Download pdf - Social Media For The Enterprise

Conversations, Connections and OpportunitiesSocial Media for the EnterpriseDr. Cindy Gordon, CEO, Helix Commerce

Vice Chair, iCANADAwww.helixcommerce.com

www.helixvirtualworlds.com

[email protected]

(416)230-6538 mobile

(647)477-6254 office

© 2010 Information is not to be copied without permission by Helix Commerce International Inc.

http://helixcommerce.blogspot.com/http://twitter.com/helixcommerce

http://stores.lulu.com/helixcommerce

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http://www.cata.ca/Advocacy/iCanada/default.aspx

Helix specializes in Innovation & Next Generation Business Models

Dr. Cindy Gordon contributed the chapter on Web 2.0 technology strategy, best

practices, and implementation guidelines. Two new books scheduled for release in 2010 on Virtualization of Business and

Socialization of Knowledge.

(want a copy contact us at [email protected])

2© 2009 Information is not to be copied without permission by Helix Commerce International Inc.


2 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.

http://mitpress.mit.edu/images/products/books/0262632616-f30.jpg

Agenda

• Growth Trend Spotlights• Social Media in an Enterprise Environment

– Individual & Culture– Organization– Operations– Strategy

• Case Study – P&G• Questions and Answers

© 2010 Information is not to be copied without permission by Helix Commerce International Inc. 3

Social Networking Global Trends Demands Enterprise Attention


Enterprises are Active in Social Media… but many are still holding back.


Enterprises are in overload in both email and social media …..balance is not

there yet!



Technology Print In person

Social

media

Intranet E‐mail Printed

materials

Town halls Staff

meetings

Other face‐

to‐face

None

Business

Performance

12% 70% 70% 37% 56% 73% 44% 2%

Business

strategy for

riding out the

downturn

11% 53% 55% 26% 54% 65% 40% 7%

Financial

education

5% 43% 29% 27% 23% 37% 34% 19%

Customers 15% 47% 47% 37% 31% 54% 45% 10%

Pay 1% 43% 44% 38% 13% 27% 58% 5%

Benefits 4% 61% 54% 51% 21% 32% 51% 3%

Job security 6% 29% 31% 15% 28% 45% 48% 24%

The Right Media for the Message – Hot Off the Press!Although social media gets the most media attention and is an emerging trend, the most prevalent means of communications continue to be things such as e-mail, intranet and staff meetings; however, while employees have a keen interest in job security, 24 percent of companies provide no information on this topic. (Sample Size 328 Organizations represent over 5M employees)

Source: Watson and Wyatt, 20108 © 2010 Information is not to be copied without permission by Helix Commerce International Inc.

Agenda

• Growth Trend Spotlights • Social Media in an Enterprise Environment




Individual

OrganizationOperations

StrategyEnvironment 1. Environment: What are the key

external factors, and how do they influence performance?

2. Strategy: What is the business mission and strategy? Are they understood? Are tasks aligned with them?

3. Operations: What are people supposed to do? Where do they do it? What technology tools are needed to support them?

4. Organization: How are people organized to support performance? How are they measured? What social and political factors affect performance?

5. Individual: Do people have the ability and motivation required to perform?

Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 20010

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An Enterprise has to take into many factors for effective strategy focus and operational excellence.

A successful Enterprise digital social media strategy needs to have a strong strategic foundation if it is going to be successful and be sustainable in a large global enterprise.


Individual


Strategy

Environment


# 1 – Culture – Individual, Group and Leadership Behaviors, skills, norms, rituals, and artifacts:

learning new ways of working

new skills, new communication & interaction styles


Individual


Strategy

Environment


# 1 – Culture – Individual, Group and Leadership Behaviors, skills, norms, rituals, and artifacts:

Why is Culture the number one nut to crack?

Culture has deep roots

Culture requires leadership

What else?


