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SOCIAL BUSINESS ADOPTION
USING SOCIAL BUSINESS PATTERNS & ITERATIVE ADOPTION
FOR COLLABORATION SUCCESS

1

© 2013 IBM Corporation
28% of a typical day is spent working on email*

*
2

McKinsey, 2012
© 2013 IBM Corporation
Up to 1 day per week is lost simply looking for information
to help you do your job*

3

* “Evolution of the networked enterprise”, McKinsey &
Co, March 2013, p 46.

© 2013 IBM Corporation
Workers can be 25% more productive when they can easily
access the information they need*

* “Evolution of the networked enterprise”, McKinsey & Co, March 2013, p 46.
4

© 2013 IBM Corporation
“CIOs focused on cross-enterprise growth
continuously tune business processes and
internal collaboration to gain tighter
integration.”*

* IBM CIO Study, 2011
5

http://ibm.co/jNnCXp
© 2013 IBM Corporation
LiSTENING TO OUR
CUSTOMERS

6

© 2013 IBM Corporation
Our customers find…
90% report
measurable
gains
Communication
Communication
& Information
& Information
Management
Management
Issues
Issues

7

© 2013 IBM Corporation
90% of Organizations report measurable benefit by being
more “Social”
Having open
discussions
Better
management
of meetings

Developing
social
business
processes
8

Working
collaboratively
on documents
Connecting
people by job
role
Make it easy
to interact
anywhere

Collecting
knowledge &
sharing

Better
management
of projects
© 2013 IBM Corporation
Basic “Social” Skills

Better
management
of meetings

9

© 2013 IBM Corporation
Better
management
of projects

10

© 2013 IBM Corporation
Working
collaboratively
on documents

11

© 2013 IBM Corporation
Developing
social
business
processes

12

© 2013 IBM Corporation
Collecting
knowledge &
sharing

The Activities sidebar makes it easy to collect and store
knowledge.
13

© 2013 IBM Corporation
Our customers find…
30% increase in
speed of access
to experts.
Expertise &
Expertise &
Skills
Skills
Issues
Issues

14

25% increase in
productivity.

Knowledge
Knowledge
Sharing
Sharing
Problems
Problems

© 2013 IBM Corporation
Our customers also report…
Reduce 50%83%
failure rate
Issues with
Issues with
Mergers &
Mergers &
Acquisitions
Acquisitions

15

Reduce injury
claims by 9%

Issues with
Issues with
Workplace
Workplace
Safety
Safety

20% increase in
customer
satisfaction

20% increase in
employee
retention

A need to
A need to
engage with
engage with
customers in
customers in
better ways
better ways

A need to
A need to
retain & attract
retain & attract
good staff
good staff

© 2013 IBM Corporation
…”nine out of ten executives whose organizations use social tools
report some measurable business benefit with employees,
customers, and business partners.”

“Evolution of the networked enterprise”, McKinsey & Co, March 2013
16

© 2013 IBM Corporation
WHAT IS A PATTERN?

17

© 2013 IBM Corporation
Finding Expertise
30% increase in speed of access to experts.

Customer Examples
Omron
Electrolux
Cemex
TD Bank
Lowes
Dutch Tax
Office

•
•
•
•
•
•

• Don’t know what
we know
• Can’t Issues the
Current find
right person
• Don’t know if we
have particular
skills
• The same
problem is
solved over and
over

• Build expertisecapture into
Future Approaches
business
processes.
• Make it easy to
recommend, like,
comment.
• Profile staff &
their expertise.

Quick Questions to ask yourself
• Can you think of any situations where something has gone
wrong because the right person could not be found?
• How many times has a solution been re-invented?
• How do you capture the years of experience your retirees
have collected over the years?

18

© 2013 IBM Corporation
Finding Expertise
30% increase in speed of access to experts.

• Don’t know what
we know
• Can’t Issues the
Current find
Practical Solutions
right person
• Don’t know if we
have particular
skills
• The same
problem is
Move projects, meetings and social network
Internal
solved over and
communications to the social platform with exper
Connects people
over

Encourage those with expertise
Form communities
to offer it and share it
across the organization

19

© 2013 IBM Corporation
Finding Expertise
30% increase in speed of access to experts.

Empower employees to perform

40%

increase in sales for new
construction
VCC empowered its managers with
instant access to relevant information
from across the organization to
accelerate their sales efforts

20

VCC built deeper expertise into its sales system,
providing managers with instant access to relevant
industry, customer and project data

© 2013 IBM Corporation
Innovation & Knowledge Sharing
25% increase in productivity.

Customer Examples
• Hamm Reno
• Akka
Technologies
• Bosch
• Danone
• SQA

• Information
lives in silos
all over the
Current Issues
organization.
• We don’t know
what we know.
• We don’t know
what we have.
• Information is
lost or out of
date.

• Opening
departments
and workgroups
for access by
Future Approaches
any employee.
• Debate,
discussion and
working in the
open.
• Central sharing
of all content.

Quick Questions to ask yourself

• What is the likelihood of your customer support staff
researching the answers to the same issues over and
over?
• How do you go about capturing and developing new ideas
for new products or services, or to improve how you work?
• When people leave your organization, what happens to the
knowledge they have gained?

21

© 2013 IBM Corporation
Innovation & Knowledge Sharing
25% increase in productivity.
• Information
lives in silos
all over the
Current Issues
organization.
• We don’t know
what we know.
• We don’t know
what we have.
• Information is
lost or out of
date.

Practical Solutions

Use a portal to connect
Manage, integrate and
systems
centralize knowledge

Encourage those with knowledge
Form communities
to offer it and share it
across the organization

22

© 2013 IBM Corporation
Innovation & Knowledge Sharing
25% increase in productivity.

40-50%
use social tools regularly

Electrolux competes effectively in
the marketplace by encouraging
superior innovation via social tools
throughout the enterprise

23

© 2013 IBM Corporation
Mergers & Acquisitions
• failure to meet expectations
Reduce the 50-80% Communication

Customer Examples
•
•
•
•
•

Omron
TD Bank
RBS
Camelot
SNCF

with acquired or
merged
organization is
difficult
• Merged
Current Issues
organization
focuses
internally, not
on customer –
revenue
suffers
• Key people
leave

• Social
Collaboration
provides common
visionApproaches
Future approach
• Portals pull
merged
information
together
• Clear
communication
engages staff

Quick Questions to ask yourself
• What efforts do you take to understand how the merged
organization will motivate and engage its staff?
• How do you establish a common management vision with the
merged or acquired organization?
• What steps are taken to keep focus on the customer?

