Driving Business Strategy With Enterprise SocialMoritz BergerBusiness Architect, Microsoft

Goals of this sessionIdeas to support your enterprise social strategyMore questions, some answers

Non-GoalsReview a social consulting projectGeneral SharePoint adoptionDiscuss technology

What are your goals?No email initiatives → obsolete before plateau(Hype Cycle for Social Software 2012)

Unique Motivators

“The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.

Andrew Carnegie ”

Scarce information is most valuable

Social Learning Cycle in the Information Space,Max Boissot

Knowledge work is increasingIn general 25 to 50 percent - in some cases more - of the workforce is engaged in knowledge-based work

The basis of the operation

is the structure of

the activities.

The basis of the operation

is the knowledge of individuals.

Consumerizationof IT

Changing demographics

Democratization of media

More complex work

environments

Ignorance

Behavior

Power

Legacy

The work environment is changing

Your organization

You

Until now, we have used IT to automate people out of the equation.

Now we need to put them back and use IT to leverage our collective human capital.

How to collaborate?

How to share?

When to contribute?

Anything new?Who knows what?

I am a knowledge worker

Where to findstuff?

0.300.250.200.150.100.050.00

0 30 60 90 ... Separationdistance in feet

Tom Allen, MIT, 1977

Probability of communicating at least once a week

If we are more than 50 feet apart, we don’t collaborate

Strong ties lead to redundancy in ideas

I’ve got an idea!

Funny, I’ve got the same

idea.

“The Strength of Weak Ties”, Granovetter, 1973

Weak ties lead to a diversity of ideas

Did you know?

Didn’t know that, great idea!

“The Strength of Weak Ties”, Granovetter, 1973

The workforce is disconnected!

The technology gap – too much broadcast and push

Apart

Together

ApartTogether

Time

Space

E-mail

Intranet

Phone, SMS, Video Conferencing, Web Conferencing, IM

Bulletin board

Face to face

GAP!

Reach

Accessibility

Usability

Immediacy

Social computing is a game changer

Transparency

Most of the barriers to group action have collapsed…We can have groups that operate with a birthday party's informality and a multinational's scope.

Clay Shirky, “Here Comes Everybody: The Power of Organizing Without Organizations”

”“

… to have a social enterprisebefore this decade is out

Principles

User engagement (simplified)

See Like Act

The bootstrap problem of adoption

Psychology (Needs)

Sociology (Groups)

Technology (Tools)

Lewin’s Field Theory• Behaviour is a function of the field that exists at

the time the behaviour occurs

Behavior

Topology (Lifespaces

)

Group dynamics

Designing for Social Norms (or How Not to Create Angry Mobs) Social norms emerge as people work out how a technology makes sense and fits into their lives

First impressions and early adopters matter

The “real name” culture on Facebook didn’t unfold because of the “real name” policy. It unfolded because the norms were set by early adopters and most people saw that and reacted accordingly. Likewise, the handle culture on MySpace unfolded because people saw what others did and reproduced those norms. When social dynamics are allowed to unfold organically, social norms are a stronger regulatory force than any formalized policy. At that point, you can often formalize the dominant social norms without too much pushback, particularly if you leave wiggle room. Yet, when you start with a heavy-handed regulatory policy that is not driven by social norms – as Google Plus did – the backlash is intense.

People don’t like to be configured. They don’t like to be forcibly told how they should use a service. They don’t want to be told to behave like the designers intended them to be. Heavy-handed policies don’t make for good behavior; they make for pissed off users. Source: Danah Boyd, http://www.zephoria.org/thoughts/archives/2011/08/05/design-social-norms.html

Designing digital lifespaces

Governance for groups

Rules are clearly advertised

Private places and selective access control

Violations of rules are caught

Delegated control (permissions and moderation)

Meet the individual’s needs. Success measures:

Identify and create incentives:• Access to expertise (communities of practice, support)• Gamification (badges, kudos, leaderboards)• Participate in non-hierarchical conversations

