Now that you know what you want to improve, how do you go about it?

1. Your Priorities

3. Establish a Vision / Define the Problem
1. Knowing what problem you are trying to solve is key.
2. Quantify the current cost – people and money.
3. Research the savings & benefits of deploying Connections
Cloud
4. Paint a before-and-after picture
5. Find references and examples of success
6. Get willing volunteers to try it out.

4. What makes up a vision?
It’s a one-sentence statement, describing the clear and inspirational long-term change, resulting from the
work.
It needs to be:
 Clear and simple
 Avoid elaborate language and buzz words
 Easily explained by those involved
San Diego Zoo: To become a world leader at
connecting people to wildlife and conservation.
Cleveland Clinic: Striving to be the world’s leader in
patient experience, clinical outcomes, research and
education.
Creative Commons: Nothing less than realizing the full
potential of the Internet — universal access to research
and education, full participation in culture — to drive a
new era of development, growth, and productivity.

5. Ask the organisation…
What needs
to be
changed?
How do we
measure
success?
Why should
we fix
things?
Who does
this affect?
When does
it need to be
done?
What does
success
look like?

6. Example Vision Statement
“Finding documents in our company causes lots of
extra work, affects everyone, introduces errors and
affects our delivery. By implementing a collaborative
document sharing facility which is available in the
office and on the road in the next three months we
will cut duplication, improve quality, reduce re-work
and reduce costs.”

7. Vision Exercise Instructions
Keep the exercise slide up and ask the participants to form into
groups. Ask them to pick one area of collaboration they would
like to fix and to then create definitions for each of these
areas.
Once they have done this, go back to the example vision statement
and ask the teams to create their vision statement.
Write the vision statements on a wallchart or flipchart for later
referral.
Allow 30 minutes for this exercise.

8. Vision
Exercise
• Describe the problemWhat
• Define why this has arisenWhy
• Define who is affectedWho
• Define when it needs to be doneWhen
• Describe what success looks likeSuccess

9. Seek Leadership Approval
Having a vision is not enough
to get leadership onboard…
Reference
Cases
Business
Case
Defined
Leadership
Involvement
Leadership
Approval

10. Reference Cases
Let us help you
find relevant
examples of other
customers doing
what you want to
do, and with the
results to prove it.

11. Which
objectives and
financial metrics
are most
important to
you?
What are you
doing today to
improve these
metrics and
show that you
are improving
the
organization?
How does your
organization
compare to
others in the
same industry?
If you could
change one
aspect of your
work to improve
the
organization’s
performance,
what would it
be?

12. Some Example Metrics, by Line of Business

13. Some examples: Chief Executive Officer
Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Financial growth &
market expansion
Reduce customer
churn and improve
ARPU
Understand and deliver
value to customers
Revenue Growth
Operating Income
Margin
Fixed Asset Utilization
Customer Churn
% revenue from cross-
sell/up-sell
Revenue management
% of cost of customer
service
% sales budget
Business Objective Financial Metrics Operational KPIs

14. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Forecasting and
budgeting accuracy
Manage profitability
and capital structure
Business Insights
Revenue growth
Operating income
margin
Cash operating cycle
Fixed asset utilization
Customer Churn
% revenue from cross-
sell/up-sell
Revenue management
% revenue from new
customers
Customer invoicing
cycle time
Overdue receivables
Business Objective Financial Metrics Operational KPIs
Some examples: Chief Financial Officer

15. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Develop and leverage
technology for insights
Manage network and
data security
Better mobile
accessibility
Revenue Growth
Operating Income
Margin
Fixed Asset Utilization
Customer Churn
% IT expenses
% revenue from cross-
sell / up-sell
% revenue from new
customers
Customer invoicing
cycle time
Business Objective Financial Metrics Operational KPIs
Some examples: Chief Information Officer

16. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Reduce customer
churn / improve
customer loyalty
Personalized offers
Capture customer
insights
Revenue Growth
Selling, general &
administrative expense
Customer Churn
% revenue from cross-
sell / up-sell
% revenue from new
customers
% marketing expense
% revenue from
marketing campaigns
Business Objective Financial Metrics Operational KPIs
Some examples: Chief Marketing Officer

17. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Reduce customer
churn / improve
customer loyalty
Drive operational
improvements
Network reliability
Revenue Growth
Operating Income
Margin
Fixed asset utilization
Customer Churn
% revenue from cross-
sell / up-sell
% overhead costs
% labor costs
% material costs
% logistics costs
Business Objective Financial Metrics Operational KPIs
Some examples: Chief Operating Officer

18. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Ensure secure access
to mobile and web
applications
Ensure system
availability and data
confidentiality
Protect network and
the assets they support
Revenue Growth
Operating Income
Margin
Fixed asset utilization
Customer Churn
% revenue from new
customers
% labor cost
% overhead cost
% new product
development expense
% IT expense
Business Objective Financial Metrics Operational KPIs
Some examples: Chief Security Officer

19. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Spend analysis
Vendor management
Reduce maverick
buying
Gross profit margin
Days in inventory
Days purchases
outstanding
% total cost of
procurement cycle
% value of materials
and services
% value of maverick
buying
Supplier lead time
% supplier discounts
Direct procurement
Indirect procurement
Business Objective Financial Metrics Operational KPIs
Some examples: Chief Procurement Officer

20. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Cost containment
Drive operational
improvements
Inventory visibility
Revenue growth
Gross profit margin
Days in inventory
Fixed asset utilization
% stockout losses
% logistics cost
% warehousing cost
% outbound
transportation cost
% shrinkage
Supplier lead time
Business Objective Financial Metrics Operational KPIs
Some examples: Chief Supply Chain Officer

21. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Reduce customer
churn and improve
ARPU
Channel growth
Cross-sell / Up-sell
Revenue growth
Selling, general and
administrative expense
Days sales outstanding
Customer churn
% revenue from cross-
sell / up-sell
% revenue from new
customers
Qualified lead closure
Revenue management
% sales budget
Overdue receivables
% cost of customer
service
% cost of orders
Business Objective Financial Metrics Operational KPIs
Some examples: Head of Sales

22. Which objectives and
financial metrics are
most important to you?
What are you doing
today to improve these
metrics and show that
you are improving the
organization?
How does your
organization compare
to others in the same
industry?
Attract talent
Retain talent / manage
attrition
Right-size the labor
force
Revenue growth
Selling, general and
administrative expense
% human resources
expense
Labor turnover
Business Objective Financial Metrics Operational KPIs
Some examples: Head of Human Resources

23. Building a Business Case
Try to quantify the time spent by individuals with the current way of working.
Establish the internal cost rate for an hour of someone’s time:
–Gross Annual Salary / Annual Hours Worked = Rate per Hour
Establish the cost of the current way of working:
–Time spent x Rate per Hour = Cost of Process Per Person
–Multiply the Cost of Process Per Person by the number of people.

24. Building a Business Case, Example
Average annual salary of employee in department $50,000
Hours worked per year (8 x 5 x 52) = 2080
Rate per hour $50,000 / 2080 $24
Non-productive time per day 0.5 hrs $12
Non-productive time for the year per person (5 x 52) x $12 $3,120
Non-productive time cost for the department $3,120 x 20 people $62,400
Example: Everyone in 20-person department spends about 30 mins each day
trying to locate information to let them do their job.

25. Building a Business Case, Example
If we can save each user 15 minutes per day by simplifying file sharing, search and discovery…
Average annual salary of employee in department $50,000
Hours worked per year (8 x 5 x 52) = 2080
Rate per hour $50,000 / 2080 $24
Non-productive time per day 0.25 hrs $6
Non-productive time for the year per person (5 x 52) x $6 $1,560
Non-productive time cost for the department $1,560 x 20 people $31,200

26. Building a Business Case
Before solution, departmental costs approx. $60k per annum for one process.
After solution, departmental costs approx. $30k per annum for one process.
Or, put another way, potential savings per user of $1,500 per annum by implementing the system
for one process.

27. Building a Business Case
Task Duration Qty Price $
Initial briefing for users (2 groups of 10) Half days 2 650
Test Migration for one user, checking, training & completion Days 0.5 325
Full migration of remaining users Days 2 1300
Briefing, mentoring and assistance in first day post-migration Days 1 650
IBM Connections Cloud S1 for 20 users ($10/month) Example 2,400
Total services & software $5,325
Per user cost per annum $267
Business Case, part 1

28. Building a Business Case, Summary
Per user cost per annum ($267)
Per user time saved per annum (approx) $1500
Return on Investment per user per annum $1233
Business Case Part 2

29. Worksheet: Our Use Cases
Priority Description Business Area Owner If we improved this we could…

30. Which Use Cases Can you work on today?
Pick 2 -3 high priority cases and match them to the objective, metrics
and KPIs
Priority Description Business Area Objective Metrics Key Performance
Indicator
NOW BUILD A BUSINESS CASEAROUNDTHESE USE CASES

31. Reference
Cases
Business
Case
Defined
Leadership
Involvement
Leadership
Approval
Seek Leadership Approval
Having a vision is not enough to get leadership on board…
Not even is a business case enough sometimes!

32. Just spend a
little time looking
at what people
are adding.
Spend a little
time “liking”,
commenting if
appropriate.
Follow people,
build a network
Call out good
work, post a
status update
about your work
yesterday
Status updates
with call to action
– drive
engagement
Short blog about
your views and
posing questions
of employees
Example Leadership Invovement
Employee
Engagement
Peer Engagement

33. Defined Leadership Involvement
• Remember in most organisations, everyone is interested in what the
leadership says. It might affect their job.
• If one leader is being successful with something, their peers will want to
be seen as being successful too.
• Employee engagement rises when they see their leaders using the
system.
• Employee engagement rises when they are given a call to action –
question to answer, opinion etc.
• Advocate 10 – 15 mins per day / every other day.
• Don’t encourage secretary to post on their behalf – authenticity very
important!

34. Summary