How to Make Your Enterprise Social Network a Success

How to make yourenterprise social network a success

Socialcast and Change Agents Worldwide present a Webinar

Learning Series

April 2014 Twitter hashtag: #SCNow

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Today’s Speakers

Work is learning and learning is the work. People have connected with Harold over the past decade, through his blog and consulting practices, for innovative ideas on leadership, networked business, social learning and personal knowledge management.

Trusted advisor to enterprise customers seeking to design, launch and grow their internal social networks. Builder of communities, the one behind the scenes that quietly hammers the pieces together until the strong foundation is evident. Seeker of early adopters and use cases, nurturing the human connections necessary to ensure buyers and their constituents trust and love a product.

Harold Jarche, [email protected]

Carrie Basham Young, [email protected]

In 2009, social networking inside companies happened through wikis, blogs and email lists.

But in our personal lives, we were using Twitter and Facebook.

In the process of creating and absorbing this constant stream, we started to process information differently.

Faster. More Details. Instant Gratification.

Social technology changed our expectations, our habits, and our collective desire to share information openly.

How does a company

introduce social technology and

maintain both information

security and employee

satisfaction?

Case Study

Our conversation today● 3 real company journeys on the path

to becoming a “social” business

● Technology, business cases and readiness factors when selecting a solution

● The ROI and value of an enterprise social network

● Important considerations: features, security, integrations, and company culture

“informal social relationships have always been linked to effective performance” Image by Anne Marie McEwanTheSmartWorkCompany.com

social business is nothing new

innovation first appears at the edges

Tangible Values of an Enterprise Social Network

In Daily WorkFewer emails → more time working, less time in the inbox

User generated content → access to better informationGlobal collaboration → less travel, fewer meeting

Knowledge management → less time searching, less duplication

For Product Development:Faster product cycles → find issues and iterate quickly

Faster time-to-market → faster profitsBetter product quality when more eyes review

For Project-Based WorkIn-context feedback and comments → fewer iterations, more efficiency

Organized information → faster access to information

Measuring Value: One ApproachBusiness Value Method

Source: Success Measurement of Enterprise Social NetworksAlexander Richter, Julia Heidemann, Mathias Klier, Sebastian BehrendtCooperation Systems Center Munich, Bundeswehr University Munich and University of Regensburg, Germanyhttp://www.kooperationssysteme.de/docs/pubs/Richter%20et%20al%202013_WI2013_Success_Measurement_of_ESN.pdf

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The Clothesline Paradox:

You put your clothes in the dryer, and the energy you use

gets measured and counted.

You hang your clothes on the clothesline, and it

"disappears" from the economy.

-Steve Baer as recounted by Tim O’Reilly at edge.org

Intangible Values of an Enterprise Social Network

● Employee Happiness - “Return on Community”

● Cooperation in a crisis

● Situational awareness

● Humanizing work

● Building collective intelligence

● New employee onboarding

● Communication outside of hierarchy

Employee Benefits: What’s in it for me?

● Become “real” to your colleagues

● Alleviate “formal” support burdens

● Take charge of when & how you work

● Receive credit for your ideas

● Establish direct relationships and strengthen your ties

● Give and receive “thanks”

● Make your work “visible”

● Enjoy engaging with your team

For the company whose employees had created an enterprise social network without formal support, the “social” train had already

left the station.

They recognized the benefits in light of the challenges, and now had a choice to make:

Embrace social technology, trust in employees, and a new way of working, or let regulations and compliance hurdles stop social business

efforts?Case

Study

how enterprise social networks create business value

Based on:

http://www.altimetergroup.com/2012/02/making-the-business-case-for-enterprise-social-networks.html

People-centric Services: Oscar Berg: The Digital Workplace Concretized http://www.thecontenteconomy.com/2012/09/the-digital-workplace-concretized.html

Business Needs: Employees needed to find information, ask questions and receive answers, and learn about colleagues who could help them on projects. IT and Communications needed to safely harness these discussions.

