Arne Sigurd Rognan Nielsen is a senior social business advisor and evangelist at IBM. He has held many positions throughout his career, including photographer, journalist, and writer. Nielsen writes books on topics like sales, marketing, and key account management. He is also an active blogger and advocates for collaboration and social business.

1. « Arne Sigurd Rognan Nielsen loves to call himself
a ‘Wild Duck’ as he tries to think differently about
life. He has held a multitude of positions in his
career: a photographer, journalist, chief editor,
writer, sales manager, personal productivity
arne.nielsen@no.ibm.com
0047 41535313
www.the-nielsen-chronicle.com
@Arne_S_Nielsen
consultant, military professional and, now, is a
collaboration and senior social business advisor
and evangelist at IBM. Arne has also written several
books on themes such as sales, marketing and key
account management, and is a hard core blogger.»
TEDx

2. How to ensure
Social Business adoption
and
realization of benefits

3. Does a Software License
have any Value?

4. NO!

5. A software license
is just a piece of paper and
like any other document, it
has no value in itself..

6. Chris Potts:
You don’t get value out of the
IT investment!
!
!
You get the value from what
people do with it!
* Chris Potts is a corporate strategist, specializing in investing in change and IT

7. Lee Bryant, Headshift:
« I find the whole notion of adoption, which usually means
software adoption, to be slightly problematic. What we really should
be talking about is redesigning organizations and their networks to
harness people power to get things done quicker, better and cheaper,
and enabling businesses to scale in a better way. This, not tool use,
is probably the goal of social business design and Enterprise 2.0.»
!
Source: Behavioural transition strategies for E 2.0
Headshift is now part of DACHIS Group, global advisory practice focused on bringing
social technology to the enterprise.

8. It is all about
reengineering the way
you do business

9. And that means
change of behavior

10. When the behavior change
shows on your bottom line
- that is when the licenses
shows their value

11. New collaboration technologies will impact
on four important aspects:
Changing Attitudes
Changing Values
Changing Goals
Changing Culture!

12. OBS!
Change
Change
Change
Change
is a process, not an event
takes time - there is no quick fix
is social - it involves people
is made real by what people do

13. You should secure internal benefits like this!

14. How?

15. Pattern workshop to prioritize
strategic business areas
1
2
3
4
5
6
Brainstorm
Patterns
Priorities

16. Prioritizing goals!
1
2
Cut meetings to 45 minute from 1 hour
Onboarding
First invoicable day to 30 from 45 days
3
Find the right person who can do a task
50 % faster than today
4
Reduce start up time for projects by 25 %
by sharing project methodology and approach
5
Improve customer service by 10 %
6
Sales Engagement
Integrate feedback in CRM-system

17. Start Small - Think Big - Move Fast!
1
2
3
4
5
6
Start with the basic
Prioritize by patterns
Start change process

18. You need a plan for success!

19. Executive Support and Sponsorship is
The Imperative for Success
Talk. Executives must talk about the benefits than can be
accrued through the use of the new collaboration technology.
!
Action. Executives must actively use the new collaboration
technology as part of their work.
!
Role model. Executives must be role models for the cultural
change, not only participate in the investment funding and
strategical decision.

20. Leaders must lead!
Don’t Tell - Show!
Opinion leader
Followers
New social norm
arises!
Community

21. How to use Executives
Convince senior executives that improvements in performance are
possible and attainable as a consequence of changing work practices.
!
Get senior executives to speak about the new way of doing things,
the new way of working. This should be done in internal town hall
meetings, on the internal CEO blog (!!), in conversations with others,
and so on.
!
Get senior executives to start using the new approach (assuming it’s
relevant to their work), and to be seen as active in doing so.

22. Carrot and stick
- a perfect approach
«One of the more successful social collaboration solutions I’ve
observed was in an organization where a key executive stopped
responding to any email message with an attached document. He
politely replied to each sender that he would read the message when
the message included a link to the document they wanted him to
review rather than an attachment. He truly «owned» the solution and
took accountability for effecting change by modeling the behaviours
he wanted every employee to follow»
!
Susan Hanley, social collaboration consultant

23. Definitions of User Groups
• First wave people
– Early adopters of anything new, advocates, champions, enthusiasts
– Very low need for adoption help
• Second wave people
– The largest body of people in a group, community or
organization
– The target market for adoption help
– Have to understand where, how and why the new tools will
improve their current work

24. Getting beyond the first wave adopters to the
second wave adopters is essential to driving
better business performance.
Second wave people are carrying out vital business activities,
and there are many more of them within any group, organization or
community, and therefore have a much greater impact on business
performance
But they are less capable by themselves of making the intuitive
leap from what the technology does to how they could use it
to do their work better.

