5 steps to becoming a social enterprise andrew bishop-jacobs
TRANSCRIPT
Getting Social: A 5 Step Road Map to Becoming a Social & Collaborative EnterpriseAndrew BishopPrincipal ConsultantJacobs (formerly Unique World)@[email protected]
Jacobs is a leading enterprise collaboration consultancy. We work with Australia’s major enterprises to connect people to people and people to information.
We transform their business through enabling technology to give them back time and freedom for other important stuff.
About Jacobs
WHAT IS A SOCIAL ENTERPRISE ANYWAY?
Imagine if…
• You could get rid of meetings and conference calls where the only purpose was to give someone an update
• You could find out that someone else in your organisation had already created a document about topic X before you invested lots of your time into creating a new one
• You always knew the latest information about the projects and topics that interest you?
• Simply clearing your in-box wasn’t cause for a major celebration
Imagine if…
• You had the same visibility into the actions of your interstate team members as you do for local team members
• You didn’t have to ask your team mates what they’re working on, because you already knew
• You knew exactly how to find out if someone in the organisation had the expertise you needed
What we’re describing here is what life it like when your organisation becomes a social enterprise.
What makes a social enterprise?• People• Connections• Openness
People
• People are at the centre of a social enterprise.
• Its about recognising that workers are more than just resources – they are complex, multi-faceted individuals, with: – Creativity– Expertise– Opinions– Ideas– Credibility– Passion– Feedback– Contributions– Activities
Rich User Profiles
Micro blogs
Earned Badges
Expertise
Communities
• In a social enterprise, we enable people to know and be known via rich user profiles
• Why do this? Engagement. Full value
BioPhoto and
contact details
Connectedness
Connected in a Social Enterprise means..
• Opening up channels for peer to peer collaboration and communication
• Build up the ‘wirearchy’* of trusted, valued connections - within and around my organisation
• Supporting the weak/strong, near/far links
* John Husband www.wirearchy.com
Connectedness
• Enable people to connect to and share with one another– Create content together using wikis– Have discussions using forums– Share and develop ideas using ideation– Share status updates and crowd-source solutions using
micro-blogs– Acknowledge teammates using badges– Work together in communities
Collaboration by another name?
A Social Enterprise is differentiated by:
• New tools that aid a more social form of collaboration – Following
• People, sites, topics
– Activity streams– Micro blogging– Communities of interest– Badging and recognition
• Openness
Openness
Openness means:• Working in way that has greater visibility – “Working aloud”, “Narrating”– Like an open plan office..but with a discoverable history
• Creating a chatter of activity and updates that we can tap into by selective following of people , communities and topics
• Real-time awareness amongst team mates of what each other is doing– “Looking over each other’s shoulders”
But not in Big Brother way!
But not in Big Brother way!
.. And no FB-style stalking!
Why would we want openness?
• Cohesion, awareness, efficiency
For a stunning example of cohesion watch this YouTube clip of the murmuration of the starlings of Otmoor
Why would we want openness?
• Widen the benefits
When a query is handled via email, phone or instant chat, only the participants benefit;
If on the other hand the question is posed in a micro blog, others can benefit too.
IS THERE A BUSINESS CASE FOR A SOCIAL ENTERPRISE?
Value & Business Performance
Cost• Self service support• Overcoming barriers to
collaboration: travel and communications costs
Revenue• Improved customer
satisfaction and loyalty• Better quality tenders,
improved win rate
Productivity• Less duplication• Faster tender responses• Faster cycles• Better decisions
Connected Culture• New hire ramp up• Quicker location of expertise• Improved connections b/w
teams• Career diversity
Top recorded benefits83% - Increased speed of access to knowledge55% - Increased speed of access to experts41% - Increased employee satisfaction31% - Faster employee on-boarding & training28% - Increased # of successful innovations28% - Reduced travel costs28% - Reduced communication costs
Newsgator 2011
Newsgator survey
Top recorded benefits83% - Increased speed of access to knowledge55% - Increased speed of access to experts41% - Increased employee satisfaction31% - Faster employee on-boarding & training28% - Increased # of successful innovations28% - Reduced travel costs28% - Reduced communication costs
Newsgator 2011
Newsgator survey
The challenge of dis-engaged staff
What do workers people want?
What do workers people want?
Receive news and other updates that are of interest to us
What do workers people want?
Share our insights and experiences
What do workers people want?
Share and consume video content
What do workers people want?
Easily share updates, and
content with people of interest to us
What do workers people want?
Access our share our content
anywhere, any time, any device
What do workers people want?
Create and leverage our professional
networks
What do workers people want?
Easily share our discoveries
What do workers people want?
People (that’s us!) are pretty clear about how we want to handle information outside work , so why not provide the
same sort of tools at work
Two great reasons for Social Enterprise
• The wonderful things about social business is that it makes 2 important things better at once:
• It improves business outcomes, and
• It improves the working lives of everyone in business.
– How? It gives everyone a voice, and a chance to manifest what Nelson Mandela calls your "spark of genius“.
GETTING BUY-IN
Social is, well, different!
• No mistaking – it is change • New tools, new attitudes• Can’t run this like traditional corp change– Purposeful facilitation– More freedom, less control– Participation is encouraged, but optional
Buy-in and Adoption
• Seek out heavy hitters (management) and the influencers (power users)
• Identify the use cases that make it easy and rewarding to participate
I don’t want anyone to ‘dislike’ my content
They think it’s like
Facebook – a timewaster
What if someone posts these pictures on the web?
Why are they spending
time ‘playing’ on this
when I’m still waiting for
my support call to be
addressed?
I feel anxious about ‘putting myself out there’
Isn’t it just about making people feel good?
We’d need very strict policies to specify who can do what
But people could
say anything they
wanted!
Why do we need
Yammer? We’ve got email
& IM? What’s the gap?
What me, worry?
I don’t want anyone to ‘dislike’ my content
They think it’s like
Facebook – a timewaster
What if someone posts these pictures on the web?
Why are they spending
time ‘playing’ on this
when I’m still waiting for
my support call to be
addressed?
I feel anxious about ‘putting myself out there’
Isn’t it just about making people feel good?
We’d need very strict policies to specify who can do what
But people could
say anything they
wanted!
Why do we need
Yammer? We’ve got email
& IM? What’s the gap?
What me, worry?
Address through:
1. Education 2. Social policy3. Audits & analytics
SELECTING SOCIAL TOOLS
Get the functionality you need
• Profile (source of truth)• Activity streams • Communities of interest• Videos• Ideation• Badging and recognition• Reach (portal, desktop, mobile)
But don’t forget the ‘non-funcs’
• Supportability by your IT apps department• Existing vendor relationships • Costs• Data sovereignty (who controls your data)• Systems of engagement needs the same rigor
as systems of record
Social
Social Integration – what are you connected to?
Social everywhereConnective tissue
CRM ERPIntranet
Gartner: “By 2016, 15% of businesses will deploy a horizontal social technology layer that integrates with several business applications”.
SCM
What next?1. Take a strategic view2. Work out the requirements3. Decide on the tool4. Get your toe in the water5. Roll it out
Credits & further reading
• ‘Social Business by Design’ Hinchcliffe & Kim 2012• www.jarche.com• www.wirearchy.com