Social Business Collaboration Framework For Success - Workshop

3/21/12 1 © 2011 Computer Sciences Corporation Social Business Framework

SOCIAL BUSINESS COLLABORATION FRAMEWORK FOR SUCCESS

CLAIRE FLANAGAN CSC Director, Social Business

and Community Strategy

J BOYE : NOVEMBER 2011


SOCIALIZE MY INTRANET?


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


LIGHTNING INTRO ROUND #1: WHERE ARE YOU ON JOURNEY?


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


Does Social Collaboration Matter?


Does Social Really Matter?

Social Revolution

Political Revolution

Business Revolution


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


“ “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.

“


What is Social Business?


Social Business Is Not . . .


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


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


Social Business

Inside, Outside, Across the Firewall


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


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


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


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?


Where Do You Start?


http://www.flickr.com/photos/pinksherbet/3569511951/

BE CREDIBLE DO HOMEWORK


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


AIIM Social Business Roadmap Download at aiim.org/roadmap Used with permission

BUILD & EXECUTE YOUR ROADMAP


MITIGATE

RISKS


Mitigate Risk

FUD

DATA PROTECTION

COMPLIANCE


DECIDE GOVERNANCE

Address Policy

EDUCATE STAFF

UPDATE POLICIES

Social Business Framework


Governance Model

Policy Role Courtesy of Megan Murray, reused with permission


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


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?


BREAK: 15 MINUTES


PLAN FOR ADOPTION

You can’t plan to go viral. You can’t go viral if you don’t plan well.


Change Management

Current Transition Future

Project Management

Change Management

With permission Volker Grunauer


1. EXECUTIVES

2. COMMUNITY MGR &

ADVOCATES

3. BUSINESS USE CASES

4. EDUCATION & SUPPORT

Adoption Model


DON’T DO

ExecuEves

Taxonomy PoliEcs/Culture Fit with Other

Tools

Deployment

Staffing

Content ConversaEon

Speed to Users


Adoption Principles


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


Adoption Principles


1. EXECUTIVES AS ADVOCATES

SECURE TOP DOWN SUPPORT


• Executive Blogger

• Leadership Messages

• Strategic Programs

• Assign Advocates

1. Executives as Advocates


2. STAFF COMMUNITY MANAGER


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


"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


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


BUILD GROUNDSWELL

2. ENGAGE ADVOCATES


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


2. Advocates: How To Find Them?

1. Appoint Volunteers

2. Find Natural Champions

3. Ask for Volunteers


RECOGNITION & VISIBILITY

ACCESS

INFLUENCE

PERSONAL TOUCHES

ROADMAP / PILOT

2. Advocates: How To Reward Them?


3. BUILD BUSINESS

USE CASES


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


4. USER EDUCATION AND SUPPORT


FoundaEon

4. Education: Business & Tool Skills


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


Employee •  Social Business Primer: Employees •  Group / Team Management •  Collabora.on 101 •  Communica.on 101 •  Digital E.quebe


Policy •  Policy Awareness •  Policy Compliance

•  Features / Func.ons to comply with policy (i.e. use of access controls) Fo

unda

Eon Ad

vanced


• In-Context Help Content

• Help Desk

• Tutorials

• Formal Training

• Advocate Tier

4. Support: Build Model for Users


MEASURE & MANAGE


Measure. Manage. Adjust. Repeat.

Define Goals

Define Metrics to Prove

Achievement

Gather & Analyze Metrics

Adjust Plans / TacEcs


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


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


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?


Questions and Answers

Questions?


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


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


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

Social Business Collaboration Framework For Success - Workshop

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