Responsive Organization - Agiles Unternehmen
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In der Responsive Organization wird schnell und agil über Abteilungs-, Organisations-, Hierarchie-und Ländergrenzen kommuniziert und kollaboriert. Mitarbeiter sind intrinsisch motiviert, werden vom Management bevollmächtigt und arbeiten von überall aus.
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- 2. Die Welt hat sich zu einem gigantischen Netzwerk entwickelt. #worklikeanetwork
- 3. 1965 - 1980 Generation X „Ich“ Generation 1945 - 1964 Baby Boomer Nachkriegsgeneration 1980 - 2002 Generation Y Social Generation
- 4. Schnellere Antworten Personalisierte Dienste Bessere Nutzungserlebnisse Ihre Kunden erwarten mehr. #worklikeanetwork
- 5. Aber wir arbeiten wie gehabt. #worklikeanetwork
- 7. Schritte zum agilen Unternehmen Von Hierarchien zu Netzwerken Von Kontrolle zur Bevollmächtigung Von Belohnung zu Motivation Vom Kunden zur Gemeinschaft
- 10. RESPONSIVENESS Planning Experimentation Control Secrecy Autonomy Transparency EFFICIENCY
- 11. #worklikeanetwork Arbeiten wie in einem Netzwerk Zuhören Bei relevanten Diskussionen Anpassen und smarter entscheiden Wachsen Mitarbeiter & Business
- 12. Tom bemerkt durch Microsoft Social Listening, dass sich die Kundenstimmung negativ verändert Katrin antwortet, dass sich die Lieferung verspätet hat und fügt auf OneDrive einen Echtzeit-Zeitplan ein Mit Microsoft Dynamics CRM & Yammer kann Tom seinem Team Benachrichtigungen senden, dass sich Kunden nachhaltige Kleidung wünschen Tom prüft den Zeitplan und bekommt Dank Oslo Graph ein weiteres relevantes Dokument empfohlen #worklikeanetwork Zuhören bei relevanten Diskussionen
- 13. Tom entwickelt und teilt eine Geschäfts-präsentation direkt von OneDrive an seine Managerin Dorothee. Dorothee teilt das Angebot mit den Produktsverantwortlichen auf Yammer und sammelt Feedback ein Dorothee setzt in Outlook ein Lync Meeting auf, so dass das Team zeitgleich zusammen am Angebot schreiben kann Nach der Freigabe der Fertigungsleitung stimmt die Geschäftsleitung dieser Maßnahme der Kundenzufriedenheits-steigerung zu #worklikeanetwork Anpassen und smarter entscheiden.
- 14. Dank der Kommunikation auf Lync & Yammer beginnt die Produktion nachhaltiger Mode Tom sieht ein Anwachsen der Kundenzufriedenheit in Microsoft Social Listening und Verkaufszahlen steigen ablesbar in Microsoft Dynamics CRM Existierende und neue Kunden wurden Dank einer Marketing Kampagne durch Microsoft Dynamics CRM mit der neuen Kleidung bekannt gemacht #worklikeanetwork Wachsen des Business
- 15. Zuhören Westfield hat hunderte Geschäfte verbunden, um auf Kunden zu hören. #worklikeanetwork
- 16. Anpassen Red Robin passte sich an neuen Kundenwünsche innerhalb von Wochen statt Monaten an #worklikeanetwork
- 17. Wachstum Xerox schaffte Wachstum von Innovationen durch schnellere Durchführung von Ideen. #worklikeanetwork
- 18. Arbeiten wie ein Netzwerk Beginnen Sie heute mit Yammer. #worklikeanetwork
Hinweis der Redaktion
- Today, the world has become a giant network. People are hyper connected more than ever before. We see this in our personal lives: we talk to our friends and family using Facebook, get the latest news from people across the globe on Twitter, and find our next career opportunity with LinkedIn. Information and knowledge moves faster, and we’re able to accomplish more together because we are connected.