Responsible Team: Corporate Communications and IT teams

The Solution: “Connect Us” by Socialcast in a private cloud in the EU

Today: • 50,000 users globally• Signature events like the All Employee Jam• Completely virtual conferences• Integration into business systems• Time saved and innovation is faster

Case Study

Business Needs: Improve communications through an informal,

internal forum. Collaboration was becoming difficult; data was trapped in data silos.

Old Solution: Microsoft SharePoint

Responsible Team: Enterprise Innovation

The Solution: “Buzz” powered by Socialcast on-premise;

imported pilot data into Buzz

Today: 31,400 active users

500,000 posts 100 integrations with business systems

20 apps created to measure activity

Business Needs: Foster a culture of innovation by supporting technical collaboration. Unite R&D scientists and engineers in a highly secure 24/7 virtual lab for constant innovation opportunities.

Responsible Team: IT Lab Collaboration

The Solution: “Spark” by Socialcast in the cloud

Today: • 3000 users in the R&D team use Spark• Employees share and discuss content available in

‘knowledge at rest’ resources (3M wikis and databases)

• ESN facilitates ‘knowledge in motion’ - dynamic bits of data and information in real-time streams

• Analytics help identify social influencers• “No Email” incentives - special avatars for users

who haven’t emailed for 1+ weeks

Security: Cloud vs. On Premise

Identity: Integrates with Directory, Single Sign On, Profiles

Employee Usability: Easy to Use and Learn?

Community Manager Usability: Easy to manage on a daily basis?

Mobile Access: Mobile applications, email integrations available?

Business System Integration: Social where employees work.

Total Cost of Ownership: Custom or out of the box?

Key ESN Considerations

Questions?

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CreditsCast

First Speaker, Independent Gen Y Do-er, Solo Change Agent.....….…...Carrie Basham YoungSecond Speaker, Keen Subversive, Solo Change Agent..................................... Harold Jarche

CrewSponsor, VP Marketing, Socialcast……………………………......…..……....Joan BodensteinerVisual Lametta, Change Agents Worldwide…………………….....……....…..…...Joachim Stroh

Image CreditsCover and Q&A……...……………………………..………..………..Kenny Random, Street ArtistNetwork Graph………………………………………..……………………………..…LinkedIn MapsCoffee……………………………………………. 'Cortado With Christmas Tree :)' on flickrcc.netSelfie…………………………………………………………. '6/365 - Fat Breakfast' on flickrcc.netBaby Toes………………………………………………………………………..'toes' on flickrcc.netKeyboard…………………………………………………. 'write down my name ...' on flickrcc.netTracks…………………………………………………………………….. 'IMG_0270' on flickrcc.netLocked Gates………………………………………………………... 'Locked heart' on flickrcc.netClothesline…………………………………………………... 'Panni stesi a Venezia' on flickrcc.netLibrary………………………………………………………………………... 'Library' on flickrcc.netSunset………………………….…………………………….. 'The sunsets are free' on flickrcc.netCoins…………………………….…………………………………….. 'Pound coins' on flickrcc.netSmiling Hand…………………….……………….. '065/365: Show us your smile!' on flickrcc.net3M……………………………………………………………………….. Courtesy of 3M Spark BlogHumana………………………………………………………………..…. Courtesy of Packers.comLEGO Image………………………………. 'unemployment was high in lego land' on flickrcc.net

All CAWW slides are licensed under share-friendly Creative Commons BY 4.0 (i.e., "use at will").

www.changeagentsworldwide.com

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About Change Agents Worldwide

We are a network of progressive and passionate professionals, specializing in future work technologies and practices. We designed Change Agents Worldwide to function as a cooperative, where value is realized by every node in the network. As the network grows, the benefits compound exponentially. We believe change is coming fast to the enterprise. We believe in the principles that drive the evolving web: chief among those are transparency, sharing/collaboration, authenticity and trust. We are excited about new behaviors, structures and technologies that will fuel healthy, productive disruption to industrial-age beliefs, taxonomies and processes. We share a passion for introducing change to large institutions that results in a step change in productivity, higher engagement and richer experiences.

Visit http://www.changeagentsworldwide.com/