Webtrends Engage Keynote

Making the Case for Social Collaboration in the Enterprise

Charlene Li, Altimeter Group

2

The Collaboration Problem

Approaching collaboration with technologies first

In fact, it’s about creating relationships to address gaps

3

Relationships fill two types of gaps

Gaps in information flows Gaps in decision making

Social Will

Be Like Air

CURRENT STATEMAKING THE CASE

HOW TO MOVE FORWARD

Knowledge Management

Collaboration Platforms

Enterprise Social Networks

The Evolution of Collaboration

6

Top Goals Revolve Around Sharing

Base: 44 companies with more than 250 employees

Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

Increase employee retention

Reduce internal emails

Create a virtual watercooler

Support a strategic transformation

Facilitate cross-department collaboration

Sharing of best practices

2.24

2.38

2.56

2.91

2.93

3.14

3.18

3.26

3.41

3.42

3.48

“How important are the following goals in your decision to deploy an enterprise social network, on a scale of 1 to 4?”

Impact is Only Moderate

Base: 77 companies with more than 250 employees

Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

Employee retention

Faster decision making

Reduce internal emails

Sharing of best practices

Find experts or share expertise

1.63

1.84

1.95

1.97

2.08

2.35

2.66

2.77

2.79

2.91

“How much impact has the enterprise social network platform had on your organization in the following areas? (Scale of 1 to

4)”

Most Organizations Admit They Measure Poorly

Base: 42 companies with more than 250 employees

Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

Measures very poorly

Measures somewhat

poorly

Measures somewhat well

Measures very well

33.3% 35.7%31.0%

0.0%

“How well do you feel your organization is measuring the impact of enterprise social

networking?”

52%

43%

29%26%

19%

10%7%

“How do you measure the impact of enterprise social networking in your organization?”

Lack of Metrics Means Business Impact Goes Unmeasured

Base: 43 companies with more than 250 employees

Source: Altimeter Group, “Making the Business Case for Enterprise Social Networks”, February 2012

Technology Options Proliferate

CURRENT STATEMAKING THE CASE

HOW TO MOVE FORWARD

13

Four Ways To Drive Business Value

Empower Employees

1

2

3

4

Encourage Sharing

Capture Knowledge

Enable Action

14

Encourage Sharing• Creates two-way dialog• Makes business personal• Reduces distance to leaders• Connects globally• Forms private groups

1

Infosys’s SharePoint community delivers higher employee satisfaction, faster content publishing, easy enhancements, and potential for better customer solutions.15

|16

Nokia’s CEO posts frequently, signaling the dawning of a new type of relationship between leadership and employees.

217

Capture Knowledge• Identify expertise• Avoid duplication and have

better coordination• Transfer knowledge• Improve best practices

“Social media allows our people to be able to drive sales by going to a specific group on our ESN with expertise for a particular situation.”

Erin Grotts, Director of Internal Communications

for Supervalu

18

“No single group of employees is ever left out of critical conversations or denied access to necessary information.”

19

Karen Lee, Sr. Director of Internal Communication at SAS

20

Enable Action• Solve problems faster and better• Bring outsiders in• Streamline processes3

CECOM employees explore the different capabilities of the CECOM worldwide

SharePoint portal at its kickoff event, held June

28, 2012.

Centralize, Streamline, and ConnectU.S. Army CECOM thrives with SharePoint

portal

“internal Google” Nearly all of Deloitte Australia’s employees use social collaboration daily, to solve problems and answer questions faster.

22

23

Empower Employees• Give employees a voice• Make meaningful contributions

and innovations• Increase engagement, satisfaction,

and retention

4

Credit: James Martin/CNET

When Sprint realized that employees were venting their frustrations on external sites, it enabled and encouraged them to post on their ESN.

There, leaders could address their concerns directly.

We are trying to build a culture that encourages risk-taking and more innovation at the front lines. It's critical to enable people without going through a chain of command.

25

Carl Camden, CEO of Kelly Services

26

Applebee’s Enables 7,000 Employees in 1,000 Locations to Monitor and Respond in Social Media

GOVERNANCESHARING

REAL TIME

EFFICIENCY

CURRENT STATEMAKING THE CASE

HOW TO MOVE FORWARD

Objectives Metrics Relationships Technology

Four Parts of Social Collaboration Strategy

#1 Have Clear Objectives29

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.

#2 Put the Right Metrics in Place30

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

#3 Invest in Relationship Management31

Budget, staff, and resource appropriately.

Get executives involved.

Foster transparency to create an open culture.

Create incentives and rewards for participation.

#4 Prioritize Technology with Relationships in Mind 32

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.

Social Will

Be Like Air

Charlene Li

charlene@altimetergroup.com

charleneli.com/blog

Twitter: charleneli

For slides, send an email to

slides@altimetergroup.com

For more information & to buy the

books

visit charleneli.com