- Wir haben jetzt viel darüber gesprochen, wie man ein Unternehmen für das Social Enterprise ausrichtet. Ja, wir haben auch schon darüber gesprochen, dass jüngere Personen das Social Enterprise schneller für sich entdecken. Ich möchte Sie aber in meinem Impulsvortrag mitnehmen in die Realität, die uns von Kunden jeden Tag zurückgespielt wird, wenn Sie sich Gedanken über eine ganzheitliche IT Strategie machen. Stellen Sie sich vor, ein Unternehmen muss an einem Angebot für eine Anlage arbeiten. Ein erfahrener Experte nimmt die Aufgabe an und sucht in seiner Aktenablage nach Angeboten aus früheren Projekten. Dies nimmt er als Basis für den Auftakt zur Beantwortung der Anfrage. Er arbeitet jetzt mit einer jüngeren Kollegin zusammen, die die technischen Details individuell ergänzen soll. Sie hat mit der angefragten Anlage nicht so viel Erfahrung und bezieht ihr soziales Netzwerk in die Beantwortung der Fragen ein. Nun stellt sich die Frage, ob man für die soziale Arbeitsweise eine weitere IT Plattform im Unternehmen aufbauen sollte oder ob man dort weiterarbeitet, wo die Projektunterlagen bereits liegen. Es macht natürlich sinn einen integrierten Ansatz aufzubauen. Denn dadurch kann der erfahrene Experte mit der jüngeren Kollegen an einem gemeinsamen Ergebnis arbeiten – egal über welche Arbeitsweise: traditionell oder sozial.
- Your customers leverage the speed and flexibility of their networks to make decisions on the go. In fact, half of all consumers use a mobile device to research products and reviews (ATG Web Commerce, 2011), and 91% of mobile users go online just to socialize (Ruder Finn, 2011). Because of this, your networked customers expect more from you as a business. They want faster response, personalized service, and better experiences.
- Meanwhile, inside the four walls of our traditional offices, we continue to work like we always have. Most companies today operate in hierarchies, with information coming from the top down or held up in unconnected systems and broken communication channels. For example, the average knowledge worker spend 20% of their week—one whole work day—searching for information (Interact, 2013). Decision-making slows down, and exchanging information is cumbersome.
- And when a business moves slowly internally, the door to competitive disruption opens. Competitive disruption begins when your customers’ needs outpace what you can deliver. And when this is the case, your customers move on to someone who can deliver: your competitor. Take, for example, the bankruptcy of Blockbuster due to the ease of on-demand content from Netflix, or the closing of brick and mortar Border’s stores because of Amazon’s online marketplace and Kindle. In order to avoid disruption, companies need to be responsive, working faster and smarter together.
- Customer Service: Nationwide Example This works in more established companies, too. Like Nationwide, the national insurance company. Using Yammer, Nationwide began allowing their customer service people to connect more deeply with each other and the rest of the company, to share information that would help them do their jobs. In one instance, the customer service team was trying to help a gentleman whose RV broke down. The customer called Nationwide - but the person who answered didn’t know if the situation was covered under this person’s policy, or who to ask for clarification. The employee posted the question on Yammer, and another rep was able to provide information to quickly right the situation, and provide "emergency funds" so the driver could continue on his family vacation. This type of situation may have taken days to resolve, but because Nationwide allowed their people to connect and work like a network, they got the family back on the road in a matter of hours. What’s MOST amazing about this example, is what has happened since then. The values stated that customer service reps should strive to provide the best service. But the KPIs—the controls put into place to measure their performance—really only judged how quickly they could get of a call. The reps began a conversation on Yammer, questioning the inherent conflict in these priorities. The CEO saw that conversation, agreed with them, and changed their KPI’s to reflect their values. Essentially, he had transparency into what was going on and then gave them more autonomy. The value of this interaction was so obvious to the CEO, they’ve set up a program where a group of 200 customer service people talk directly to Senior Leadership about the trends they are seeing from customers. We can see that even customer service organizations, which are so often optimized for efficiency, are actually able to deliver better on customer service when they work like a network—moving the sliders to the right, and becoming more responsive. You may have also noticed the other big factor that helped Nationwide do this. Their CEO was involved and demonstrated a new type of leadership, where he acknowledged that the organizations policies and values were misaligned. This brings us to the last area we wanted to share with you. Leadership.
- You can, with Microsoft. Microsoft’s vision for Enterprise Social is to empower companies to work like a network. By connecting individuals to a dynamic network of people and information, we help companies listen, adapt, and grow in new ways, enabling them to better understand their customers, respond faster together, and deliver innovative products and personalized experiences. Microsoft’s comprehensive approach to Enterprise Social is unmatched, providing seamless social experiences across the familiar applications people already use – all delivered on an enterprise-grade platform. Enterprise Social helps your business work like a network. Our solutions capture rich conversations and enable group decisions, which ultimately empowers your people to move the business faster—wherever they work.