Identify and remove disincentives:• Lack of trust• Unfriendly (unwelcoming) attitudes• Fear of prejudice against social network participation

Understand the power and limitations of self governance

• Search• Basic search• People search• Algorithmic page/app content

• Recommendations• Metadata• #Hashtags• Contextual UX (including mashups)• Fluent review and navigation• Anywhere access

Use technology to improve relevance

The 4 Socials

“Social” categories

Group-centric User-centric Application-centric Marketing-centric

Group-centric social

primary organization

business units, teams

secondary organization

v-teams, projects, committees

social communities

communities of practice

informal networks

friends at work

Formal groupsSocial groups

Social tools improve efficiency

Social tools support innovation and business transformation

User-centric social

communication preference

Yammer over email, Windows Phone over PC

new world of work

not bound by time and place – telecommuting, job sharing

reputation management

people profiles, people search, kudos

self expression

discussion forums, microblogging, status updates

Flexible workstyleDigital self

Social tools improve acceptance

Social tools improve engagement

App-centric social

contextual conversations

social content management, social CRM, social BPM

contextual feedback

social bookmarking, content rating, exception handling

collaborative decision making

BI for the masses

social search

Universal information access, people search

AugmentationTransparency

Social tools improve quality and relevance

Social tools improve knowledge management

Marketing-centric social

outreach

Social marketing campaigns, product launch support

influence

Corporate blogging, influencing the influencers, web presence

analytics

Correlation of signals, audience testing

customer dialog

Managed customer communities, community champions

PromotionUnderstanding

Social tools improve reach and impact

Social tools improve feedback and customer loyalty

What is your organizational social profile?

Tactical or Strategic?

• Current maturity• Need for change• Available technology• Executive sponsors• Target audiences• Budget

• Cultural fit• Expected lifetime• Governance• Scope• Time to value• Project ownership

Organizational ambition

Running social as a project (*)Predictive Practitioner $

avoid uncertainty, usage in one area (e.g. customer service), measure results with established tools

Clorox: Clorox Connects brainstorming with customers and suppliers.Find new experts for product development

Creative Experimenter $

embrace uncertainty, use small scale tests, listening to customers (incl. social media), driven by small budget

EMC: EMC/ONE helping employees network on projects.Finding resources, $40m savings (est.)

Social Media Champion $$

Large initiatives for predictable results, close collaboration incl. external parties, identify and enlist enthusiasts

Ford: Fiesta Movement campaign, customer field testing 100 cars 6 mo.$5m campaign raised awareness and generated 50k sales leads

Social Media Transformer $$$

large-scale interactions with external stakeholders, use the unexpected to improve your business by analyzing trends, large impact on the enterprise, requires major cultural changes

Cisco: Integrated Workforce Experience, ~”Facebook wall” for the enterpriseAccelerate time to trust, ease knowledge sharing with global teams

(*) Summary of HBR “What’s Your Social Media Strategy?”, Harvard Business Review July-August 2011

Social as a strategy: Start with business outcomes

Business Outcomes Examples

1. Make money More sales, higher customer satisfaction, attract new talent, better alignment with customer and partners (supply chain)

2. Save money Fewer meetings, improved employee morale (and retention), change management validation, faster onboarding

3. Create opportunity and drive innovation

New product lines, shorter time to market, geographical expansion, improved M&A capability

The Big PictureKey Milestones Summary

Enablement – get started, grow over time:

Company-wide rollout

Integrations (LOB, SharePoint, cloud, SSO, …)

Introduction at internal tech summits

User training sessions and workshops

Key executive onboarding

Look out for impact and use of social capabilities. Success measures:

End to end support of Company events, including major announcements and urgent response activities

Change management for acquisitions

Best Place to Work industry recognition

Health: Equilibrium of Networks

Ongoing use by a sufficient number of participants, risk of relapse into marginal state

EvolvingSustained Integrated

Increasing scope, regular addition of new use cases, foundations for integrated

Organizational dependencies on social channels, managed outcomes, managed social portfolio

