Climbing the social ladder sundet
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Implementation journey of enterprise social for OneNeck IT solutions presented in case study format.
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Climbing the social ladder sundet
- 1. CLIMBING THE SOCIAL LADDER Presented by Liz Sundet SharePoint SaturdayVirginia Beach Jan 10, 2015 Case Study of Business Social Strategy
- 2. Thank you!
- 3. ABOUT ME Liz Sundet– Applications Architect with OneNeck IT Solutions MBA, PMP, CBAP, CSM Musician: Biker—”Throttles Not Peddals” Email: lsundet@earthlink.net or liz.sundet@oneneck.com Follow onTwitter: @percusn Connect with me on LinkedIn http://www.linkedin.com/in/lizsundet/ Blog: itsocialbutterfly.wordpress.com
- 6. SOCIAL LANDSCAPE– JAN 2014 4 SharePoint Site Collections < 50 MySites used 2 People onYammer Network
- 7. IT’S LIKE FACEBOOK FOR OUR COMPANY Where do pictures of my cat belong?
- 11. THE “RIGHT” FIRST PROJECT?
- 12. “Yammer provides a place for employees to interact, get to know one another on a personal and professional level and start working like ONE company” Phil LaForge, President OneNeck
- 13. FIND A CHAMPIONTHAT WILL IMPACT YOUR STRATEGY 0 50 100 150 200 250 300 350 400 450 Number of Users
- 16. GUIDANCE
- 17. CULTURE
- 19. MOVING FORWARD
- 21. INTEGRATION WITH OTHER PRODUCTS
- 22. MEASUREMENTS
- 26. ABOUT ME Liz Sundet– Applications Architect with OneNeck IT Solutions MBA, PMP, CBAP, CSM Musician: Biker—”Throttles Not Peddals” Email: lsundet@earthlink.net or liz.sundet@oneneck.com Follow onTwitter: @percusn Connect with me on LinkedIn http://www.linkedin.com/in/lizsundet/ Blog: itsocialbutterfly.wordpress.com
Hinweis der Redaktion
- So today we are going to be talking about getting social, and by that I don’t mean posting cat pictures on Facebook. Yet applying some of the same mechanics that bridge our friends together from different places to a practical use in business.
- A little historical background into the company. TDS is the parent owner and when I first started with the company, TDS owned several companies that did Hosted and Managed Services as well as hardware resale. The day after I started, they purchased MSN Communications in Denver, Co. Each of these companies had their own networks, their own systems, their own domains, their own SharePoint sites and absolutely no social aspects, after all, the culture was small company, all at one location. Just a few months later, all the companies went through a rebranding effort to change the name to OneNeck IT Solutions, still with TDS as the parent company.
- Keeping in mind that 5 companies become one company the social landscape looked a little fragmented. While all the companies had the 2010 version of SharePoint, there was virtually no administration of SharePoint overall. There were a total of 4 different SharePoint site collections, all of course on different farms. People in one company couldn’t access information that was put on another company’s SharePoint sites. Less than 50 people in the company had a MySite running and even fewer were actively using it for any type of purpose, some even admitted that they probably got a MySite by accident as they had no idea how to use it. I joined the Yammer network on Feb 3 and there was a total of 2 people on the Yammer network. Someone had started the Yammer network, tested a few things out and then hadn’t used it for over a year.
- Taking the first step into social was scary for OneNeck. When I first started with the company, social networking wasn’t part of the company culture. Yet, there was an underlying business problem. The people needed a way to get to know each other, communicate with each other on a business and personal level and needed a place to help form a knowledge base, ask questions of each other, provide information and give praise. Social had a place in the business and a business need could be identified for it. So let me tell next just a little about some of the things I learned which were maybe counterintuitive to what I had traditionally done with software implementations.
- While I was able to identify the business need for a social platform, asking people to support it was a whole other story. My job was to develop SharePoint for everyone and what that meant was document management, not necessarily social content even though SharePoint 2013 had lots of new social features. Sure, the social stuff may be “needed” but what my top priority was to provide one place for documents that everyone could access regardless of where they were, not to get everyone using Yammer. So it felt like a bit of a roadblock and my focus was to simply work with users on their SharePoint development and introduce some of the social solutions to each group as I worked with them. If that meant giving them a preview of Yammer or Community Sites in SharePoint it was at the very least introducing a concept. The first stage in change management using the ADKAR model is Awareness and my goal was simply to create that awareness.