- When you work like a network, you're able to listen to what matters, adapt to needs and changes, and grow your business. As we all know, important conversations don't just happen in the office. You need to be where your employees, customers and partners are so you can listen to and learn from their changing needs. With Enterprise Social, you have all the tools you need to get a pulse on the conversations happening inside and outside of your business. Workers experience 76% more visibility into other departments or locations, and 80% are more informed with what is happening inside their organization (Business Insights, Yammer, 2013). Further, companies are able to adapt and make smarter decisions because they have listened to the needs of customers and employees. Companies using Enterprise Social have seen a 37% improvement in project collaboration (Inside Communications, 2012). These smart decisions and better collaboration lead to business and innovation growth. 93% of business leaders agree that Enterprise Social tools stimulate innovation within their companies (Red River, 2013).
- Here is one example of how a company worked like a network to improve customer sentiment and grow sales. Adventure Works is a long-time consumer favorite in the outdoor apparel industry because of its durable products. Jimmy, a new member of the marketing team was monitoring Microsoft Social Listening. (1) He spotted a major concern coming from past Adventure Works consumers on both Twitter and Facebook. Customers strongly wanted sustainable products and manufacturing practices. Jimmy, new to the company, was unsure if Adventure Works produced and offered sustainable clothing. (2) Using In-Line Social within Social Listening with Dynamics CRM and Yammer he posed the question back to his team in their Yammer Group. (3) Becky, part of the Manufacturing team, saw Jimmy's post in her Yammer Feed and responded that this has been pushed back on the roadmap and attached the live roadmap from OneDrive. (4) With insights from both external networks, such as Twitter and Facebook, and internal networks, such as Becky in Product Management on Yammer, Jimmy was confident in his recommendation of starting a sustainable clothing line.
- In the weekly team meeting (1) Jimmy shared the data and his recommendation in a PPT using Lync Screen Sharing. Jane, the team leader, agreed they needed to bring this issue and recommendation up to management. She instantly created a new PowerPoint within OneDrive and shared this with her team to co-edit. Jimmy added his research analysis and the team brainstormed a business case for a sustainable line, each adding ideas without worry of version control. (2) By the end of the 1-hour meeting, the Product Marketing team felt confident in their research and recommendation for the Adventure Works executives. However, before posting their presentation back to Yammer, (3) Jane sent the team's recommendations through Manufacturing and Sourcing, both major stakeholders in their recommendation for adding a sustainable clothing line. (4) With sign-off from Manufacturing and Sourcing, the executives agreed that this is a viable plan.
- Within weeks, production began and by the end of the quarter the new sustainable line launched in retail stores. (2) Existing and new customers were made aware of the new sustainable clothing line through a Microsoft Dynamics Marketing campaign, and positive feedback was tracked on Microsoft Social Listening. Jimmy saw a (3) boost in consumer sentiment on Microsoft Social Listening, and sales trending up on Microsoft Dynamics CRM.
- Westfield listened and improved partner relations. Westfield owns and operates a large number of shopping centers around the world. They use Yammer to connect together all their stores, to get feedback from people in the shopping centers to shape strategy and to keep people engaged with one another. This has been useful in everything from feedback about reward card structures to getting back to business after a flood in one of the shopping centers.
- Red Robin adapted to customer needs in weeks rather than months. Red Robin was able to organize quickly and collaborate without friction using Enterprise Social. When they introduced a new burger on the menu, management was disappointed by the lack of guest feedback on their Facebook page. Instead, they found considerable buzz on Yammer where restaurant managers shared feedback from guests and ideas for improvements. Within weeks, Red Robin rolled out an improved, kitchen-tested recipe – a process that would have taken months before. In addition to making customers happy, Red Robin employees were more invested in the company. Red Robin CEO, Steve Carley, said "If you engage staff in a way that shows their opinion is important, it’s extraordinary what you learn – and the excitement you generate. That’s what working social does for an organization."
- Xerox grew innovation by taking ideas to execution faster, even after a merger that more than doubled it’s employee count. Merging two company cultures and getting relevant information to people in both organizations can be a daunting challenge. But with Yammer, people at Xerox are able not only to find each other, but also to start asking questions and sharing ideas, improving coordination and alignment.
- It takes a network of people to serve a network of customers. After all, it’s your Customer Service Reps who have their ears to the ground, gathering insights on what’s happening around them. It’s your Business Managers who rally team members to make decisions and act on them. It’s your employees who come up with new ideas, new products, and new ways of doing things. These are the people who move your business. Start working like a network today.