global publisher spent millions on an e-Collaboration environment that no one used because of restrictions on activity (control through designated leads) and lengthy policy documents. They subsequently removed restrictions and went lite on policies. Result was wider e-Collaboration adoption and the rise of online global communities with Marketing leading the way. Sources: Helix and Deloitte Consulting 22 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  23. 23. # 3 – Operations (con’t) Policy Perspective • The Larger the company, the more restrictive the management of social media usage • 50% of large companies have very tight controls on usage vs. only 17% of small 23 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  24. 24. # 3 – Operations (con’t) Discipline and Termination Actions Taken by Companies Overall and by Company Size, 2009 Source: Proofpoint, 2009 24
  25. 25. # 3 – Operations (con’t) IBM’s approach to Social Media Policy is “light” and focuses on  individual accountability consistent with overarching Business  Conduct Guidelines IBM’s Business Conduct Guidelines  • Social Media guidelines supplement  address: the BCG’s with guidance on  • Personal conduct appropriate participation in social  • Employee privacy media (Blogs, Wikis, Micro blogging,  etc.) • Security: Protecting IBM's assets  (physical, information, etc) • Business Conduct (ethics, competition,  etc) Adoption & Quality Corporate Risks Risks • On your own time (conflicts of interest,  insider trading, political life, etc) IBM has officially supported forums for 15 years, and in that time, only 2 infractions of their BCGs in millions of posts 25 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  26. 26. # 3 – Operations (con’t) Policy Best Practices: Top Ten 'Rules of Engagement' • Think About Consequences • Use Your Best Judgment • Quality Matters • Don’t Tell Secrets • Be Respectful • Be Interesting, But Be Honest • Write What You Know About • Don't Write Anonymously • Always Pause and Think Before Posting The above list supports open dialogue and the exchange of ideas 26 Helix has a Policy 3.0 Primer coming out on these leading practices, if you want on our mailing list for this new publication, send us an email.
  27. 27. Strategy Case Study – Proctor & Gamble “doing it right” Research Source: tmp worldwide 27 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  28. 28. Agenda • Growth Trend Spotlights • Social Media in an Enterprise Environment – Individual & Culture – Organization – Operations – Strategy • Case Study – P&G • Questions and Answers 28 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  29. 29. Case Study – Proctor & Gamble “doing it right” To attract the millennial generation P&G had to own a presence in social media. 29 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  30. 30. Case Study – Proctor & Gamble “doing it right” Page Presence includes Facebook, You Tube, Linked In, and coming soon Twitter. 30 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  31. 31. Case Study – Proctor & Gamble “doing it right” Variety of Tactics to drive Traffic: -PPC Media -Job Feeds -Work with Me -Messaging to Fans 31 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  32. 32. An Enterprise has to take into many factors for effective  strategy focus and operational excellence. Environment Strategy Operations Organization Individual Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 20010 A successful enterprise digital social media strategy needs to have a strategic foundation if it is going to be successful and sustaining. 32 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  33. 33. Questions 33 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.
  34. 34. Let’s continu e our dialogu make Canad e to a the most connected an d intelligent n in the world… ation .. Conversations, Contact me fo Connections and r more inform on iCANADA ation stronger and to create a Opportunities more intellige nt nation Social Media for the Enterprise See http://www.ca Dr. Cindy Gordon, CEO, Helix ta.ca/Advoca anada/default cy/iC www.helixcommerce.com .aspx www.helixvirtualworlds.com cindy@helixcommerce.com (416)230-6538 mobile (647)477-6254 office http://helixcommerce.blogspot.com/ http://twitter.com/helixcommerce http://stores.lulu.com/helixcommerce http://www.cata.ca/Advocacy/iCanada/default.aspx 34 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.

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