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Adoption Of Social Software For Ss

An overview presentation to spark discussion with corporate comms on how to support the adoption of social software

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Adoption Of Social Software For Ss

  1. Adoption of Social Software Chris Sparshott IBM Social Software
  2. Agenda • What capabilities do/will you have? • Adoption strategy why bother? • Bottom-up • Top-down • Work for you?
  3. Capabilities of Social Software @ Customer
  4.  Self Service customizable team sites  Start quickly with the out-of-the- box business templates  Set of connectors to desktop applications  Rich collaborative reusable components with an open architecture for developers  ECM interoperability to provide comprehensive, scalable end-to- end content mgmt.  Built on the industry leading WebSphere Portal platform * These platforms will require a separate purchase when interoperability with Quickr is supported Lotus DominoIBM JCR IBM FileNet * IBM CM * Other (*) Native support Lotus Quickr collaboration and content management portal
  5. 5 Lotus Sametime
  6. Lotus Connections Communities Create, find, join, and work with communities of people who share a common interest, responsibility, or area of expertise Blogs Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blog Dogear Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise Activities Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Profiles Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and responsibilities Homepage Provides you with a consolidated, drag & drop customizable view, via widgets, of the other five Lotus Connections services
  7. Adoption Why bother?
  8. Adoption – why bother? • Value • 6000 employees and only 200 employees using the social software tools provides less value to the business than 1000 employees using the tools. (all things being equal)
  9. The Ladder of Social Software Adoption Creators Collectors Joiners Inactives Spectators Critics Publish a blog Publish your own Web pages Upload video you created Upload audio/music you created Write articles or stories and post them Post ratings/reviews of products/services Comment on someone else’s blog Contribute to online forums Contribute to/edit articles in a wiki Use RSS feeds Add “tags” to Web pages or photos “Vote” for Web sites online Maintain profile on a social networking site Visit social networking sites Read blogs Watch video from other users Listen to podcasts Read online forums Read customer ratings/reviews None of the above Base: US online adults Source: Forrester Q2 2007 Social Technographics Survey 18% 12% 44% 25% 48% 25% Groups include people participating in at least one of the activities monthly.
  10. Benefits of Capabilities • Increased Productivity • Reduced Costs • Cultural change – Enhanced employee engagement
  11. Approach Which one?
  12. Do Nothing?
  13. Top-down Bottom-up Middlespace
  14. Bottom up
  15. Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003. Collaborative & networked IndependentFacilitatedClassroomLearning style Gen Y (Chloe) 1977 – 2000 Gen X (Chris) 1965 – 1976 Boomer 1946 - 1964 Traditionalist 1922 - 1945 Generation Born between… Part of my daily routineNecessarySets me backUnwiseJob changing Unfathomable if not provided Unable to work without it UnsureUncomfortableTechnology use On demandWeekly / DailyOnce per year No news is good news Feedback PartnerCoachGet out of the way Command & control Leadership style Team decidedTeam includedTeam informedSeeks ApprovalDecision-making CollaborativeIndependentHorizontalHierarchicalProblem-solving CollaborativeHub & SpokeGuardedTop downCommunication style Continuous & expected Required to keep me Too much and I’ll leave The hard wayTraining The difference in the Generations
  16. Identify the human hubs Known & Unknown (advocates & detractors)
  17. Train the Advocates
  18. Sell to the users & detractors * Directly * Indirectly
  19. • We know what the key problems are • We already have a solution • We have identified advocates (bottom-up) • Create a story line / hook that generates interest – Story 1: Who wants to do less email? – Story 2: Who wants access to accurate documents? – Story 3: Who wants access to information immediately without using email? – Story 4: Who wants to have a video conference and not travel? – Story 5: Who wants to share information in real-time with a colleague working remotely? • Explain how these tools will help • Identify key Evangelist by business unit • Create Volunteer Evangelist team Direct Selling: Marketing 101
  20. • Print – notice boards • Freebie – pen and brochure • Lunch-and-learn • Departmental team meetings • Voluntary team • Be involved with employee communities • Get feedback and publish – “How it helped” – cash / kudos incentive • Videos – YouTube, internally published • Newsletters / email / notice boards • Invite to Lotus Connections communities. Other Promotions
  21. • Convert key users into advocates • Convert advocates into trainers • Convert detractors into happy users • Encourage voluntary participation Conversion through training
  22. • Seeing value • Indirect Encouragement • Peer enthusiasm • Word of mouth (Conversation) Indirect Selling
  23. IBM’s Adoption Approach
  24. • The social software adoption program primarily focuses on enabling employees to help one another • Participants have a clear path to do so: IBM’s Adoption Program
  25. • Communication about social software adoption efforts abound: – Intranet news articles written by corporate communications – Wiki, managed by the dedicated team – Blogs, shared bookmarks, shared files, and forum entries, written or identified by individual contributors – tagged with a codeword for easy findability and ease of subscribing Frequent and Open Communication
  26. • The Ambassadors community, launched November 2007 and is comprised solely of IBM volunteers – includes a participant awards program • Ambassadors are self-defined social software experts who help individual IBM employees, teams and communities with using social software • As an ambassador, you can volunteer to: – organize and run clinics, lunch and learn sessions – lead or work as a consultant in jumpstart engagements – create and/or recommend material for Getting Started – share success stories, evangelize at events Employee Participation
  27. Top Down
  28. Management * The process is… * All new projects will… * Our success depends upon you doing… * I participate so should you… * Encourage and foster adoption * Investment ($$) for * Training * Communications * Recognition & Rewards
  29. Summary • Generational Resistance • Bottom-up & Top-down for success • Open communication • Rewards and Encouragement
  30. Will any of this work for you? • Where has your organisation been successful at deploying tools and getting (near) universal employee uptake? • What methods sit well with your business culture? • How do you measure your success?
  31. Where to next
  32. IBM Thank you Chris Sparshott IBM Social Software
  33. Chris Sparshott (Sparkbouy) Portfolio Blog IBM