- The grassroots efforts were essentially “born”. People started “talking” about Yammer and a few people were joining and trying it out. I also introduced the concept of things like Community Sites and MySites to the groups I worked with. Operations seemed like a group that would adopt the community sites for communication across all channels and sites and at the same time Yammer continued to grow. Personally, my learning evolved from “trying it out” to learning everything I could, reading everything I could and talking to experts like Naomi Moneypenny and Joel Olsen and using my personal network to aid in the grassroots efforts of my work network. At this point, it was a little like throwing spaghetti at the wall to see what sticks. Community sites were ok, but people didn’t adopt them quite as quickly as the Yammer network. Largely the ability to create groups and post documents was favored. Instead of using requirements to drive the solution which as a business analyst was my background, it was suddenly in the position of simply seeing which social feature worked the best.
- Traditionally when doing SharePoint, I would find that good first project that would lead me to other projects, each with some improvements each time. While this was ok with some of the community sites I built, what I realized was that in order to make things happen organically, it’s better to get more people involved. If there was just a small subset group of people, which was our grassroots efforts, you don’t get the full value of having everyone participate in the conversations.
- The next steps in the story took place in June when a Champion was found. It was the champion that drove the awareness to desire on the Yammer network. Without finding a champion, the Yammer network would not be where it is today. You see, the company president started using Yammer and within just 2 days, the network went from 80 people to over 160. The next day an announcement was made as an open invitation during one of the all company Town Halls to join the Yammer network and participate. The network in a short time grew even more to over 300 people. Currently over 2/3 of the company have joined and about ½ of the company are active participants.
- As you can see from the graph, finding the champion was a huge asset. The graph represents the growth over time from when I joined the network in early Feb of this year to present day. The large spike in participants was largely due to the champion inviting people to the network then asking them to invite 5 more people each. One of the biggest things for us in the social strategy was to have a strong champion that understands exactly what you are trying to do and can communicate the goals, direction and overall vision to the company. However, that wasn’t the only thing that became vital to our growth.
- As much as it felt like we were well on our way up the social ladder with new users and people starting to interact, concerns started to develop as well and likely just as fast. Corporate didn’t have awareness of how to handle some of these social tools and wanted a better understanding of controls, administration, taking users off the network and the possibility of upgrading to a paid version rather than the freemium version of Yammer. This could have been prevented through better communication as well as involvement from stakeholders and while we had meetings to involve different areas of leadership, the failure came in identifying anyone from corporate HR to be involved and have the same level of understanding. A simple stakeholder map may have been able to identify who needed to be involved so the 2nd take away is to identify and communicate with your stakeholders.
- Speaking of communications, I was talking with an individual one day after doing some SharePoint training about the company and his thoughts on how the training was for his group. I was a little shocked by some of the comments that largely centered around communication. He mentioned specifically the Yammer “implementation” as he termed it and what a disaster it was. In the back of my mind while listening to his comments was that he didn’t get it. Doesn’t understand the purpose or can’t make the connection to his comments involving communication and how to do that strategically on a social platform. He also didn’t realize my involvement in Yammer. My rebuttal was simply to build that connection for him. Get him to see the vision and purpose of the social platform and he started to understand that it wasn’t ever intended to be an “implementation”. So my third piece of advice for you is to make sure there is a purpose to your messages, or any project really as it will move people to a better understanding and adoption overall.