25. Don’t be a total
!
BITIOT
Build It and Throw It Out There

26. Roadblocks to Change
• Roadblocks from Individuals
• Roadblocks from Groups
– Fear of the Unknown
– Group Habits
– Comfort with the Status Quo
– Irrevocable Change
– Pushback on Being Forced to
– Work Practice and Technology Are
Change
– No Sense of the Possible
Future Benefit
– Being a Key Stakeholder in
the Status Quo
Inseparable
• Roadblocks from the Organization
– Culture
– Politics
– Systems
– Time

27. Five Models of Change
• # 1 Stages of Change
–Pre-contemplation - people are happy with
status quo
–Contemplation - considering change but no
commitment
–Preparation - decison to change - searching
alternatives
–Action - taking active steps and need support
–Maintenance - change done - new status quo

28. Five Models of Change
• # 2 Diffusion of Ideas
–Opinion leaders demonstrate the change
–Followers adopts the change
–Community adopts new social norm

29. Five Models of Change
• # 3 The Change Journey
–Preparation
–Starting the change journey
–Living the change journey
–Creating skills for working in constant change

30. Five Models of Change
• # 4 Culture and Work Practice
– Changing Attitudes - readiness for openness
– Changing Values - common or individual
– Changing Goals - inform or dialogue
• # 5 Sticks and Carrots
– Punishment/Sticks for short time results
– Financial Reward/Carrots for long time results
– Combination gives increased utility

31. Four Stages of User Adoption
•#
1 Winning Attention
• Executive
• Real
support and sponsorship
life scenarios
• Exemplar
• Roadshow
stories
to show
• Organizational
chaos

32. Four Stages of User Adoption
•#
2 Cultivating Basic Concepts
• Classroom
Training
• Web-Based
Training
• Pages
on the Intranet

33. Four Stages of User Adoption
•#
3 Enlivening Applicability
• Facilitated
Group Re-Imagining
• Over-the-Shoulder
• Embedded
• Sandbox
• Easy
• Build
Watching
Champion
for Experimentation
First Steps
It And They Will Come

34. Four Stages of User Adoption
•#
4 Making it Real
• Zero
• Stop
Other Options
Doing, Start Doing Patterns
• Bulk
Loading Party
• Internal
• You
User Group
know it’s real when:
• Business
gets done in the new system
• Alternative
• Other
systems are removed
people expect you to use it
• The
new system becomes invisible
• The
new system integrates with other systems

35. Adoption Plan Proposal
• Adoption Board
• Maximum 5 members - decision makers, stake holders, IBM
• Kickoffs
• Present Social Collaboration as Consept & Live Demo
• Onsite or online? All Company or Departmental? One or two sessions?
• Super User Group
• 1 - 2 departmental super users - stakeholders
• Education of Super Users
• 2 x 3 hrs sessions - hands on
• Education of Second Wave Users
• 1 x 3 hrs - hands on
• Education of Top Management
• 1 x 3 hrs - hands
• Bulk loading party’s
• 2 x 3 hrs - moving needed old stuff into new system
• Coaching, Coaching, Coaching
• IBM & Superusers in support the first days up and running

36. Kickoff’s
• 08:30 - 09:00 Coffee
• 09:00 - 09:30 The challenges facing our business, 5 minute video
from the CEO
• 09:30 - 10:00 About the new technology, and how it will help us
improve the game
• 10:00 - 10:30 Scenarios from other businesses, with two 5 -minute
video interviews
• 10:30 - 11:00 Coffee, donuts and discussion
• 11:00 - 12:00 Live Demo, Q&A

37. Education Sessions for Super Users
• Hands On Training
• General overview
and demo
– Profiles
– Files
– Activities
– Communities
– Profiles
!
Education Split on
2 x 3 Sessions
Tell- Show - Do!
– Files
– Activities
– Communities
– Blogs
– Blogs
– Wikis
– Wikis
– Ideator
– Ideator

38. Education for Second Wave Users
• Hands On Training
• General overview
and demo
– Profiles
– Files
– Activities
– Communities
– Profiles
!
Education Split on
1 x 3 Sessions
Tell- Show - Do!
– Files
– Activities
– Communities
– Blogs
– Blogs
– Wikis
– Wikis
– Ideator
– Ideator