Characterized by ratios of initiating:engaged:observing usersSustained=1:9:90

The tipping point: Departmental use

 Evolving StrategyDepartmental

Leadership Style Team-Led

Objectives: 1. Get to at least next level through steady

introduction of core concepts and practices of more advanced organisations

2. Start introducing company-wide initiatives and build greater all round and more focused participation through formative champion programs

3. Start focusing CM’s attention on building business value

Tactics:4. Show examples of where the network has been

positively effected by good CM programs5. Define and start building out generic champions

program6. Introduce metrics that can be used around

measuring and increasing business value

Culture Receptive

Community Management Building

Community Engagement Participative

Community Content Mandated

Network Analytics Observational

Define Outcomes & Accountabilities

Employee Engagement: Reduced regional communication silos and improved connection between market teams

OutcomeSuccess Criteria

24 new groups created, 8 non-work related

Key Champions

Name, Title

Contribution

Exec Sponsor

Events: Streamlined conference planning process; improved employee participation in pre- and post conference activities

Planning process for annual conference was reduced by 1 week; staff attributed savings to improved coordination and timely feedback loop on Yammer

Name, Title Project Manager

M&A: Standardize onboarding process for employees

4 merger related groups created to discuss concerns raised by acquired and existing employees

Name, Title Community Lead

Enhance Collaboration Infrastructure: Integrate Yammer app within SharePoint environment

Yammer integrated into 5 site templates, Yammer messages in SharePoint search results

Name, Title IT Integration Lead

Sample

Prioritize Use Cases

Opportunity AppliedX

MANAGEMENT & LEADERSHIP CROWDSOURCING & PRODUCTIVITY CULTURE & ENGAGEMENT

Leadership Communication Expertise & Answers Performance Recognition

Mentorship & Cross-Training Knowledge Base/Transfer Events & Conferences

Team & Project Management Ideation & Innovation Onboarding

M&A & Change Management Policy & System Improvements Diversity & Cultural Initiatives

Partner Management Recruiting & Talent Resourcing Social Interest Groups

Strategic & Crisis Communications Competitive/Industry Intelligence

X

X

X

Enablers To Support Strategic Adoption

BUSINESS VALUE: OUTCOMES AND SCOPE

STEERING COMMITTEESYSTEM

INTEGRATIONS

NETWORK ARCHITECTUREEN

AB

LER

S

EXECUTIVES& INFLUENCERS

USER & EXECUTIVE TRAINING

AWARENESS & PROMOTIONS

NEEDS ASSESSMENT/SUCCESS CRITERIA

COMPANY-WIDE ROLLOUT

USE CASES

Trust is key“We held steadfast to our desire to be open and it has worked,”

“We’ve had very little trouble on the forums and operate a three strikes rule, where if you write something that does not meet the guidelines you get two warnings before being banned.”

“It’s to do with as much collaboration as possible. If it’s just a corporate mouthpiece it dies. If people can take it on in their own way they take ownership,”

“When we started we didn’t try to own it all. We told the subject owners how we would not update their site areas; it was down to them. We also engaged a wider community involved through the forums. It was two-way communication from the start.“

Value And Scope After 1-6-12 Months

Instant gratification

TypifiedOpportunistic Externalized

Goal oriented Cross-boundary networks

Create opportunities Save money & make more money

Value And Scope After 1-6-12 Months

Cross-silo discovery and sharing

Twitter-style information bursts

Communities of Practice

Project Work

Monitored #feedback channel,

Including customers and partners: Softening the organizational communications barrier (creating richer communications at lower cost)

TypifiedOpportunistic Externalized

Create opportunities Save money & make more money

Summary

• Decide your fundamental approach• Project based vs. strategic• Organization design vs. application enhancement

• Always check• Relevance for the user?• Stimulates engagement?• Opportunity to provide value focus (explicit goals)

Quid ad nos?

Reading list

© 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.