Organizations are investing in enterprise social networks at an alarming rate. To gain the benefits of improving employee engagement, collaboration, and knowledge sharing requires you to look beyond technology deployment. Attend this session to learn how social tools can play a critical role, what strategies that can help drive organizational change. This session will help IT architecture and infrastructure personnel understand #esn adoption issues, the role of change management, and alignment of social tools with strategic business initiatives. As part of this session, we’ll also look at a customer case study on how Yammer is continuing to transform a global organization.
Agenda:
1. Social Maturity – present how social enterprise networks have changed over the course of the past decade (atlassian, give, newsgator, sp2010, yammer)
2. Creating a Collaborative / Social Environment – what are some of the top ways organizations are changing the traditional collaboration model and the risks involved.
3. Enable business value – scenarios and opportunities to create business value
4. Change Mgmt models – what training, governance and adoption strategies work and where your organization fits.
6. Today I Learned
• Assess my organization’s social maturity
• Effectively Work Out Loud
• Enable business value without being disruptive
7. My name is…
Challenging the status quo
Kanwal Khipple
Founder, Principal Consultant
Creative Lead World’s 1st Office 365
based intranet and award winner
(Nielson Norman 2014).
.
Jen Burke
Project & Process
Development Manager
The Travel Corporation
.
8. You’ll love the way we work. Together.
User
Experience
Business
Strategy
Technology
Architecture
12. Work like a network?
• Awareness and embracing a new approach
• Social doesn’t equal slacking
• Open doesn’t equal insecure
• Publish then perfect
• Authoritative content is not the only kind that offers
value
16. How does your organization rank?
No Process
Informal Process,
Randomly Performed
Formal Process,
Routinely Performed
Define and measure social metrics
1 3 5
Define objectives aligned with target
audiences and social metrics
1 3 5
Create a social engagement strategy
with a tactical plan of action
1 3 5
Select processes that fit social
platform architecture and tactics
1 3 5
Social Maturity Rank Trial Phase 4-6 Transition Phase: 8-16 Strategic Phase: 18-20
17. The point is to extract learning FROM work,
not impose more work
18. Adoption Model
• Baseline - define where you are currently and objectives for improvements
• Plan a Pilot - prioritize social capabilities and define training, pilot and
standards
• Training & Piloting - introduce non-disruptive social capabilities with
greatest potential value
• Launch and Drive Success – communicate effectively on purpose and value
• Adapt and Iterate - collect metrics, tweak processes as required and
integrate into how you operate
19. If what you’re doing isn’t worth sharing,
then why are you doing it?
20. “Social Enterprise is
implemented 80% through
organization culture and
20% through technology.”
- Gartner, September 2012
Transforming Culture + Deploying Technology
TechCulture
22. Social communities leverage an increasingly
expensive asset – people – by allowing them to
work out loud, connect with more people,
establish trust, and find relevant information
and solutions more quickly.
Rachel Happe
28. Who We Are
3025
Yammer Users
25+
companies globally
600+
Yammer Groups
The Travel Corporation
29. Why Yammer?
• One application for global
communications.
• Best solution to build our social
business & improve business
agility.
• Quick to implement.
30. Adoption Plan
• Used Yammer’s ‘Quick Launch’ plan.
• Executive and HR buy in.
• Yambassadors Team in every office.
• Made it easy to reach for help.
• Made it fun!
31. Our Journey So far?
• Gave us the business agility & social business we needed.
• Has become imbedded into business.
• Continuous quarterly health checks.
• Helped with our company culture.
• Part of our normal work life.
40. Ways to Drive Business Value
1. Encourage Sharing
2. Capture Knowledge
3. Lunch and Learns
4. Yambassadors
5. Praise an employee
6. Enable Action
7. Empower Employees
8. Post an idea and ask for feedback
9. Start a group
41. If everyone in the team narrated their work
openly, we wouldn’t need any meetings to
assess project status and we would gain a
lot of time.
Jerden Sangers
42. Today I Learned
• Where my company is in their social maturity
• How to effectively Work Out Loud
• Can I enable business value without being disruptive
43. Got Yammer! Now what?
• Week 1 – motivate and engage the existing
community
• Week 2 – recruit and engage new employees
• Week 3 – showcase the organization, network and
people
• Week 4 – discuss what matters
45. Cultivate relationships
As in any good relationship, your followers require care and
attention. Follow the five-step adoption model in this
presentation to deliver high-quality content that addresses
member needs and you‘ll not only grow your community,
but also forge bonds and foster honest conversations with
potential customers.
Thanks for listening, and happy posting!
48. Connect. Collaborate. Share.
Toronto SharePoint Users Group
http://www.meetup.com/TorontoSPUG/
Toronto SharePoint Business Users Group
http://www.meetup.com/TSPBUG/
SharePoint Saturday Toronto
http://spbuzz.it/spstoyam
The Value of Tribal Knowledge and Strategies to Increase Adoption
Description: Organizations are investing in enterprise social networks at an alarming rate. To gain the benefits of improving employee engagement, collaboration, and knowledge sharing requires you to look beyond technology deployment. Attend this session to learn how social tools can play a critical role, what strategies that can help drive organizational change. This session will help IT architecture and infrastructure personnel understand #esn adoption issues, the role of change management, and alignment of social tools with strategic business initiatives. As part of this session, we’ll also look at a customer case study on how Yammer is continuing to transform a global organization.