39. Education for Top Management
• General overview
and demo
– Profiles
– Files
• Hands On Training
One On One
Face To Face
Private Sessions
– Blogs
– Wikis
– Ideator
– Files
– Activities
– Activities
– Communities
– Profiles
!
Education Split on
1 x 3 Sessions
Tell- Show - Do!
– Communities
– Blogs
– Wikis
– Ideator

40. Bulk Loading Party
!
• 09:00 - 12:00
• 13:00 - 16:00
– Update your Profile!
– Upload my 10 most used Files!
– Upload your picture!
– Establish my first Community!
– Invite your network!
– Invite to a Discussion!
• 12:00 - 13:00
– Lunch & Work
• Q&A, Coaching during whole
session
• Coffe, Tea, Refreshments in Place
• Fun & Give Aways

41. Needed Planning & To-Do’s
• Establish strategic plan for Social Business to define what customer want to
achieve and how to measure it.
• Establish and publish the story on «Why We Need To Change The Way We Work».
• Establish members of Adoption Board
• Establish members of Super User Groups
• Establish dates for Kickoffs
• Establish dates for Super User Training
• Establish dates for Second Wave User Training
• Establish dates for Top Management Training face to face and in private
• Establish dates for Bulk Loading Party’s

42. Some useful books on collaboration, social business, communication
and virtual management - most of them available on amazon.com
•
•
•
•
•
•
User Adoption Strategies, Michael Sampson - MUST READ for adoption projects
Collaboration Roadmap, Michael Sampson
Doing Business with IBM Connections, Michael Sampson - MUST READ for IBM’ers
Be Bold!, Sandy Carter - MUST READ for Social Business understanding
Collaboration, Morten T. Hansen - lots of collaboration theory
From Crowd to Community - vision and inspiration, Patrick Savalle, Wim Hofland and Arnd
Brugman - tells how Sogeti implemented IBM Connections in their organization
•
•
Group Genious, The Creative Power of Collaboration, Keith Sawyer
Managing Virtual Teams, Getting the most from Wikis, Blogs and other Collaborative Tools, M.
Katheringe Brown/Brenda Huettner/Char James-Tanny
•
Naked Conversations, How Blogs are changing the way businesses talk with customers, Robert
Scoble/Shel Israel
•
•
•
•
Performance Dashboards, Measuring, Monitoring and Managing Your Business, Wayne W. Eckerson
Strategies and Tools for Corporate Blogging, John Cass
TeamPark - platform and method, Patrick Savalle, Wim Hofland and Arnd Brugman
UNBOSS, Lars Kolind, Jacob Bøtter - MUST READ for Change Management, in Danish, sold as ebook
on AppleStore - very exciting and inspiring bookon management, strategy and, in my mind, about
true Social Business
•
Employees first, Customers Second - turning conventional management upside down, Vineet Nayar

43. Some of my involvements
- adoption, advisory, briefings, training
TV 2, Kristian Gerhard Jebsen, Cermaq, Pronova
Biopharma BASF, Adecco, Geno, Sparebank1 Gruppen,
J. Lauritsen, Folksam, Orkla, Borregaard, Brunvoll,
Deltagruppen, Maintech, Hoegh Autoliners, Hydro,
Nordland Fylkeskommune, Atea, Evry, Crayon, IDC,
J. Boye, Norled, Norwegian Offshore Logistics
Conference, TEDx Trondheim, Norwegian Business
School, Symfoni Software User Group, Norwegian Tax
Authority and many, many others...

44. Useful tools
http:/
/www.ibm.com/smarterplanet/us/en/socialbusiness/overview/index.html
http:/
/www-01.ibm.com/software/lotus/products/connections/
http:/
/www-01.ibm.com/software/lotus/collaboration/assessment/
arne.nielsen@no.ibm.com
0047 41535313

45. Questions?

46. Thank You!
arne.nielsen@no.ibm.com
0047 41535313
www.the-nielsen-chronicle.com
@Arne_S_Nielsen

47. Parts of this presentation is built on knowledge, experience and ideas shared by Michael Sampson in his
excellent books «User Adoption Strategies» and «Collaboration Roadmap». When his next book, «Doing
Business with IBM Connections» is published, I will update this presentation with more specific ideas on
how to adopt IBM Connections.
!
Thank You Michael,
for your inspiration, your knowledge and your willingness to share!
If you want to read more about social business adoption or buy one of Michaels books - click here:
Making Collaboration Work—Culture, Governance, Adoption - Michael Sampson on Making Collaboration Work