24

© 2013 IBM Corporation
Mergers & Acquisitions

• Communication
Reduce the 50-80% failure to meet expectations
with acquired or
merged
organization is
difficult
• Merged
Current Issues
Practical Solutions
organization
focuses
internally, not
on customer –
revenue
suffers
Engage everyone, get feedback
Set the vision with managem
• Key people
through forums, wikis, blogging, status updates
blogs and
leave
communities

Integrate systems, profiles and people
Form communities
with a portal, instant messaging
across the merged
and networks organization to bring
knowledge and expertise
together

25

© 2013 IBM Corporation
Mergers & Acquisitions
Reduce the 50-80% failure to meet expectations

Business Challenge
– Sales by country; clients spanned geography
– 2 Divisions sell related solutions to same client
Results
– Established sales communities to move to:
 Pan Geographic
 “One Omron to Client”

26

© 2013 IBM Corporation
Recruiting and Onboarding
30% increase in speed of time-to-value for new recruits.

Customer Examples

• NHS (Kenexa)
• Cabela’s
• TD Bank

• High staff
Current Issues
turnover
• Difficulty
attracting good
talent
• Difficulty
making new
staff
productive

• External
communities
help attract
new hires &
bring Approaches
Future them in.
• Social network
connects new
staff to key
colleagues
• Gamification can
drive
engagement by
80%

Quick Questions to ask yourself

• What steps do you take to predict your recruitment
needs?
• What staff development steps do you take to retain key
talent?
• When staff leave your organization, what steps do you
take to help them on their way and get valuable feedback
from them?

27

© 2013 IBM Corporation
Recruiting and Onboarding
30% increase in speed of time-to-value for new recruits.

• High staff
Current Issues
Practical Solutions
turnover
• Difficulty
attracting good
talent
• Difficulty
making new
Establish external
Onboard new hires throug
staff
communities to attract new talent
external and internal commun
productive
automatically set up their net

Encourage early participationsocial network
Use the
in your social environment by
to form new-start buddy
introducing themselvesrelationships

28

© 2013 IBM Corporation
Recruiting and Onboarding
30% increase in speed of time-to-value for new recruits.

Apollo Group
Attracted the right people
through a branded website that
appealed to the right
candidates

$2 Million
savings in recruiting costs

29

© 2013 IBM Corporation
Reinventing Customer Engagement
100% higher lead to close ratio from social engagement

Customer Examples
• Dallas
Children’s
Medical Center
• Sennheiser
• BASF

• Pressure to
build and share
expertise for
competitve
advantage
Current Issues
• Increasingly
influential &
vocal
customers
• Growing demand
for 24/7
service & mobile
access

• Listen & react
to social media
presence
• Connect social
Future Approaches
media to social
business
processes
• Customer
advocacy
groups
• Mobile

Quick Questions to ask yourself
• Does your product or service development consider what
your customers say about your product on social media?
• How are you adopting your “shop window” to today’s
business requirements?
• Do you know what your customers expect from you after
they buy?

30

© 2013 IBM Corporation
Reinventing Customer Engagement
100% higher lead to close ratio from social engagement

• Pressure to
build and share
expertise for
competitve
advantage
Current Issues
Practical Solutions
• Increasingly
influential &
vocal
customers
• Growing demand
for 24/7
Engage everyone, get feedback
Bring social media feedbac
service & mobile
through forums, wikis, blogs and
into your internal system
access
communities

Integrate expertise Become mobile – consider
location
and instant messaging into your
a mobile portal or custo
customer support so that problems
app to integrate with you
are solved more quickly.
customers’ needs.

31

© 2013 IBM Corporation
Workplace & •Public Safety
Difficulty in
getting

engagement in
30% increase in speed of access to experts.

Customer Examples

• Cemex
• Jersey City Fire
Department

safety training
• Feedback and
revisions to
safety
information
Current Issues
complex and
often
incomplete
• High rate of
preventable
accidents
through poor
training

• Crowdsource
safety
Future Approaches
improvements.
• Capture
comments and
incidents while
mobile
• Deliver training
in easy format.

Quick Questions to ask yourself

• How do you locate experts in your organization to consult
on safety issues?
• Would ensuring feedback from employees on safety issues
improve your safety management?
• What impact would reducing the time and cost involved in
investigating and resolving safety incidents have on your
profitability and reputation?

32

© 2013 IBM Corporation
Workplace & Public Safety

• Difficulty in
getting
engagement in
30% increase in speed of access to experts.
safety training
• Feedback and
revisions to
safety
information
Current Issues
Practical Solutions
complex and
often
incomplete
• High rate of
preventable
accidents
Engage everyone, get feedbacksafety discussio
Encourage
through poor
through forums, wikis, blogsand feedback
and
training
communities

Integrate expertise location
Become mobile – put safet
and instant messagingknowledge and feedback
into your
customer support so that problemsof those wh
in the hands
are solved more quickly.
need it.

33

© 2013 IBM Corporation
Workplace & Public Safety
30% increase in speed of access to experts.

47,000
Connecting and Engaging
Employees World-wide

Using video blogs and social
networking to create communities and
distribute, promote, share and capture
workplace safety information amongst
its employees around the world.

Communicating the importance of
health & safety practices in their work
environment and developing innovative
ideas to improve day-to-day
operations.

34

© 2013 IBM Corporation
35

© 2013 IBM Corporation
HOW TO GET STARTED

36

© 2013 IBM Corporation
33
44
55
66

Establish the
Business Goals,
Issues & Priorities

Patterns Workshop to map
Goals & Issues to ROI

Adoption Planning Workshop

Business Case

Project Plan
37

© 2013 IBM Corporation
Establish the Business Issues, Goals and Priorities

Relationships

Collaboration

Performance

Structure
Process
Supply Chain

Production
38

Recruitment
© 2013 IBM Corporation
Use a Patterns Workshop to Prioritize Strategic Business
Issues
Brainstorming

Patterns

Priorities

11
22
33
44
55
66

39

© 2013 IBM Corporation
Example Prioritized Issues
1
1
2
2

Cut meetings to 45 minutes from 1 hour
Cut meetings to 45 minutes from 1 hour
First billable day in 30, not 45 days
First billable day in 30, not 45 days

Onboarding
Onboarding

3
3

Locate the right person to solve
Locate the right person to solve
quality issues 50% faster than currently
quality issues 50% faster than currently

4
4

Decrease project start up time by 25% by
Decrease project start up time by 25% by
sharing project methodologies and approaches
sharing project methodologies and approaches

5
5

Improve customer service by 10% thru feedback
Improve customer service by 10% thru feedback

6
6
40

$, £, €
saved
Or
gained

Sales Engagement
Sales Engagement

Integrate feedback with CRM system
Integrate feedback with CRM system

© 2013 IBM Corporation
Adoption Planning Workshop

41

© 2013 IBM Corporation
Establishing Priorities develops the Business Case

Priorities

Business Case

11
22
33
44
55
66

42

© 2013 IBM Corporation
ADOPTION PLANNING

43

© 2013 IBM Corporation
33
44
55
66

Establish the
Business Goals,
Issues & Priorities

Patterns Workshop to map
Goals & Issues to ROI

Adoption Planning Workshop

Business Case

Project
44

© 2013 IBM Corporation
45

© 2013 IBM Corporation
Vision Setting

46

© 2013 IBM Corporation
Vision Setting

Consider a facilitated Vision Setting Workshop
Get as much input as possible.
Seek accord.
“Treasure Wild Ducks”
IBM can help facilitate this.

