social business collaboration framework for success - workshop
DESCRIPTION
Provides a framework for planning a successful social business strategy for your enterprise. Presented at J. Boye Arhus 2011TRANSCRIPT
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SOCIAL BUSINESS COLLABORATION FRAMEWORK FOR SUCCESS
CLAIRE FLANAGAN CSC Director, Social Business
and Community Strategy
J BOYE : NOVEMBER 2011
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SOCIALIZE MY INTRANET?
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Agenda
TIME TOPIC
13:00 – 14:00 pm I. Social Business Defined II. Be Credible: A Business Plan Framework III. Mitigate Risk: A Governance Framework
14:00 –14:15 pm Workshop Breakout Activity
14:15 – 14:30 pm Break
14:30 – 15:30 pm IV. Go Viral: An Adoption Plan Framework V. Prove Success: A Measurement Framework
15:30 – 15:45 pm Workshop Breakout Activity
15:45 – 16:00 pm Wrap Up
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LIGHTNING INTRO ROUND #1: WHERE ARE YOU ON JOURNEY?
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LIGHTNING INTRO ROUND #2: MEET YOUR NEIGHBOR (5 MINS)
1. Name 2. Company
3. Job Role (Social Business or Intra
net)
4. Why You’re Here
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Does Social Collaboration Matter?
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Does Social Really Matter?
Social Revolution
Political Revolution
Business Revolution
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By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users.
“ “ Gartner Predicts 2010
“Social Software Is an Enterprise Reality”, December 2009 http://bit.ly/gIthoV
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“ “The intranet is dead. Long live the intranet.”
The Next Web, July 2010 http://tnw.co/eb4YhI
The baseline has shifted…no longer enough to provide sophisticated content management.
Today’s intranet needs to have peer-to-peer engagement and multi-channel communications embedded at their very core.
“
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What is Social Business?
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Social Business Is Not . . .
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Social Business . . .
• Supports Business Goals
• Provides environments where members: – engage, create, organize and share
information – find, connect and interact with others
• Supports teaming, communities and networking with value chain (employees, customers, partners, prospects, alumni, etc.)
Gartner Magic Quadrant for Social Software in the Workplace", Gartner. 25 October 2010, ID:G00207256
Gartner Magic Quadrant for Externally Facing Social Software, Gartner. 5 July 2010, ID:G00201627
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Employee Community
Social Media for Personal
Market/Customer Community
CSC E2.0 POV
Social Business emerged from user-generated, social media revolutions on public internet
Social Business
Social media works the way people work; people centric, not content centric
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Social Business
Inside, Outside, Across the Firewall
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Personal vs. Social Business Goals? Personal Social Business
Personal Internal External
Objective Personal connecEvity
RevoluEonize workplace
RevoluEonize external
relaEonships
Uses Network
Recogni.on Career Search
Innova.on Business Growth Collabora.on
Knowledge Sharing Produc.vity
Thought Leadership Brand Preference Customer Loyalty Co-‐innova.on
New Business, Revenue
Buzzword Web 2.0 Social Media
Enterprise 2.0 Intranet 2.0
Employee Community
Social CRM Social Media
Customer/MarkeEng Community
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Is There Really Business Value? Business Value Key Social Business Driver
ProducEvity • Process efficiency, improved performance • Ad hoc, zero-‐overhead collabora.on • Co-‐innova.on with customers, employees
Cost Savings • Reduced reliance on mul.ple legacy systems • Improved produc.vity in key func.ons • Low-‐cost, flexible infrastructure plaKorm
Growth • Improved innova.on, crea.vity in workforce • Speed to market with new ideas/products • Reduced administra.on, more focus on growth
SaEsfacEon • Enhanced employee morale, reten.on • Improved customer sa.sfac.on, brand affinity • Improved talent acquisi.on and reten.on
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Content Centric InformaEon Push
Content Engagement Community
User-‐Centric AcEvity Streams
1 Way Content Intranet, Portal
Explicit Recruitment WOM Recruitment
Content Owners Top Down
ParEcipaEve User Generated
Fixed Taxonomy Workflows
Emergent Transparent, Open
What’s Different?
From Web 1.0 To Social Business
Social Business Works the Way People Want to Work
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Use Cases Locate
ExperEse Co-‐Create & Collaborate Organize Personalize
Socialize People & Content
Rich Profiles
Avatars
Corporate Directory
Colleagues, Friends & Connec.ons
Exper.se Loca.on
Wikis
Documents
Discussions
Blogs
Polls
RSS Feeds
Ac.vity Streams
Videos
Ideas
Microblog (Status Update)
Liking
Ra.ng
Tags
Invite/No.fy
Groups
Communi.es
Structured Spaces
Projects
Personal Docs
Dashboard
Widgets
Watch
Follow
Track
Subscribe
No.fy
Find Search, Follow, Watch Bookmarks Folksonomy, Tag Clouds Ac.vity Streams
Intelligence Analy.cs Sen.ment Analysis Social Media Monitoring
What are the Key Features?