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© Helix Commerce International Inc. Note: Helix Collaboration & Innovation Health Diagnostic: Over 100 Innovation and Collaboration Capability Questions

Trust

Reciprocity

Ownership

Reflection

Innovation

Collaboration

GrowthPeople 3.0 Collaboration Cultural Diagnostic 7 Leading Dimensions


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Survey Questions from Helix’s Collaboration & Social Media Culture Change Methodologies (sample)

TrustDefinition: Trust is the firm reliance and confidence on the integrity, ability, or character of a person. The root of trust is ensuring creative risk taking behaviours (emergent experimentation – think outside the box behaviours are healthy and supported.

AuthenticityDefinition: The quality or condition of being authentic, trustworthy or genuine.Questions:

I am encouraged to practice authentic and transparent communication in my daily work interactions.

Transparency/OpennessDefinition: Transparency generally, implies openness, communication, and accountabilityQuestions:

1. Our culture values open and transparent leadership behaviours.2. My manager actively practices open and transparent leadership communication.

Reputation Definition: Reputation is the state or situation of being held in high esteem. Reputation is increasingly important in web based communications as Personal Branding and Online Reputation Monitoring and ones quality on online interactions becomes more visible. Questions:

1. I actively update my personal collaboration profile to keep my colleagues informed of my skills and working status.2. I regularly add comments to peer postings to acknowledge value of content and increase accessibility.

Trust

Reciprocity

Ownership

Reflection

Innovation

Collaboration

Growth

© Helix Commerce International Inc.

Note: Helix has competency model definitions and culture diagnostic questions to measure collaboration and digital social media health at a culture level.


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Trust Leading Practices

1.) An e-Collaboration Leader Demonstrates Trust:

Authentic Voice (Uses own voice, informal tone, simple language).Transparency/Openness (Nothing hidden, uses facts).Reputation (Credible voice, influence, subject expertise).

Example: A Blogger in Sales creates a loyal following.A Sales Manager who consistently exceeds their target begins a blog on Winning Sales Account Management Tactics, and quickly develops aglobal sales following as the tips and techniques are simple, reliable, and proven.She openly shares what she does every day as her blog is written as a story of a day in her life in account sales. She is informally mentoring her colleagues - a proven practice for building rapid trust and the voice is authentic – the real deal!

Example: Acknowledging Contributions An employee participates in an online discussion forum, and reinforces a point of view that was initiated by another colleague but does not acknowledge the origin of the insight. This type of behavior is not transparent and does not build a positive reputation.

Trust

Reciprocity

Ownership

Reflection

Innovation

Collaboration

Growth

© Helix Commerce International Inc.

Employee Engagement

Note: Extract from Helix collaboration and People 3.0 Training Programs.


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An Integrated View of the Dimensions and Building Blocks

Inputs /Engagement Factors

Dimension (Root) Building Blocks (Branches) Application to Program/Metrics Benchmarks Outputs/Benefits

Trust(foundation)

1. Authenticity (uses own voice, informal tone, simple language)2. Transparency/Openness (nothing hidden; use facts)3. Reputation (credible voice, influence, subject expertise)

1. Lead selection ‐ start with those that have authority and influence2. Referrer log (# of people referencing content)

1. One per area/group2. >5 reference content (per post)

Reciprocity(extend beyond self/foundation)

1. Communication/Dialogue (participate in 2 way conversation )2. Listening (shows understanding of internal customer wants & needs; posts relevant and timely info)3. Availability (easily approachable and accessible)

1. # comments2. # links; # updates3. completeness of profiles

1. Comments >5 perpost2. # links >5 per post; updates 1x/day3. % of profiles at 100% complete (monthly)

Ownership(buy‐in; own process)

1. Accountability (part of goodwill towards company) 2. Passion (frequency of posts illustrates passion)

1. # posts; frequency of posts (blogs, wikis)2. # of individuals posting

1. 1x/day or greater2. % of total monthly (goal is 100%)