47

© 2013 IBM Corporation
Vision Setting

48

© 2013 IBM Corporation
Vision Setting

Gain
Agreement on
the vision

Grassroots Imperative

Management Imperative
•
•
•
•
•

49

Normally strategic vision
Needs refined into business
cases
Dominant management team
sets the strategy
Often causes problems with
users because of lack of
consultation
Often not based in reality with
operations

•
•
•
•
•

Normally tactical vision
Needs refined into business
cases
Considered as a “point solution”
Need to grow necessity to form
a “critical mass”
Business case needs to be
defined.

© 2013 IBM Corporation
Vision Setting

Management Imperatives

50

Gain
Agreement on
the vision

Grassroots Imperatives

© 2013 IBM Corporation
Management Imperatives

Define Use Cases

External
Collaboration

51

Process
Improvement

Customer
Service

Research &
Development

HR

Planning

© 2013 IBM Corporation
Grassroots Imperatives

Define Use Cases

Reducing Email Load

Capturing Knowledge

Departmental Groups

Job Role-focused
Groups

Non process-related
collaboration

Meeting Management
52

Locating Experts

Sharing Documents

Documenting
Experience
© 2013 IBM Corporation
Patterns Workshop

Explore the Strategic and Tactical Issues the Customer
wants to Resolve

# People

Cost

Type

No central place to store files

HIGH

HIGH

HIGH

G

No document management regime

HIGH

HIGH

HIGH

M

Top-down communication is poor

HIGH

MED

LOW

G

Little standardisation information

MED

MED

MED

G

No incentive to improve

HIGH

LOW

MED

M

Email culture dominates

HIGH

MED

MED

G

Unclear job roles

HIGH

LOW

LOW

M

Aloof management

HIGH

LOW

LOW

M

Don’t know who to ask for help

HIGH

HIGH

MED

G

Poor customer satisfaction
53

Risk

MED

HIGH

MED

M

© 2013 IBM Corporation
Patterns Workshop

Explore the Strategic and Tactical Issues the Customer
wants to Resolve

# People

Cost

Score

No central place to store files

3

3

3

9

No document management regime

3

3

3

9

Top-down communication is poor

3

2

1

6

Little standardisation information

2

2

2

6

No incentive to improve

3

1

2

6

Email culture dominates

3

2

2

7

Unclear job roles

3

1

1

5

Aloof management

3

1

1

5

Don’t know who to ask for help

3

3

2

8

Poor customer satisfaction
54

Risk

2

3

2

7

© 2013 IBM Corporation
Patterns Workshop

Explore the Strategic and Tactical Issues the Customer
wants to Resolve

# People

Cost

Score

No central place to store files

3

3

3

9

No document management regime

3

3

3

9

Top-down communication is poor

3

2

1

6

Little standardisation information

2

2

2

6

No incentive to improve

3

1

2

6

Email culture dominates

3

2

2

7

Unclear job roles

3

1

1

5

Aloof management

3

1

1

5

Don’t know who to ask for help

3

3

2

8

Poor customer satisfaction
55

Risk

2

3

2

7

© 2013 IBM Corporation
Vision Setting

56

© 2013 IBM Corporation
Building a Business Case

57

© 2013 IBM Corporation
Describe the Current Process
Describe the
Current
Process

2
peop
le
can’t
make
it, so
send
“decl
ine”
He
mess
gets ages.
four
altera
tions
to the
agenda
back
from
his
team.

Klaus needs to
have a project
kick off
meeting for
the new
Two
research
paper
project, so he
s are out
sends
Klaus
recei
invitations to
sends
ved team for
his
out
for
next Wednesday
the
the
at 10am.
revise
proje
d
ct
agend
team
a to
to
the
consi
team.
der
The
He
at
team
the sends
meets,
the
meeti
with
ng. paper
Amand
s out
a
to
taking
the
the
After the meeting,
whole
minute sends draft
Amanda
team.
s.
minutes for review.

Klaus

8

4
2

58

4
0

5
0

1
0

3
2

5
8

Klaus
resche
dules
the
meetin
g to
accomm
odate
those
who
can’t
Before
make
the
it.
meetin
g,
Klaus
sends
out an
agenda
for
commen
There are
ts.
edits to the
minutes from
five people at
the meeting.
She makes the
changes and
sends the
minutes out as
final.

1
8

2
8

7 1 Em ai l s
u sed

© 2013 IBM Corporation
Quantify the Current
Situation

59

© 2013 IBM Corporation
Describe New Process
Klaus needs to
have a project
kick off
meeting for
the new
research
project, so he
sends out
The
invitations to
team
his team for
meets,
next Wednesday
with
at 10am.
Amand
a
taking
After the
the
meeting, Amanda
minute
posts draft
s.
There are
minutes for
edits to the
review.
minutes from
five people at
the meeting.
She makes the
changes and
posts the
minutes out as
final.

Klaus

18 Em ai l s
60 used

8

1
8

2
peop
le
can’t
make
it, so
send
Two
“decl
papers are
ine”
received
mess
for the
ages.
project
team to
consider
at the
meeting.
They are
attached
to the
agenda in
the
Community
space.

1
0

Klaus
resche
dules
the
meetin
g to
accomm
odate
those
who
can’t
make
it.
Klaus posts
the meeting
agenda in the
Community
space and asks
for
alterations to
be made to the
central copy.

1
8
1
8

1
8

© 2013 IBM Corporation
Quantify the Current
Situation

61

SAVED IN JUST ONE MEETING:
53 emails, 19 MB, 2.5 hours

© 2013 IBM Corporation
No document
management
regime

Time = Money

62

© 2013 IBM Corporation
63

© 2013 IBM Corporation
64

© 2013 IBM Corporation
Leadership Commitment

Your organization’s leadership must
be vocal and visible in their support
– on a long term basis.

Without leadership support your
staff will not invest their time. It will
be another passing fad.

