enterprise social networking benefits

WHEN EMPLOYEES CONNECT,COMPANIES THRIVE.

The Benefits of Enterprise Social Networking

Contents

AlignmentCollaborationProductivityInnovationCustomersExpensesKnowledgeEmployeesCommunicationCultureFlexibilityAgility

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The performance and productivity benefits that emerge from deploying an enterprise social network can be substantial. In this document we identify the top twelve business cases and 60 individual use cases.

Alignment

YAMMER (2013)

Business Case 1

51% of employees reported that they felt more connected to their organisation’s mission and goals.

Create

Use case 1: 1

help employees to see the big picture

Connectthe dotsinternally

Use case 1:2

shared vision, strategy and objectives

Developshared

understanding

Use case 1:3

connect the top to the bottom

Flatten theorganisation’s

hierarchy

Use case 1:4

improve cross-boundary communication

Eliminateinternal

silos

Use case 1:5

help leaders to see and understand what’s happening

Improve executiveoversight

Collaboration

JIVE SOFTWARE (2010)

Business Case 2

Network users reported a 37% increasein project collaboration.

Foster

Use case 2:1

encourage people to actively contribute

Accesscognitivesurplus

Use case 2:2

break down geographical barriers

Enablevirtualteams

Use case 2:3

collaborate on projects in shared spaces

Facilitatecross-functional

teamwork

Use case 2:4

share data and documents in context

Fosterinternal

collaboration

Use case 2:5

create more and deliver more

Achieverapid

breakthroughs

Productivity

MCKINSEY GLOBAL INSTITUTE (2012)

Business Case 3

Research predicts these networks have the potential to reduce the time spent reading and responding to email by 25-30%.

Improve

Reduceemail

overload

Use case 3:1

conduct online conversations in context

Fewerinternal

meetings

Use case 3:2

resolve issues on the network

Findinformation

faster

Use case 3:3

reduce time spent looking for ‘stuff’

Improve employees’workflow

Use case 3:4

eliminate friction and choke points

Streamlinework

processes

Use case 3:5

re-engineer work processes by making them social

Innovation

MCKINSEY & COMPANY (2013)

Business Case 4

Executives reported that, on average, they were able to cut launch schedules by 20%.

Drive

Crowdsource new ideas

and innovations

Use case 4:1

access your workforces’ collective wisdom

Accelerate launch

schedules

Use case 4:2

make it happen faster, reduce friction

Use case 4:3

connect internal and external communities

Increase customer intimacy

Use case 4:4

make decisions openly and inclusively

Open up the decision-making

process

Obtain theviews ofexperts

Use case 4:5

gain input from internal specialists

Customers

JIVE SOFTWARE (2010)

Business Case 5

Network users reported a 33% increase in their customer satisfaction numbers.

Serve

Buildbrandequity

Use case 5:1

stay abreast of customer sentiment

Reducenumber of

support calls

Use case 5:2

resolve issues in online communities

Increase customer

satisfaction

Use case 5:3

resolve customer problems faster

Increase customer retention

Use case 5:4

stop customers leaving due to poor service

Increasenumber of brand

advocates

Use case 5:5

turn customers into fans

Expenses

MCKINSEY & COMPANY (2013)

Business Case 6

Executives reported that, on average, they were able to achieve a 10% reduction in operating costs.

Reduce

Use case 6:1

eliminate the need for some travel

Reducetravelcosts

Use case 6:2

drop redundant communication channels

Reduce communication

costs

Use case 6:3

employee satisfaction = employee retention

Reduce recruitment

costs

Use case 6:4

get rid of redundant IT platforms

Eliminatelegacy

systems

Use case 6:5

flexible working leads to fewer permanent desks

Reduceoffice space

costs

Knowledge

CHATTER SURVEY (2011)

Business Case 7

Network users reported that employees were able to find the information they needed 52% faster.