Agenda:
1. Social Maturity – present how social enterprise networks have changed over the course of the past decade (atlassian, give, newsgator, sp2010, yammer)
2. Creating a Collaborative / Social Environment – what are some of the top ways organizations are changing the traditional collaboration model and the risks involved.
3. Enable business value – scenarios and opportunities to create business value
4. Change Mgmt models – what training, governance and adoption strategies work and where your organization fits.
Our vision was inspired by looking at the world around us. Social has completely rewired the way we connect.
We’re able to accomplish more, faster, because technology makes it easier than ever to connect with others, build relationships, and share information.
In other words, technology makes it easier than ever to leverage the human network.
There are countless examples of ways social has changed our lives in ways big and small – staying in touch with Facebook, finding job opportunities on LinkedIn, and getting breaking news or even organizing large-scale grassroots movements on Twitter.
Social has also changed your customers’ expectations and behavior. Your customers leverage the speed and flexibility of their networks to make decisions on the go.
In fact, half of all consumers use a mobile device to research products and reviews (ATG Web Commerce, 2011), and 91% of mobile users go online just to socialize (Ruder Finn, 2011).
Because customers are more plugged in and informed than ever before, they expect more from you as a business. They want faster response times, personalized service, and better experiences.
Yet, the apps and services available in our personal lives – the ones that help us make new connections, engage in open discussions, and discover new information – look nothing like the tools we use at work.
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Most companies still rely on rigid hierarchies and legacy tools that leave people and information trapped in silos.
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As a result, companies that are not built to respond effectively to a networked world are finding it difficult to keep up with changing customer needs and market landscapes.
When a business moves slowly, your customers’ needs outpace your ability to deliver, opening the door to competitive disruption.
Take, for example, the bankruptcy of Blockbuster due to the ease of on-demand content from Netflix, or the closing of brick and mortar Border’s stores because of Amazon’s online marketplace and Kindle.
In order to avoid disruption, companies need to be responsive, working faster and smarter together.
1. Social Maturity – present how social enterprise networks have changed over the course of the past decade (atlassian, give, newsgator, sp2010, yammer)
2. Creating a Collaborative / Social Environment – what are some of the top ways organizations are changing the traditional collaboration model and the risks involved.
3. Enable business value – scenarios and opportunities to create business value
4. Change Mgmt models – what training, governance and adoption strategies work and where your organization fits.
1st wave
Email – network file shares, email, calendar and scheduling, bulletin boards, newsgroups and groupware
2nd wave
IM – workspaces (doc libs, forums, calendars), portals, IM and presence, web conferencing, communities, expertise automation
3rd wave
Voice & video – blogs, podcasts, wikis, RSS/atom, social bookmarks, early social network sites
4th wave
Social Networking – activity stream, enterprise social network, social graph, mobile, cloud
Lack of trust with employees
Cannot quantify the ROI
Lack of executive sponsorship
Focusing on the technology (biggest debate right now is sharepoint vs yammer)
Coined by Bryce Williams in 2010 and amplified in a number of blog posts by John Stepper and others, "working out loud" involves narrating your work as transparently as possible
To Work like a Network is not about simply deploying a technology. Technology is in fact only part of the equation. To get the benefits of open collaboration and transparent communication, it is necessary to align the company culture as well.
As Gartner has stated, Enterprise Social is implemented 80% through organization culture and only 20% through technology.
This means there is a big component of change management involved to engage everyone in the organization, embrace a culture of collaboration and work openly.
[NOTE: Open up for discussion with customer if appropriate.]
Using Social In The Flow Of Work: The concepts of "in the flow" and "above the flow" have been applied to wikis, to knowledge management systems and to social platforms. It really boils down to perception -- does the employee view an activity (narrating work, for example) as part of the job or as additional work?
How does working out loud fit?
Working out loud
As an individual is using blog posts, tweets, status updates, etc. to let others know what you are doing or thinking.
As a team member or department member you might also use discussions or blog posts in place of email to do your work with others (assuming they do the same).
Source: altimeter group
44 companies with 250 or more employees
Asked, what are the top goals in deciding to deploy an #esn
1 – creates 2-way dialog, makes business personal, reduce distance to leaders, connects globally, forms private groups
2 – identify expertise, avoid duplication, transfer knowledge, improve best practices
3- solve problems faster/better, bring outsiders in, streamline processes
4 – give employees a voice, make meaningful contributions, increase engagement, satisfaction and retention
• A very successful crowdsourcing tool• Increasingly used as an internal communication channel• A channel for direct discussion between Senior Management and staff from all over the EC on policy issues • A playground for staff to develop their digital competence and their ability to launch fruitful conversations in social media• A tool to enable better knowledge-sharing and frequent mutual support • A powerful collaborative tool, both for internal and external collaboration• The only platform to-date for mass-collaboration allowing staff to tap into the biggest pool of expertise and skills of the EC and with trained community managers (80 people connectors who can disseminate the news around them, in their respective departments). • a space to avoid duplication of efforts, where staff can find out if tbeir idea has already being implemented elsewhere • a place to gather feedback on new services or communication campaigns• A powerful tool to optimise blended learning • An efficient tool for preparing events to reduce the number of meetings and emails • A place for launching successful bottom-up initiatives, and for idea generation • Finally, the tool allowing managers to listen to Staff concerns and respond in a quickly manner to HR Decisions in order to become a more responsive organisation