Ask for measurement, reports and
other metrics regularly. Participate as
often as you can. Call out good work.
65

© 2013 IBM Corporation
Leadership Commitment

Document your
commitment to the
project in the Vision
Document.

66

© 2013 IBM Corporation
Leadership Commitment

Short status update
once or twice a week

Broadcast initiatives,
comments, thoughts –
watch for feedback.

67

© 2013 IBM Corporation
68

© 2013 IBM Corporation
Planning
PHASE 1

PHASE 2

PHASE 3

Perform Organization’s Collaboration

Design the Collaboration

Health-check

Scenarios

Understand Client’s Strategic
Imperatives

Understand Possible Collaboration
Horizon & Envision the Future Scenario

Develop Collaboration Roadmap

Determine the Client’s Business Use
Cases

Develop Client’s Future Collaboration
Vision

Build the Case for Change

Understanding Client's Collaboration
Challenges

Determine the Associated Collaborative

Understand Client’s Current IT
Collaboration Environment

Map the Requirement Against
Collaboration Tools and Initiatives

Identify & Assess
69

Rank Collaboration Capabilities on
Value and Ease of Implementation

Behavior and Requirement

Design & Develop

Deliver
© 2013 IBM Corporation
Identify High-Priority
Use Cases

Planning

External
Collabora
tion

Process
Improvem
ent

Customer
Service

Research
&
Development

HR

Planning

Reducing Email Load

Capturing Knowledge

Departmental Groups

Job Role-focused
Groups

Non process-related
collaboration

Meeting Management
70

Locating Experts

Sharing Documents

Documenting
Experience
© 2013 IBM Corporation
Schedule the Use
Cases

Planning
Reducing Email
Load
Sharing Documents
External Collaboration
Locating Experts

HR
Departmental Groups

71

© 2013 IBM Corporation
Planning

72

Examine Each Use Case

© 2013 IBM Corporation
Planning
Potential Chasm of Adoption
• Recognize that there will be a chasm
• It’s about addressing business need
• It will probably take longer
than you would expect
• Establish the rules and approach
early in the plan
• Stay flexible and adapt based on
experience

73

© 2013 IBM Corporation
74

© 2013 IBM Corporation
Employee Engagement

Core Team

Executive Involvement

Champions

Early Adopters

Iterative Deployment
Iterative Deployment
75

© 2013 IBM Corporation
Core Team

Project
Evangelist/ Technician/ Community
Manager Communicator Support
Manager

76

Sponsor

© 2013 IBM Corporation
Employee Engagement

77

© 2013 IBM Corporation
Employee Engagement

Better
management
of meetings

Developing
social
business
processes

78

Working
collaboratively
on documents

Make it easy
to interact
anywhere

Basic Skills

Having open
discussions

Connecting
people by job
role

Collecting
knowledge &
sharing

Better
management
of projects

90% of Organizations report measurable
benefit by being more “Social”

© 2013 IBM Corporation
Collaboration Roadmap

Basic
Skills

Reducing
Email
Load

Sharing
Documen
ts

1

5

8

2

6

9

3

7

1
0

4

79

External
Collabora
tion

Locating
Experts

HR

Departm
ental
Groups

1
3

4
0

1
2

1
1

© 2013 IBM Corporation
Employee Engagement

80

© 2013 IBM Corporation
Employee Engagement

81

© 2013 IBM Corporation
Employee Engagement

82

© 2013 IBM Corporation
83

© 2013 IBM Corporation
84

© 2013 IBM Corporation
Adoption

85

© 2013 IBM Corporation
Adoption

Adoption
Effort

86

© 2013 IBM Corporation
Adoption
Committing

Phase 4
“ I w r ot e a bl og
post about t h at ”

Attitude

Holding Out

Phase 1
“ I ’m i gn or i n g you ”

Positive

Time

Phase 2
“ D o you k n ow w h o
I am ?”
Negative
87
87

Phase 3
“ OK , I ’l l gi ve i t a
t r y - for you.”

Resisting

Exploring

“Social Business and Collaboration Success Hinges on Effective Change Management”, Forester, Feb
2013

© 2013 IBM Corporation
© 2013 IBM Corporation
Committed

Exploring

Resistant

Ignoring

88
88

Core Team

Executives

Champions

E.A.

© 2013 IBM Corporation
© 2013 IBM Corporation

Workgroups
Adoption
Plan your adoption iteratively.
Complete one cycle before moving onto
the next one.
Document what you will do in a Plan.
Change the plan for the next
iteration based on feedback.
Your last iteration will be your best!
89

© 2013 IBM Corporation
Collaboration Roadmap

Basic
Skills

Reducing
Email
Load

Sharing
Documen
ts

1

5

8

2

6

9

3

7

1
0

4

90

External
Collabora
tion

Locating
Experts

HR

Departm
ental
Groups

1
3

4
0

1
2

1
1

© 2013 IBM Corporation
Overall Iterations Plan
Iteration

1

2

91

Description

Implementation
of Social
Collaboration for
Core Team

Enablement of
Early Adopters –
General Use
Cases

Audience /
Group

Core Team

Early
Adopters

Use Cases

Est.
Start

Est.
Duration

Leader

1.
2.
3.
4.
5.

Community Management
Project Management
Knowledge Collection
Team Liaison
Public Communication

1st
Feb

15d

Jane
Doe

1.
2.
3.
4.
5.

Meeting Management
Project Management
Community Formation
Profiles & Skills
Departmental
Communities

15th
Feb

25d

John
Doe

© 2013 IBM Corporation
Individual Iteration Plan

1

Leader

Start

Est.
Duration

Integrate

Steps

1st Feb

8th Feb

Customize
Governance
Jane Doe
Communicate
Mentor

7d

1.
2.
3.
4.
5.

1d

1.
2.

Implement header graphic for communities
Document Project Management process

9th Feb

1d

1.
2.

Establish tagging taxonomy
Define moderation process for blogs

10th Feb

3d

1.
2.

Announce iteration start via status messages.
Document the plan in the Core Team Blog

14th Feb

2d

1.
2.

Provide 1-1 training for Jane Doe
Lunch and learn for Jane’s team

1d

1.
2.
3.

Project Management start-up time
Volume of files shared
Reducing in file attachments in email

Measure
16 Feb
th

92

Community Management
Project Management
Knowledge Collection
Team Liaison
Public Communication

© 2013 IBM Corporation
Adoption

Integrate

1

Better
management
of meetings

93

© 2013 IBM Corporation
Adoption

Customize

Customize the look
and feel.

Change text to
terminology users
will recognize.

Add components
to deliver the
required functionality.

Adjust the security.

Change the newsletter
and notifications
settings

94

Create Templates
from your
custom processes.