Disseminate

Use case 7:1

make it easier to find and share information

Facilitate knowledge

management

Use case 7:2

let employees become the curators of content

Highlight the most valuable

content

Use case 7:3

help employees to find the people with the answers

Locatesubject matter

experts

Use case 7:4

capture departing employees’ tacit knowledge

Preserve corporate memory

Use case 7:5

share effective work processes

Propagateyour company’s

best practice

Employees

JIVE SOFTWARE (2010)

Business Case 8

Network users reported a 30% increase in employee satisfaction.

Engage

Use case 8:1

Attracttop graduate

talentthe top 10% of graduates expect social technologies

Use case 8:2

get new recruits up to speed quicker

Accelerate employee

on-boarding

Use case 8:3

deeper relationships, greater sense of belonging

Increase employee

satisfaction

Use case 8:4

make work literally more engaging

Increase employee

engagement

Use case 8:5

provide a satisfying day-to-day work experience

Achievebest employer

status

Communication

JIVE SOFTWARE (2010)

Business Case 9

Network users reported that they were able to achieve a 29% increase in executive communication.

Enhance

Use case 9:1

give employees a voice and a face

Improveinternal

communication

Use case 9:2

make the leadership team more accessible

Buildtrust and rapport

Use case 9:3

more open communication

Enabletwo-way

communication

Use case 9:4

disseminate content more efficiently

Improve information

flow

Use case 9:5

help employees to filter communication

Reducecommunication

overload

Culture

JIVE SOFTWARE (2010)

Business Case 10

Network users reported that they were able to achieve a 39% increase in employee connectedness.

Refresh

Use case 10:1

make it more open and collaborative

Reshape corporate

culture

Use case 10:2

develop a more cohesive corporate culture

Foster a one-team

culture

Use case 10:3

encourage people to become more involved

Build astronger

tribe

Use case 10:4

less directive and more supportive

Inculcate a new management

style

Use case 10:5

publically acknowledge people’s contribution

Facilitate employee

recognition

Flexibility

YAMMER (2013)

Business Case 11

68% of employees stated that the process of communicating with colleagues in different locations was now simpler.

Enable

Use case 11 : 1

work anytime and anywhere

Enableoffsite

tele-working

Use case 11 :2

access via laptops, tablets, smartphones

Enablemobiledevices

Use case 11 :3

help employees who work from home to collaborate

Enableremoteworkers

Use case 11 :4

upload and download data on the road

Enablefield

workers

Use case 11 :5

facilitate offsite deal management

Supportsales

people

Agility

YAMMER (2013)

Business Case 12

80% of employees reported that they felt more informed about what was happening in their organisation.

Increase

Use case 12:1

increase employee buy-in and commitment

Facilitatechange

management

Use case 12:2

look beyond the horizon

Sense emerging issues and

opportunities

Use case 12:3

agree a course of action and respond rapidly

Increaseorganisational

agility

Use case 12:4

redeploy resources where they’re needed

Quicklyshift

shape

Use case 12:5

permanent beta, never stand still

Adopt a‘do and learn’

approach

Research sources

1. Alignment Yammer, Business Value Survey (2013)

2. Collaboration Jive Software, The Business Value of Social Business (2010)

3. Productivity McKinsey Global Institute, The Social Economy: Unlocking Value and Productivity Through Social Technologies (2012)

4. Innovation McKinsey & Company, Evolution of The Networked Enterprise (2013)

5. Customers Jive Software, The Business Value of Social Business (2010)

6. Expenses McKinsey & Company, Evolution of The Networked Enterprise (2013)

7. Knowledge Salesforce Chatter, 50 Ways to Transform Every Department with Chatter (2011)

8. Employees Jive Software, The Business Value of Social Business (2010)

9. Communication Jive Software, The Business Value of Social Business (2010)

10. Culture Jive Software, The Business Value of Social Business (2010)

11. Flexibility Yammer, Business Value Survey (2013)

12. Agility Yammer, Business Value Survey (2013)

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David CrostonSocial Business Strategist