1. Making the Case for Social
Collaboration in the Enterprise
Jeff Seacrist, VP – Partner Solutions Charlene Li, Partner and Analyst
Jeff Seacrist | @jeffseacrist Altimeter Group | @charleneli

2. Introductions
Jeff Seacrist Charlene Li
VP, Partner Solutions Partner and Analyst
Webtrends Altimeter Group
@jeffseacrist @charleneli

3. WEBTRENDS COLLABORATION
OPTIMIZATION SOLUTIONS
 Optimize internal collaboration
through data
 Insight into what is driving
adoption, engagement, and
organizational maturity
 Ensure enterprise social
networks are delivering
business value
© 2013 WEBTRENDS INC. 3

4. BUILDING ORGANIZATIONAL MATURITY
Create Contribute Connect
Collaborate Consume
© 2013 WEBTRENDS INC. 4

5. The Collaboration Problem
Approaching collaboration In fact, it’s about creating
with technologies first relationships to address gaps

6. Relationships fill two types of gaps
Gaps in information flows Gaps in decision making

7. Social Will
Be Like Air

8. Top Goals Revolve Around Sharing
“How important are the following goals in your decision to deploy an
enterprise social network, on a scale of 1 to 4?”
Sharing of best practices 3.48
Improve employee collaboration 3.42
Facilitate cross-department collaboration 3.41
Facilitate collaboration within a dept/team 3.26
Support a strategic transformation 3.18
Identify expertise around the company 3.14
Create a virtual watercooler 2.93
Improve a specific business process 2.91
Reduce internal emails 2.56
Reduce volume of meetings 2.38
Increase employee retention 2.24
Base: 44 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

9. Impact is Only Moderate
“How much impact has the enterprise social network platform had on
your organization in the following areas? (Scale of 1 to 4)”
Improve collaboration between dept/teams 2.91
Find experts or share expertise 2.79
Create a virtual watercooler 2.77
Sharing of best practices 2.66
Support a strategic transformation 2.35
Reduce internal emails 2.08
Streamline a business process 1.97
Faster decision making 1.95
Reduce volume of meetings 1.84
Employee retention 1.63
Base: 77 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

10. Most Organizations Admit They
Measure Poorly
“How well do you feel your organization is measuring the impact of
enterprise social networking?”
35.7%
33.3%
31.0%
0.0%
Measures very Measures Measures Measures very
poorly somewhat poorly somewhat well well
Base: 42 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

11. Lack of Metrics Means Business
Impact Goes Unmeasured
“How do you measure the impact of enterprise social networking in your
organization?”
52%
43%
29%
26%
19%
10%
7%
Frequency of Percent of Executive Improve a Reducing Reduced Financial
use employees engagement specific internal email employee results
using it and usage business turnover
process
Base: 43 companies with more than 250 employees
Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

12. Four Parts of Social Collaboration
Strategy
Objectives Metrics Relationships Technology

13. Have Clear Objectives
• Identify and prioritize
the gaps that
relationships can fill.
• Design your long-term
goals for the ESN with
purpose.
• Paint the future path in
gold for employees.
Identify and prioritize the gaps that relationships can fill.
Design your long-term goals for the ESN with purpose.
Paint the future path in gold for employees.

14. 4 Ways Enterprise Social Networks
Drive Business Value
1 Encourage Sharing
2 Capture Knowledge
3 Enable Action
4 Empower Employees
14

15. Encourage Sharing
1 •
•
•
•
•
Creates two-way dialog
Makes business personal
Reduces distance to leaders
Connects globally
Forms private groups
1

16. Infosys’s SharePoint community delivers
higher employee satisfaction, faster content
publishing, easy enhancements, and potential
for better customer solutions.
16

17. Nokia’s CEO Stephen
Elop posts
frequently, signaling the
dawning of a new type
of relationship between
leadership and
employees.

18. 18
Thought Starter Questions
Encourage Sharing
1. Does participation improve organizational
culture?
2. Does it promote best practices that lead to
quality improvement?
3. Does it correlate to reductions in issue resolution
time?
4. Does it correlate to an improvement in audit
scores or other measures of risk reduction?