© 2013 IBM Corporation
Adoption

Governance
Customize

Communicate acceptable
behaviours.

Set the standards

Define complaint
procedures

Decide on Retention
of Data Policy

95

Decide where to
store knowledge

Document IP /
Copyright / Trademark
policy

© 2013 IBM Corporation
Adoption

96

Evangelize,
Motivate &
Engage

© 2013 IBM Corporation
Adoption

Evangelize,
Governance
Customize
Motivate &
Engage

Creating the bandwagon effect
to cross the chasm requires
your project to have momentum.
Your early efforts at selecting
champions, early adopters and
so forth have started work on
overcoming the inertia.
Like a nuclear reaction, you
need to establish critical mass
to jump the adoption chasm.
97

© 2013 IBM Corporation
98

© 2013 IBM Corporation
Adoption

Evangelize,
Mentoring &
Governance
Customize
Motivate &
Training
Engage

Jack Welsh

99

© 2013 IBM Corporation
Adoption

100

Evangelize,
Mentoring &
Governance
Customize
Motivate &
Measuring
Training
Engage

© 2013 IBM Corporation
Adoption

Number of active users
Number of communities
Volume of files
Forum comments
Most active user
Most active communities
Zombie communities
Etc.

101

Evangelize,
Mentoring &
Governance
Customize
Motivate &
Measuring
Training
Engage

What statistics make sense
for your iteration?

© 2013 IBM Corporation
Summary

102

© 2013 IBM Corporation
33
44
55
66

Establish the
Business Goals,
Issues & Priorities

Patterns Workshop to map
Goals & Issues to ROI

Adoption Planning Workshop

Business Case

Project
103

© 2013 IBM Corporation
What does it take to embrace Social in your Organization?

