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Making the Case for Social Collaboration in the Enterprise

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  • I like this presentation and there is an obvious focus on metrics which I think is really needed for most organizations. However, the proposed metrics are very high level and hard to measure at a more granular level which is where most of the current resources (the do-ers) are operating. I'd also like to see more emphasis on the Relationships element. I think this is pivotal to success and if you are not doing this well AND linking it to value then adoption will falter and all the metrics in the world won't help you! Good stuff to think and build on though!
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Making the Case for Social Collaboration in the Enterprise

  1. 1. Making the Case for SocialCollaboration in the EnterpriseJeff Seacrist, VP – Partner Solutions Charlene Li, Partner and AnalystJeff Seacrist | @jeffseacrist Altimeter Group | @charleneli
  2. 2. Introductions Jeff Seacrist Charlene Li VP, Partner Solutions Partner and Analyst Webtrends Altimeter Group @jeffseacrist @charleneli
  3. 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. 4. BUILDING ORGANIZATIONAL MATURITY Create Contribute Connect Collaborate Consume© 2013 WEBTRENDS INC. 4
  5. 5. The Collaboration Problem Approaching collaboration In fact, it’s about creating with technologies first relationships to address gaps
  6. 6. Relationships fill two types of gaps Gaps in information flows Gaps in decision making
  7. 7. Social WillBe Like Air
  8. 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. 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. 10. Most Organizations Admit TheyMeasure 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. 11. Lack of Metrics Means BusinessImpact 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. 12. Four Parts of Social CollaborationStrategy Objectives Metrics Relationships Technology
  13. 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. 14. 4 Ways Enterprise Social Networks Drive Business Value 1 Encourage Sharing 2 Capture Knowledge 3 Enable Action 4 Empower Employees14
  15. 15. Encourage Sharing 1 • • • • • Creates two-way dialog Makes business personal Reduces distance to leaders Connects globally Forms private groups1
  16. 16. Infosys’s SharePoint community delivershigher employee satisfaction, faster contentpublishing, easy enhancements, and potentialfor better customer solutions.16
  17. 17. Nokia’s CEO StephenElop postsfrequently, signaling thedawning of a new typeof relationship betweenleadership andemployees.
  18. 18. 18Thought Starter QuestionsEncourage Sharing1. 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. 19. Capture Knowledge2 • • • • Identify expertise Avoid duplication and have better coordination Transfer knowledge Improve best practices
  20. 20. “Social media allows our people to beable to drive sales by going to aspecific group on our ESN withexpertise for a particular situation.” Erin Grotts, Director of Internal Communications for Supervalu20
  21. 21. “No single group of employeesis ever left out of criticalconversations or denied accessto necessary information.” Karen Lee, Sr. Director of Internal Communication at SAS21
  22. 22. 22Thought Starter QuestionsCapture Knowledge1. 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. 23. Enable Action 3 • • • Solve problems faster and better Bring outsiders in Streamline processes2
  24. 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 portalCECOM employeesexplore the differentcapabilities of theCECOM worldwideSharePoint portal atits kickoff event, heldJune 28, 2012.
  25. 25. “internal Google”Nearly all of Deloitte Australia’semployees use social collaborationdaily, to solve problems and answerquestions faster.25
  26. 26. 26Thought Starter QuestionsEnable Action1. 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. 27. Empower Employees4 • • • Give employees a voice Make meaningful contributions and innovations Increase engagement, satisfaction, and retention
  28. 28. We are trying to build a culture thatencourages risk-taking and moreinnovation at the front lines. Itscritical to enable people withoutgoing through a chain of command. Carl Camden, CEO of Kelly Services28
  29. 29. Applebee’s Enables 7,000 Employees in 1,000Locations Monitor and Respond in Social Media SHARING REAL TIME
  30. 30. 30Thought Starter QuestionsEmpower People1. 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. 31. Four Parts of Social CollaborationStrategy Objectives Metrics Relationships Technology
  32. 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. 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. 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. 35. Four Parts of Social CollaborationStrategy Objectives Metrics Relationships Technology
  36. 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. 37. Organize to Scale SocialDecentralized 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. 38. Four Parts of Social CollaborationStrategy Objectives Metrics Relationships Technology
  39. 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. 40. Technology Options Proliferate
  41. 41. How ESNs Mature
  42. 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. 43. Social WillBe Like Air
  44. 44. Q&A www.webtrends.comfacebook.com/webtrends @webtrends

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