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Where Do You Start?
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http://www.flickr.com/photos/pinksherbet/3569511951/
BE CREDIBLE DO HOMEWORK
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Be Credible
Do Homework
Define Goals Establish
Sponsorship
Evaluate ROI, TCO Audit
Recommend
Pilot
ProducEon
Socialize — Analyze — Audits — Revise
Review Review Review Decide Review
Integrate
DEFINE GOALS & BUSINESS CASE
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AIIM Social Business Roadmap Download at aiim.org/roadmap Used with permission
BUILD & EXECUTE YOUR ROADMAP
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MITIGATE
RISKS
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Mitigate Risk
FUD
DATA PROTECTION
COMPLIANCE
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DECIDE GOVERNANCE
Address Policy
EDUCATE STAFF
UPDATE POLICIES
Social Business Framework
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Governance Model
Policy Role Courtesy of Megan Murray, reused with permission
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Organize for Social Business
Centralized • One dept. controls all
• Consistent • May not be as authen.c
Distributed • Organic growth
• Authen.c • Experimental • Not coordinated
Coordinated • Sets rules, best prac.ces, procedures
• Spreads widely around the org
• Takes .me
MulEple Hub, Spoke • Similar to Coordinated but across mul.ple brands and units
HolisEc • Each employee empowered
• Unlike Organic, employees are organized
"Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94 “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv
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Group AcEvity
Breakout: Mitigate FUD 10 Minutes Breakout + 5 Minutes Report
What ObjecEons Do You AnEcipate?
How Can You MiEgate These ObjecEons?
• Scenario: You are preparing to deploy your social collabora.on tool to your company.
• Answer: What stakeholder objec.ons do you expect? How can you mi.gate those objec.ons?
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BREAK: 15 MINUTES
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PLAN FOR ADOPTION
You can’t plan to go viral. You can’t go viral if you don’t plan well.
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Change Management
Current Transition Future
Project Management
Change Management
With permission Volker Grunauer
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1. EXECUTIVES
2. COMMUNITY MGR &
ADVOCATES
3. BUSINESS USE CASES
4. EDUCATION & SUPPORT
Adoption Model
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DON’T DO
ExecuEves
Taxonomy PoliEcs/Culture Fit with Other
Tools
Deployment
Staffing
Content ConversaEon
Speed to Users
You can’t plan to go viral. You can’t go viral if you don’t plan well.
Adoption Principles
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DON’T DO
ExecuEves Overlook Find execu.ves to “walk the talk”
Taxonomy Reflect organiza.on chart Allow paberns to emerge
PoliEcs/Culture Ignore Listen, learn, adapt
Fit with Other Tools
Fail to provide guidance “What do I use when?”
Deployment “If you build it, they will come” Plan for adop.on
Staffing Discount Locate advocates Staff community manager
Content Launch a blank slate Seed use cases, groundswell
ConversaEon Think just work, no play Provide “watercooler”
Speed to Users Hold for perfec.on Pilot. Frequent releases
You can’t plan to go viral. You can’t go viral if you don’t plan well.
Adoption Principles
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1. EXECUTIVES AS ADVOCATES
SECURE TOP DOWN SUPPORT
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• Executive Blogger
• Leadership Messages
• Strategic Programs
• Assign Advocates
1. Executives as Advocates
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2. STAFF COMMUNITY MANAGER
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2. Community Managers: What They Do? “Jack of All Trades”
http://www.zdnet.com/blog/hinchcliffe/community-management-the-essential-capability-of-successful-enterprise-20-efforts/913
Community Manager
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"A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 http://bit.ly/fvtslE
2. Staff for Community Management Multi-tiered Community and Advocate Framework
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2. Staff for Community Management Multi-tiered Community and Advocate Framework
"A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009 http://bit.ly/fvtslE
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BUILD GROUNDSWELL
2. ENGAGE ADVOCATES
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2. Advocates: What Do They Do?
3. Provide Member Support
1. Share Community Work
2. Increase Reach (WOM)
5. Provide Trusted Feedback
4. Prune / Curate
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2. Advocates: How To Find Them?