104

© 2013 IBM Corporation
Adoption

105

© 2013 IBM Corporation
Q&A

106

© 2013 IBM Corporation

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Social business adoption

  • 1. SOCIAL BUSINESS ADOPTION USING SOCIAL BUSINESS PATTERNS & ITERATIVE ADOPTION FOR COLLABORATION SUCCESS 1 © 2013 IBM Corporation
  • 2. 28% of a typical day is spent working on email* * 2 McKinsey, 2012 © 2013 IBM Corporation
  • 3. Up to 1 day per week is lost simply looking for information to help you do your job* 3 * “Evolution of the networked enterprise”, McKinsey & Co, March 2013, p 46. © 2013 IBM Corporation
  • 4. Workers can be 25% more productive when they can easily access the information they need* * “Evolution of the networked enterprise”, McKinsey & Co, March 2013, p 46. 4 © 2013 IBM Corporation
  • 5. “CIOs focused on cross-enterprise growth continuously tune business processes and internal collaboration to gain tighter integration.”* * IBM CIO Study, 2011 5 http://ibm.co/jNnCXp © 2013 IBM Corporation
  • 6. LiSTENING TO OUR CUSTOMERS 6 © 2013 IBM Corporation
  • 7. Our customers find… 90% report measurable gains Communication Communication & Information & Information Management Management Issues Issues 7 © 2013 IBM Corporation
  • 8. 90% of Organizations report measurable benefit by being more “Social” Having open discussions Better management of meetings Developing social business processes 8 Working collaboratively on documents Connecting people by job role Make it easy to interact anywhere Collecting knowledge & sharing Better management of projects © 2013 IBM Corporation
  • 9. Basic “Social” Skills Better management of meetings 9 © 2013 IBM Corporation
  • 13. Collecting knowledge & sharing The Activities sidebar makes it easy to collect and store knowledge. 13 © 2013 IBM Corporation
  • 14. Our customers find… 30% increase in speed of access to experts. Expertise & Expertise & Skills Skills Issues Issues 14 25% increase in productivity. Knowledge Knowledge Sharing Sharing Problems Problems © 2013 IBM Corporation
  • 15. Our customers also report… Reduce 50%83% failure rate Issues with Issues with Mergers & Mergers & Acquisitions Acquisitions 15 Reduce injury claims by 9% Issues with Issues with Workplace Workplace Safety Safety 20% increase in customer satisfaction 20% increase in employee retention A need to A need to engage with engage with customers in customers in better ways better ways A need to A need to retain & attract retain & attract good staff good staff © 2013 IBM Corporation
  • 16. …”nine out of ten executives whose organizations use social tools report some measurable business benefit with employees, customers, and business partners.” “Evolution of the networked enterprise”, McKinsey & Co, March 2013 16 © 2013 IBM Corporation
  • 17. WHAT IS A PATTERN? 17 © 2013 IBM Corporation
  • 18. Finding Expertise 30% increase in speed of access to experts. Customer Examples Omron Electrolux Cemex TD Bank Lowes Dutch Tax Office • • • • • • • Don’t know what we know • Can’t Issues the Current find right person • Don’t know if we have particular skills • The same problem is solved over and over • Build expertisecapture into Future Approaches business processes. • Make it easy to recommend, like, comment. • Profile staff & their expertise. Quick Questions to ask yourself • Can you think of any situations where something has gone wrong because the right person could not be found? • How many times has a solution been re-invented? • How do you capture the years of experience your retirees have collected over the years? 18 © 2013 IBM Corporation
  • 19. Finding Expertise 30% increase in speed of access to experts. • Don’t know what we know • Can’t Issues the Current find Practical Solutions right person • Don’t know if we have particular skills • The same problem is Move projects, meetings and social network Internal solved over and communications to the social platform with exper Connects people over Encourage those with expertise Form communities to offer it and share it across the organization 19 © 2013 IBM Corporation
  • 20. Finding Expertise 30% increase in speed of access to experts. Empower employees to perform 40% increase in sales for new construction VCC empowered its managers with instant access to relevant information from across the organization to accelerate their sales efforts 20 VCC built deeper expertise into its sales system, providing managers with instant access to relevant industry, customer and project data © 2013 IBM Corporation
  • 21. Innovation & Knowledge Sharing 25% increase in productivity. Customer Examples • Hamm Reno • Akka Technologies • Bosch • Danone • SQA • Information lives in silos all over the Current Issues organization. • We don’t know what we know. • We don’t know what we have. • Information is lost or out of date. • Opening departments and workgroups for access by Future Approaches any employee. • Debate, discussion and working in the open. • Central sharing of all content. Quick Questions to ask yourself • What is the likelihood of your customer support staff researching the answers to the same issues over and over? • How do you go about capturing and developing new ideas for new products or services, or to improve how you work? • When people leave your organization, what happens to the knowledge they have gained? 21 © 2013 IBM Corporation
  • 22. Innovation & Knowledge Sharing 25% increase in productivity. • Information lives in silos all over the Current Issues organization. • We don’t know what we know. • We don’t know what we have. • Information is lost or out of date. Practical Solutions Use a portal to connect Manage, integrate and systems centralize knowledge Encourage those with knowledge Form communities to offer it and share it across the organization 22 © 2013 IBM Corporation
  • 23. Innovation & Knowledge Sharing 25% increase in productivity. 40-50% use social tools regularly Electrolux competes effectively in the marketplace by encouraging superior innovation via social tools throughout the enterprise 23 © 2013 IBM Corporation
  • 24. Mergers & Acquisitions • failure to meet expectations Reduce the 50-80% Communication Customer Examples • • • • • Omron TD Bank RBS Camelot SNCF with acquired or merged organization is difficult • Merged Current Issues organization focuses internally, not on customer – revenue suffers • Key people leave • Social Collaboration provides common visionApproaches Future approach • Portals pull merged information together • Clear communication engages staff Quick Questions to ask yourself • What efforts do you take to understand how the merged organization will motivate and engage its staff? • How do you establish a common management vision with the merged or acquired organization? • What steps are taken to keep focus on the customer? 24 © 2013 IBM Corporation
  • 25. Mergers & Acquisitions • Communication Reduce the 50-80% failure to meet expectations with acquired or merged organization is difficult • Merged Current Issues Practical Solutions organization focuses internally, not on customer – revenue suffers Engage everyone, get feedback Set the vision with managem • Key people through forums, wikis, blogging, status updates blogs and leave communities Integrate systems, profiles and people Form communities with a portal, instant messaging across the merged and networks organization to bring knowledge and expertise together 25 © 2013 IBM Corporation
  • 26. Mergers & Acquisitions Reduce the 50-80% failure to meet expectations Business Challenge – Sales by country; clients spanned geography – 2 Divisions sell related solutions to same client Results – Established sales communities to move to:  Pan Geographic  “One Omron to Client” 26 © 2013 IBM Corporation
  • 27. Recruiting and Onboarding 30% increase in speed of time-to-value for new recruits. Customer Examples • NHS (Kenexa) • Cabela’s • TD Bank • High staff Current Issues turnover • Difficulty attracting good talent • Difficulty making new staff productive • External communities help attract new hires & bring Approaches Future them in. • Social network connects new staff to key colleagues • Gamification can drive engagement by 80% Quick Questions to ask yourself • What steps do you take to predict your recruitment needs? • What staff development steps do you take to retain key talent? • When staff leave your organization, what steps do you take to help them on their way and get valuable feedback from them? 27 © 2013 IBM Corporation
  • 28. Recruiting and Onboarding 30% increase in speed of time-to-value for new recruits. • High staff Current Issues Practical Solutions turnover • Difficulty attracting good talent • Difficulty making new Establish external Onboard new hires throug staff communities to attract new talent external and internal commun productive automatically set up their net Encourage early participationsocial network Use the in your social environment by to form new-start buddy introducing themselvesrelationships 28 © 2013 IBM Corporation