- But no one can essentially go it alone. The next bit of advice I can offer you is one that quite honestly surprised me that it was needed, that was guidance. You see, the understanding is that many of the social tools, if it’s in SharePoint or Yammer or something else, is simply easy enough for users to just pick it up. There’s not really any training that has to be done because people are so accustomed to social networks already. Maybe it’s not really training but rather someone to guide others. If that’s the generation Y’er sitting in the next cube or a one page snipped to hang in your desk, people were willing to use the tools, but wanted to know how to change the things for their own use. Things like changing the display settings to show “all” rather than “top” and saving those settings to displaying how many people were in the network under All company to creating a group and inviting others to join. These were all things that people had questions on and wanted to know more about. Keep in mind, the company hadn’t used much for social features in SharePoint or tools so this was new territory for them and while the desire was there to know more, they needed the knowledge, the know-how to be able to take full advantage of it. Quite honestly, even some people that “joined” because it was the thing to do, didn’t know how to use it and were scared of it.
- From the baby steps in the beginning to driving down the road, the culture of the company impacts the social journey more than anything else. For OneNeck, culture was extremely hard to identify, some even said, there isn’t one. If you’ve ever seen a group of motorcyclist going down the road, the culture is very easy to identify. Are they social, yes, very social. Those riding Gold Wing’s will wave to other bikers in a big open wave whereas Harley Davidson and to some extent the custom choppers will wave with their hands down. There’s an old joke that that was so you could catch parts that “fall off” from other motorcycles going past you. Even going to an establishment that has motorcycles parked out front, there’s a certain vibe or culture that can be easily identified. To quote from the biker culture, “it’s not about the destination, it’s the journey and the people you meet along the way” Remember, whatever your social journey may be, to learn from each step in the ladder. It’s not ok to stay where you are, but to become better as you move forward. For OneNeck, one of the hopes is that the social tools will help to shape a new culture that is a mesh of the legacy companies on new technologies, becoming better as we move forward.
- Whether it was thru humor or just to show off what one office was doing compared to another, our culture started to grow and evolve. Is it easily identifiable yet, probably not, but it at least allows us to connect and talk about things going on around the company. When someone needed to find someone in the company that spoke mandarin, there was someone that came to their aid. When someone wanted to give public praise to another co-worker, we found a place for that to happen. Personally, there’s been a lot of directing people to finding information and resources on the new company SharePoint site which is great for user adoption on both ends. We even found a place for cats as you can see from the pictures that have been posted to our Yammer network. But were not done yet, there’s still things to do as we look to the future.
- Where would we be if we didn’t keep climbing, ever changing and evolving. Knowing that Yammer seemed to be the overall winner in our grassroots efforts climbing the social ladder, there is always a “what’s next question”. Our next steps in our strategy involves moving to an Enterprise or “paid version of Yammer” Integrating Yammer with other products already in the business like CRM and SharePoint Measuring our participation of Yammer So let’s look at each of those a little closer
- We started with the “free” version of Yammer and continue it’s use today. However, knowing some of the additional features, like private groups, external networks and reporting is available in the Enterprise version of Yammer, it’s something we are considering for the budget in 2015. The Enterprise version really addresses the issues that were first presented as well, like AD integration for lower maintenance of users and how to monitor the use or for abuse.
- When we upgraded to both SharePoint 2013 as well as 2013 version of Microsoft Dynamics CRM, there were “social” features which include Yammer in both of these products. However in order to use some of these social features like Yammer in CRM the need for being on the Enterprise version became even greater. We have now extended beyond the initial business need into other products and our hope is that we can leverage some of the integration for better ROI measurements as well as overall users. But another reason for wanting to move to Enterprise version involves those measurements.
- Being able to measure our success has largely been done by “best guess” up to this point. A lot of manual effort goes into creating reports to show how many users are on the network and even more we simply can’t get in the Free version. This is also driven by our Champion as he wants to know by office location where are those people that are using it the most to create champions or those “guides” in each office as well as being able to help shape the culture through those people. Without those measurements of where you have been, you have a harder time knowing where you are going and how to direct it.
- Over 500 people out of 600 in our company isn’t bad, but there’s always things we can do more. User adoption is something we still continue to strive towards. Things like doing a Yam Jam or no email Friday’s are things that people want to do, but the culture just isn’t quite there yet. We no longer have the naysayers and most people have bought into the purpose and business directive of Yammer. Our learning continues to grow. We have developed a governance committee of different people throughout the company to help guide along the journey and we continue to grow.