19. Capture Knowledge
2 •
•
•
•
Identify expertise
Avoid duplication and have
better coordination
Transfer knowledge
Improve best practices

20. “Social media allows our people to be
able to drive sales by going to a
specific group on our ESN with
expertise for a particular situation.”
Erin Grotts, Director of Internal
Communications
for Supervalu
20

21. “No single group of employees
is ever left out of critical
conversations or denied access
to necessary information.”
Karen Lee, Sr. Director of
Internal Communication at SAS
21

22. 22
Thought Starter Questions
Capture Knowledge
1. Does collaboration shorten learning curves
and/or training time?
2. Does it lead to reductions in onboarding time?
3. Does it translate to competitive advantage?
4. Does it reduce operational costs and better
leverage employee talent?

23. Enable Action
3 •
•
•
Solve problems faster and better
Bring outsiders in
Streamline processes
2

24. Centralize, Streamline, and Connect
CECOM employees explore the different capabilities of the CECOM worldwide
SharePoint portal at its kickoff event, held June 28, 2012.
U.S. Army CECOM thrives with SharePoint portal
CECOM employees
explore the different
capabilities of the
CECOM worldwide
SharePoint portal at
its kickoff event, held
June 28, 2012.

25. “internal Google”
Nearly all of Deloitte Australia’s
employees use social collaboration
daily, to solve problems and answer
questions faster.
25

26. 26
Thought Starter Questions
Enable Action
1. Does it correlate to improvement in top-line
revenue via customer retention?
2. Does it enable process improvements that lead
to reduced costs?
3. Does it help speed products or services to
market?

27. Empower Employees
4 •
•
•
Give employees a voice
Make meaningful contributions
and innovations
Increase engagement, satisfaction,
and retention

28. We are trying to build a culture that
encourages risk-taking and more
innovation at the front lines. It's
critical to enable people without
going through a chain of command.
Carl Camden, CEO of Kelly Services
28

29. Applebee’s Enables 7,000 Employees in 1,000
Locations Monitor and Respond in Social Media
SHARING
REAL TIME

30. 30
Thought Starter Questions
Empower People
1. Does participation promote employee
satisfaction?
2. Does participation correlate with employee
loyalty?
3. Does more collaboration correlate with stronger
employee performance?
4. Does it correlate with innovation?

31. Four Parts of Social Collaboration
Strategy
Objectives Metrics Relationships Technology

32. Put the Right Metrics in Place
• Measure gap
closing, not
engagement.
• Track
relationships, not
conversations.
Image by StreetFly_JZ used with Attribution as directed by Creative Commons http://www.flickr.com/photos/streetfly_jz/2760882758

33. Identify Appropriate Metrics
• Determine method
– Top-down, bottom-up
– Qualitative and quantitative methods
– A/B testing, correlation
• Prioritize your metrics based on:
– Value
– Ability to measure
– Resources required
– Priority to the organization

34. Sample Metrics
Employee-Based
• Performance
• Satisfaction
• Retention
• Promotion
Organization-Based
• Productivity
• Onboarding time
• Risk reduction
• Audit scores
• Speed to market
Customer-Based
• Revenue/Lifetime Customer Value
• Satisfaction or Net Promoter Score
• Loyalty
34

35. Four Parts of Social Collaboration
Strategy
Objectives Metrics Relationships Technology

36. Invest in Relationship Management
• Budget, staff, and
resource appropriately.
• Get executives involved.
• Foster transparency to
create an open culture.
• Create incentives and
rewards for
participation.
Budget, staff, and resource appropriately.
Get executives involved.
Foster transparency to create an open culture.
Create incentives and rewards for participation.

37. Organize to Scale Social
Decentralized Centralized Hub & Spoke Multiple Holistic
Hub & Spoke
• Identify your organizational model for social.
• Outline the roles and responsibilities of your
measurement team.
• Determine how you will staff.
• Build workflow and communication processes.

38. Four Parts of Social Collaboration
Strategy
Objectives Metrics Relationships Technology

39. Prioritize Technology with
Relationships in Mind
• Choose based on the
relationships you want to
build, not features.
• Prioritize based on your
objectives and need for
integration.
• Have simple guidelines in
place.
• Deploy in one department first.
Look at
usability, governance, data
integration, analytics.
• Consider how and whether
multiple tools will complement
each other.
Choose based on the relationships you want to build, not features.
Prioritize based on your objectives and need for integration.
Have simple guidelines in place.
Invest in evangelists.

40. Technology Options Proliferate

41. How ESNs Mature

42. Maturity Model for Enterprise Collab Metrics
Holistic Metrics
Volume Metrics Correlated Metrics
(Integrated with
(from collaboration (Compared with
Enterprise/External
platform) Enterprise Data)
Data)

43. Social Will
Be Like Air

45. Q&A
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