  • 29. Recruiting and Onboarding 30% increase in speed of time-to-value for new recruits. Apollo Group Attracted the right people through a branded website that appealed to the right candidates $2 Million savings in recruiting costs 29 © 2013 IBM Corporation
  • 30. Reinventing Customer Engagement 100% higher lead to close ratio from social engagement Customer Examples • Dallas Children’s Medical Center • Sennheiser • BASF • Pressure to build and share expertise for competitve advantage Current Issues • Increasingly influential & vocal customers • Growing demand for 24/7 service & mobile access • Listen & react to social media presence • Connect social Future Approaches media to social business processes • Customer advocacy groups • Mobile Quick Questions to ask yourself • Does your product or service development consider what your customers say about your product on social media? • How are you adopting your “shop window” to today’s business requirements? • Do you know what your customers expect from you after they buy? 30 © 2013 IBM Corporation
  • 31. Reinventing Customer Engagement 100% higher lead to close ratio from social engagement • Pressure to build and share expertise for competitve advantage Current Issues Practical Solutions • Increasingly influential & vocal customers • Growing demand for 24/7 Engage everyone, get feedback Bring social media feedbac service & mobile through forums, wikis, blogs and into your internal system access communities Integrate expertise Become mobile – consider location and instant messaging into your a mobile portal or custo customer support so that problems app to integrate with you are solved more quickly. customers’ needs. 31 © 2013 IBM Corporation
  • 32. Workplace & •Public Safety Difficulty in getting engagement in 30% increase in speed of access to experts. Customer Examples • Cemex • Jersey City Fire Department safety training • Feedback and revisions to safety information Current Issues complex and often incomplete • High rate of preventable accidents through poor training • Crowdsource safety Future Approaches improvements. • Capture comments and incidents while mobile • Deliver training in easy format. Quick Questions to ask yourself • How do you locate experts in your organization to consult on safety issues? • Would ensuring feedback from employees on safety issues improve your safety management? • What impact would reducing the time and cost involved in investigating and resolving safety incidents have on your profitability and reputation? 32 © 2013 IBM Corporation
  • 33. Workplace & Public Safety • Difficulty in getting engagement in 30% increase in speed of access to experts. safety training • Feedback and revisions to safety information Current Issues Practical Solutions complex and often incomplete • High rate of preventable accidents Engage everyone, get feedbacksafety discussio Encourage through poor through forums, wikis, blogsand feedback and training communities Integrate expertise location Become mobile – put safet and instant messagingknowledge and feedback into your customer support so that problemsof those wh in the hands are solved more quickly. need it. 33 © 2013 IBM Corporation
  • 34. Workplace & Public Safety 30% increase in speed of access to experts. 47,000 Connecting and Engaging Employees World-wide Using video blogs and social networking to create communities and distribute, promote, share and capture workplace safety information amongst its employees around the world. Communicating the importance of health & safety practices in their work environment and developing innovative ideas to improve day-to-day operations. 34 © 2013 IBM Corporation
  • 35. 35 © 2013 IBM Corporation
  • 36. HOW TO GET STARTED 36 © 2013 IBM Corporation
  • 37. 33 44 55 66 Establish the Business Goals, Issues & Priorities Patterns Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project Plan 37 © 2013 IBM Corporation
  • 38. Establish the Business Issues, Goals and Priorities Relationships Collaboration Performance Structure Process Supply Chain Production 38 Recruitment © 2013 IBM Corporation
  • 39. Use a Patterns Workshop to Prioritize Strategic Business Issues Brainstorming Patterns Priorities 11 22 33 44 55 66 39 © 2013 IBM Corporation
  • 40. Example Prioritized Issues 1 1 2 2 Cut meetings to 45 minutes from 1 hour Cut meetings to 45 minutes from 1 hour First billable day in 30, not 45 days First billable day in 30, not 45 days Onboarding Onboarding 3 3 Locate the right person to solve Locate the right person to solve quality issues 50% faster than currently quality issues 50% faster than currently 4 4 Decrease project start up time by 25% by Decrease project start up time by 25% by sharing project methodologies and approaches sharing project methodologies and approaches 5 5 Improve customer service by 10% thru feedback Improve customer service by 10% thru feedback 6 6 40 $, £, € saved Or gained Sales Engagement Sales Engagement Integrate feedback with CRM system Integrate feedback with CRM system © 2013 IBM Corporation
  • 41. Adoption Planning Workshop 41 © 2013 IBM Corporation
  • 42. Establishing Priorities develops the Business Case Priorities Business Case 11 22 33 44 55 66 42 © 2013 IBM Corporation
  • 43. ADOPTION PLANNING 43 © 2013 IBM Corporation
  • 44. 33 44 55 66 Establish the Business Goals, Issues & Priorities Patterns Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project 44 © 2013 IBM Corporation
  • 45. 45 © 2013 IBM Corporation
  • 46. Vision Setting 46 © 2013 IBM Corporation
  • 47. Vision Setting Consider a facilitated Vision Setting Workshop Get as much input as possible. Seek accord. “Treasure Wild Ducks” IBM can help facilitate this. 47 © 2013 IBM Corporation
  • 48. Vision Setting 48 © 2013 IBM Corporation
  • 49. Vision Setting Gain Agreement on the vision Grassroots Imperative Management Imperative • • • • • 49 Normally strategic vision Needs refined into business cases Dominant management team sets the strategy Often causes problems with users because of lack of consultation Often not based in reality with operations • • • • • Normally tactical vision Needs refined into business cases Considered as a “point solution” Need to grow necessity to form a “critical mass” Business case needs to be defined. © 2013 IBM Corporation
  • 50. Vision Setting Management Imperatives 50 Gain Agreement on the vision Grassroots Imperatives © 2013 IBM Corporation
  • 51. Management Imperatives Define Use Cases External Collaboration 51 Process Improvement Customer Service Research & Development HR Planning © 2013 IBM Corporation
  • 52. Grassroots Imperatives Define Use Cases Reducing Email Load Capturing Knowledge Departmental Groups Job Role-focused Groups Non process-related collaboration Meeting Management 52 Locating Experts Sharing Documents Documenting Experience © 2013 IBM Corporation
  • 53. Patterns Workshop Explore the Strategic and Tactical Issues the Customer wants to Resolve # People Cost Type No central place to store files HIGH HIGH HIGH G No document management regime HIGH HIGH HIGH M Top-down communication is poor HIGH MED LOW G Little standardisation information MED MED MED G No incentive to improve HIGH LOW MED M Email culture dominates HIGH MED MED G Unclear job roles HIGH LOW LOW M Aloof management HIGH LOW LOW M Don’t know who to ask for help HIGH HIGH MED G Poor customer satisfaction 53 Risk MED HIGH MED M © 2013 IBM Corporation
  • 54. Patterns Workshop Explore the Strategic and Tactical Issues the Customer wants to Resolve # People Cost Score No central place to store files 3 3 3 9 No document management regime 3 3 3 9 Top-down communication is poor 3 2 1 6 Little standardisation information 2 2 2 6 No incentive to improve 3 1 2 6 Email culture dominates 3 2 2 7 Unclear job roles 3 1 1 5 Aloof management 3 1 1 5 Don’t know who to ask for help 3 3 2 8 Poor customer satisfaction 54 Risk 2 3 2 7 © 2013 IBM Corporation
  • 55. Patterns Workshop Explore the Strategic and Tactical Issues the Customer wants to Resolve # People Cost Score No central place to store files 3 3 3 9 No document management regime 3 3 3 9 Top-down communication is poor 3 2 1 6 Little standardisation information 2 2 2 6 No incentive to improve 3 1 2 6 Email culture dominates 3 2 2 7 Unclear job roles 3 1 1 5 Aloof management 3 1 1 5 Don’t know who to ask for help 3 3 2 8 Poor customer satisfaction 55 Risk 2 3 2 7 © 2013 IBM Corporation
  • 56. Vision Setting 56 © 2013 IBM Corporation
  • 57. Building a Business Case 57 © 2013 IBM Corporation