Reflection (see value and desire

to improve)

1. Thinking & Analysis (pausing, reflecting, thinking to improve)2. Story‐Telling (transfer tacit knowledge; buy‐in by capturing stories that reinforce eCollaboration business value3. Evangelism (about RIM)

1. # of stories 1. 2‐3 stories/week

OpportunityCollaboration

(embedded as part of daily practice)

1. Knowledge Sharing (cross‐functional, cross teams) 2. Community (seeks out and actively contributes to groups)

1. # of Collaboration Rooms Active2. # Active Communities of Practice3. # times environment accessed/day4. # locations accessed

1. % of total (monthly)2. % of total (monthly)3. 2‐3x/day4. >3 areas/day

Holistic Thinking

Innovation(synthesis and new

application)

1. Knowledge Synthesis (critically reviews information and knowledge and does sense making for effective knowledge translation and transfer)2. Emergent Experimentation (values new ideas from diverse sources and values iterative design practices)

1. # global participants (# users per country)2. # cross functional/cross country groups3. # new ideas generated2. # of new patents

1. % of total (monthly)2. % of total (monthly)3. 5 per month

Innovation

Growth(full benefits realized)

1. Adaptability (speed to market, reduced costs, eliminate rework, easy access to people and information)

1. % (or days) reduced in product cycle time2. productivity improvement ($s/hrs ratio)3. $s saved in travel (cost avoidance ‐ use survey)

1. % or days > zero 2. % or $ saved 3. >zero

Agility

Purpose of Culture Diagnostic:

Capability

MotivationEmployee

Engagement

The above Culture Diagnostic will be used to highlight the dimensions and building blocks for e‐Collaboration Program success, and illustrate the linkage to appropriate measures/metrics.

Extracts from Helix’s culture diagnostic and measurement toolkits


Note: Helix has a robust digital social media strategy and policy offering to support enterprise customers.

Have Had Success Creating an Online Community Around a Brand

Company Cultural Attribute Agree Disagree

Quick to adopt new media

technology

55% 28%

Value open, honest dialogue

about marketing

47% 27%

Encourages collaboration

between marketing and

others

48% 28%

Uses consumer feedback

productively to improve the

offering

45% 34%

Source: MarketingProfs Fall 2009 Survey

17© 2010 Information is not to be copied without permission by Helix Commerce International Inc.

# 2 –

Organization

Collaboration & Web2.0 Services & Networks

Self-Directed

Facilitated Transfer / Advisory

ServicesTacit

Explicit

More

MoreFewer

Fewer

Res

ults

Ach

ieve

d

Resources Required

Presents employees with self-service technology and then sets them free to use it

Self-directed org. design (web service technology) plus e-Collaboration services and organized networks (CoP practices) to assist in the knowledge creation and transfer processes. Dedicated resources (e.g. e-Collaboration managers) add value by scanning the flow of information and organizing knowledge into more usable format(s).

Full service CoE provisioning:Designates resources to stimulate, encourage and help with the transfer of knowledge and leading practices and assist in implementation

World-Class Evidence

Practice Evidence

Awareness Evidence

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Research Source: copyright Helix Commerce, 2010


There are three proven approaches to developing a Center of Excellence from an organizational design perspective.

Individual


Strategy

Environment


# 2 –

Organization (continued)


11.7%

3.1%

5.3%

13.3%

29.2%

16.8%

20.5%

3.4%

10.0%

2.4%

1.4%

24.1%

27.6%

30.1%

None of the Above

Admin

Assistant / Entry Level

Functional Specialist

Manager / Supervisor

VP / Director / General Manager

CEO / CMO / CIO /CTO / Owner /President

Social MediaWorker

Non SMW

• Social Media marketing is NOT free. • Budget for social media in terms of staff time, not media spend.• Social Media is NOT just for the kids.

Social Media Workers More Likely to be High-Level Employees

•High-level executives are more likely to be active in social media than not •making that time more costly.