1. Appoint Volunteers
2. Find Natural Champions
3. Ask for Volunteers
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RECOGNITION & VISIBILITY
ACCESS
INFLUENCE
PERSONAL TOUCHES
ROADMAP / PILOT
2. Advocates: How To Reward Them?
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3. BUILD BUSINESS
USE CASES
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3. Build Business Use Cases
• New product development • Innovation • New business & customer support
• Peer support • Career development • Communities of Practice and Interest
• Executive communications & strategy alignment
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4. USER EDUCATION AND SUPPORT
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FoundaEon
4. Education: Business & Tool Skills
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4. Education: Business & Tool Skills Competency
Tier Business Tool Community / Social Media Management
• New Media Skills • Engagement Planning • Brand Strategies & Triage
• How To’s • Use Case Training
Leadership • Open Leadership • Collabora.on for Leaders • Communica.on for Leaders • Social Business Primer: Leaders
• How To’s • Use Case Training
Employee • Social Business Primer: Employees • Group / Team Management • Collabora.on 101 • Communica.on 101 • Digital E.quebe
• How To’s • Use Case Training
Policy • Policy Awareness • Policy Compliance
• Features / Func.ons to comply with policy (i.e. use of access controls) Fo
unda
Eon Ad
vanced
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• In-Context Help Content
• Help Desk
• Tutorials
• Formal Training
• Advocate Tier
4. Support: Build Model for Users
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MEASURE & MANAGE
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Measure. Manage. Adjust. Repeat.
Define Goals
Define Metrics to Prove
Achievement
Gather & Analyze Metrics
Adjust Plans / TacEcs
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Sample* Measurement Framework If Goals Are è Then Measure ê
Connect & Engage Collaborate Improve Business
Vitality System Metrics
Demographics System Metrics
Perceived Value Surveys Story Telling
Business Outcomes Interviews Analysis M
ore Time/More Difficult Less T
ime/Easier to
Gathe
r
* Not exhaustive list of metric options
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Sample* Measurement Framework If Goals Are è Then Measure ê
Connect & Engage Collaborate Improve Business
Vitality System Metrics
• # Follows • # of Groups, Projects • # Group/Project Memberships
• # Discussions / Comments • # New Content/Edits • # Project/Group Ac.vi.es • # Overall Ac.vi.es Etc.
• # “New Product” groups • # ideas generated • # of cost saving ideas
Demographics System Metrics
• # Registered by geo/BU • # Ac.ves by geo/BU
• # geos/BU involved in groups/projects/work items
• # geos/BU involved in new ideas, business
Perceived Value Surveys Story Telling
• Stories proving expert/asset loca.on (serendipity)
• Employee Percep.on of Brand/Company Loyalty
• New hire onboarding success stories
• Stories where teams were more produc.ve
• Highlight co-‐created content
• Time saved loca.ng experts, reusable assets
• How new network connec.ons supported new business wins
Business Outcomes Interviews Analysis
• Time saved loca.ng experts, assets (translate $ value)
• Reduced staff turnover • New hire .me to be produc.ve vs. old way
• $ Value new business wins • # New products/solu.ons • $ Value cost savings realized by team collabora.on
• $ Value new business • $ Value process/cost savings • $ Saved shujng down tools • # New products / services • # Cost saving ideas M
ore Time/More Difficult Less T
ime/Easier to
Gathe
r
* Not exhaustive list of metric options
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Group AcEvity
Breakout: Building Digital Literacy Skills 10 Minutes Breakout + 5 Minutes Report
Employees Leaders Community Mgrs & Advocates
• Scenario: You are building an educa.on program for your social collabora.on tool deployment.
• Answer: What key skills does your educa.on program need to address for each of the following roles?
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Questions and Answers
Questions?
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Online community of professionals where ideas are shared openly, help is freely given, and
supportive, collegial relationships are forged. http://cmtybc.com
Peer network of community, social media, and social business practitioners who meet, discuss
challenges, celebrate successes, hear from experts and further the discipline of community
management. http://community-roundtable.com
Collection of managers in large enterprises charting the course for social business adoption who share common enthusiasm for bringing a
new way of working to the enterprise. http://council.dachisgroup.com
Communities for Community Practitioners
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Other Essential Resources • "A Framework for 2.0 Adoption in the Enterprise", The 2.0 Adoption Council Research Series: Report
No. 1. Gil Yehuda and The 2.0 Adoption Council, November 10, 2009. http://bit.ly/fvtslE
• “Community Managers Part 1: Definition” Gia Talks http://bit.ly/ffuAuJ
• “Community management: The 'essential' capability of successful Enterprise 2.0 efforts” Dion Hinchcliffe http://zd.net/cpvpmQ
• “Community Strategist Role” Connie Benson, http://bit.ly/9I71F4 • “10 Tips for Aspiring Community Managers”, Mashable http://on.mash.to/9ID4Hk
• “What makes a successful community manager?” Jamie Pappas Manager, Enterprise Social Media Strategy http://slidesha.re/aDNEpf
• Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010. http://slidesha.re/gzAn94
• “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv
• Gartner Predicts 2010, “Social Software Is an Enterprise Reality”, December 2009, http://bit.ly/gIthoV
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CSCNews CSC CSC CSCNews
Claire Flanagan Director, KM and Enterprise Social Business, Communi.es Strategy CSC Office of Innova.on Linked In: hbp://www.linkedin.com/in/cflanagan Twiher: cflanagan