  • 58. Describe the Current Process Describe the Current Process 2 peop le can’t make it, so send “decl ine” He mess gets ages. four altera tions to the agenda back from his team. Klaus needs to have a project kick off meeting for the new Two research paper project, so he s are out sends Klaus recei invitations to sends ved team for his out for next Wednesday the the at 10am. revise proje d ct agend team a to to the consi team. der The He at team the sends meets, the meeti with ng. paper Amand s out a to taking the the After the meeting, whole minute sends draft Amanda team. s. minutes for review. Klaus 8 4 2 58 4 0 5 0 1 0 3 2 5 8 Klaus resche dules the meetin g to accomm odate those who can’t Before make the it. meetin g, Klaus sends out an agenda for commen There are ts. edits to the minutes from five people at the meeting. She makes the changes and sends the minutes out as final. 1 8 2 8 7 1 Em ai l s u sed © 2013 IBM Corporation
  • 59. Quantify the Current Situation 59 © 2013 IBM Corporation
  • 60. Describe New Process Klaus needs to have a project kick off meeting for the new research project, so he sends out The invitations to team his team for meets, next Wednesday with at 10am. Amand a taking After the the meeting, Amanda minute posts draft s. There are minutes for edits to the review. minutes from five people at the meeting. She makes the changes and posts the minutes out as final. Klaus 18 Em ai l s 60 used 8 1 8 2 peop le can’t make it, so send Two “decl papers are ine” received mess for the ages. project team to consider at the meeting. They are attached to the agenda in the Community space. 1 0 Klaus resche dules the meetin g to accomm odate those who can’t make it. Klaus posts the meeting agenda in the Community space and asks for alterations to be made to the central copy. 1 8 1 8 1 8 © 2013 IBM Corporation
  • 61. Quantify the Current Situation 61 SAVED IN JUST ONE MEETING: 53 emails, 19 MB, 2.5 hours © 2013 IBM Corporation
  • 62. No document management regime Time = Money 62 © 2013 IBM Corporation
  • 63. 63 © 2013 IBM Corporation
  • 64. 64 © 2013 IBM Corporation
  • 65. Leadership Commitment Your organization’s leadership must be vocal and visible in their support – on a long term basis. Without leadership support your staff will not invest their time. It will be another passing fad. Ask for measurement, reports and other metrics regularly. Participate as often as you can. Call out good work. 65 © 2013 IBM Corporation
  • 66. Leadership Commitment Document your commitment to the project in the Vision Document. 66 © 2013 IBM Corporation
  • 67. Leadership Commitment Short status update once or twice a week Broadcast initiatives, comments, thoughts – watch for feedback. 67 © 2013 IBM Corporation
  • 68. 68 © 2013 IBM Corporation
  • 69. Planning PHASE 1 PHASE 2 PHASE 3 Perform Organization’s Collaboration Design the Collaboration Health-check Scenarios Understand Client’s Strategic Imperatives Understand Possible Collaboration Horizon & Envision the Future Scenario Develop Collaboration Roadmap Determine the Client’s Business Use Cases Develop Client’s Future Collaboration Vision Build the Case for Change Understanding Client's Collaboration Challenges Determine the Associated Collaborative Understand Client’s Current IT Collaboration Environment Map the Requirement Against Collaboration Tools and Initiatives Identify & Assess 69 Rank Collaboration Capabilities on Value and Ease of Implementation Behavior and Requirement Design & Develop Deliver © 2013 IBM Corporation
  • 70. Identify High-Priority Use Cases Planning External Collabora tion Process Improvem ent Customer Service Research & Development HR Planning Reducing Email Load Capturing Knowledge Departmental Groups Job Role-focused Groups Non process-related collaboration Meeting Management 70 Locating Experts Sharing Documents Documenting Experience © 2013 IBM Corporation
  • 71. Schedule the Use Cases Planning Reducing Email Load Sharing Documents External Collaboration Locating Experts HR Departmental Groups 71 © 2013 IBM Corporation
  • 72. Planning 72 Examine Each Use Case © 2013 IBM Corporation
  • 73. Planning Potential Chasm of Adoption • Recognize that there will be a chasm • It’s about addressing business need • It will probably take longer than you would expect • Establish the rules and approach early in the plan • Stay flexible and adapt based on experience 73 © 2013 IBM Corporation
  • 74. 74 © 2013 IBM Corporation
  • 75. Employee Engagement Core Team Executive Involvement Champions Early Adopters Iterative Deployment Iterative Deployment 75 © 2013 IBM Corporation
  • 76. Core Team Project Evangelist/ Technician/ Community Manager Communicator Support Manager 76 Sponsor © 2013 IBM Corporation
  • 78. Employee Engagement Better management of meetings Developing social business processes 78 Working collaboratively on documents Make it easy to interact anywhere Basic Skills Having open discussions Connecting people by job role Collecting knowledge & sharing Better management of projects 90% of Organizations report measurable benefit by being more “Social” © 2013 IBM Corporation
  • 83. 83 © 2013 IBM Corporation
  • 84. 84 © 2013 IBM Corporation
  • 85. Adoption 85 © 2013 IBM Corporation
  • 87. Adoption Committing Phase 4 “ I w r ot e a bl og post about t h at ” Attitude Holding Out Phase 1 “ I ’m i gn or i n g you ” Positive Time Phase 2 “ D o you k n ow w h o I am ?” Negative 87 87 Phase 3 “ OK , I ’l l gi ve i t a t r y - for you.” Resisting Exploring “Social Business and Collaboration Success Hinges on Effective Change Management”, Forester, Feb 2013 © 2013 IBM Corporation © 2013 IBM Corporation
  • 89. Adoption Plan your adoption iteratively. Complete one cycle before moving onto the next one. Document what you will do in a Plan. Change the plan for the next iteration based on feedback. Your last iteration will be your best! 89 © 2013 IBM Corporation
  • 91. Overall Iterations Plan Iteration 1 2 91 Description Implementation of Social Collaboration for Core Team Enablement of Early Adopters – General Use Cases Audience / Group Core Team Early Adopters Use Cases Est. Start Est. Duration Leader 1. 2. 3. 4. 5. Community Management Project Management Knowledge Collection Team Liaison Public Communication 1st Feb 15d Jane Doe 1. 2. 3. 4. 5. Meeting Management Project Management Community Formation Profiles & Skills Departmental Communities 15th Feb 25d John Doe © 2013 IBM Corporation
  • 92. Individual Iteration Plan 1 Leader Start Est. Duration Integrate Steps 1st Feb 8th Feb Customize Governance Jane Doe Communicate Mentor 7d 1. 2. 3. 4. 5. 1d 1. 2. Implement header graphic for communities Document Project Management process 9th Feb 1d 1. 2. Establish tagging taxonomy Define moderation process for blogs 10th Feb 3d 1. 2. Announce iteration start via status messages. Document the plan in the Core Team Blog 14th Feb 2d 1. 2. Provide 1-1 training for Jane Doe Lunch and learn for Jane’s team 1d 1. 2. 3. Project Management start-up time Volume of files shared Reducing in file attachments in email Measure 16 Feb th 92 Community Management Project Management Knowledge Collection Team Liaison Public Communication © 2013 IBM Corporation
  • 94. Adoption Customize Customize the look and feel. Change text to terminology users will recognize. Add components to deliver the required functionality. Adjust the security. Change the newsletter and notifications settings 94 Create Templates from your custom processes. © 2013 IBM Corporation
  • 95. Adoption Governance Customize Communicate acceptable behaviours. Set the standards Define complaint procedures Decide on Retention of Data Policy 95 Decide where to store knowledge Document IP / Copyright / Trademark policy © 2013 IBM Corporation
  • 97. Adoption Evangelize, Governance Customize Motivate & Engage Creating the bandwagon effect to cross the chasm requires your project to have momentum. Your early efforts at selecting champions, early adopters and so forth have started work on overcoming the inertia. Like a nuclear reaction, you need to establish critical mass to jump the adoption chasm. 97 © 2013 IBM Corporation
  • 98. 98 © 2013 IBM Corporation
  • 101. Adoption Number of active users Number of communities Volume of files Forum comments Most active user Most active communities Zombie communities Etc. 101 Evangelize, Mentoring & Governance Customize Motivate & Measuring Training Engage What statistics make sense for your iteration? © 2013 IBM Corporation
  • 102. Summary 102 © 2013 IBM Corporation
  • 103. 33 44 55 66 Establish the Business Goals, Issues & Priorities Patterns Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project 103 © 2013 IBM Corporation
  • 104. What does it take to embrace Social in your Organization? 104 © 2013 IBM Corporation
  • 105. Adoption 105 © 2013 IBM Corporation
  • 106. Q&A 106 © 2013 IBM Corporation

Hinweis der Redaktion

  1. We all have computers – at home, at work, in our pockets, in our cars – everywhere. Yet we still perform the majority of our work the same way.