•Young staff may not have the experience to be leaders in social spaces.

Source: MarketingProfsFall 2009 Survey

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How Social Media Workers Are Compensated

60.8%

31.9%

7.5%

3.4%

0% 20% 40% 60% 80%

I do this in addition to my defined role,willingly on my own initiative.

Social media is part of my defined scopeand included in my compensation

I participate in social media "on theside," collecting additional money.

Social media is all I do, and I am paidspecifically to do it.

Myth: Marketing departments are actually NOT hiring social media specialists•61% are employees doing this work in addition to their defined role•And 32% have social media responsibilities as just part of their job

Source: Marketing Profs Fall 2009 Survey


# 2 – Organization (continued)

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# 3 –

Operations Tremendous Value in Collaboration Practices

Fosters Innovation, Holistic Thinking, Agility

• Loosely coupled networks facilitate networking and knowledge sharing

• Real-time collaboration across organizational & geographic boundaries

Improves Employee Engagement

• Enables real-time information management and access

• Information rankings based on relevance and usability

• Informal knowledge networks

Example: A financial client tightened reporting cycle times from several weeks to "about 30 seconds" by enabling information submission directly into a team wiki and making that information instantly available to others.

Value to the

Enterprise

Sources: Helix Commerce International Inc.


Individual


Strategy

Environment


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There are risks

Collaboration & Social Media is not properly

governed or too tightly governed.

Too Much Policy• Expectations of younger

workforce supports transparency, ‘real-time’ accessibility, less control

• Adoption buy-in difficult to achieve with too many ‘rules’

• Discourages e-Collaboration use, hence, business value realization

Example: A global publisher spent millions on an e-Collaboration environment that no one used because of restrictions on activity (control through designated leads) and lengthy policy documents. They subsequently removed restrictions and went lite on policies. Result was wider e-Collaboration adoption and the rise of online global communities with Marketing leading the way.

Sources: Helix and Deloitte Consulting

Corporate Corporate RisksRisks

Adoption & Adoption & Quality RisksQuality Risks

Finding the right balance is

key Too Little Policy

• Abuse/Misuse

• No guidance on appropriate behavior and correction

• Inappropriate behavior finds way outside of RIM ‘s firewall (employee activity during off-work hours)


# 3 – Operations (con’t)

Policy Perspective• The Larger the company, the more restrictive the management of social media usage• 50% of large companies have very tight controls on usage vs. only 17% of small



Discipline and Termination Actions Taken by Companies Overall and by Company Size, 2009

Source: Proofpoint, 2009

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IBM’s approach to Social Media Policy is “light”

and focuses on

individual accountability consistent with overarching Business

Conduct GuidelinesIBM’s Business Conduct Guidelines

address:

• Personal conduct• Employee privacy

• Security: Protecting IBM's assets

(physical, information, etc)

• Business Conduct (ethics, competition,

etc)

• On your own time (conflicts of interest,

insider trading, political life, etc)

• Social Media guidelines supplement

the BCG’s with guidance on

appropriate participation in social

media (Blogs, Wikis, Micro blogging,

etc.)

Corporate RisksCorporate RisksAdoption & Quality Adoption & Quality

RisksRisks

IBM has officially supported forums for 15 years, and in that time, only 2 infractions of their

BCGs in millions of posts



Presenter

Presentation Notes

Message is don’t manage for few, manage for many – balance risk with business value; managing global needs (global jurisdiction and how to handle country laws – i.e. keep roles open and policy broad). Business Conduct Guidelines �IBM Business Conduct Guidelines (BCG)�The Business Conduct Guidelines specify IBM's standards of business ethics, basic values and principles. The guidelines provide general guidance for resolving a variety of legal and ethical questions for employees of IBM, including its subsidiaries and affiliates. ��IBM Government Client Guidelines�This document supplements the IBM Business Conduct Guidelines for issues and responsibilities related to IBM's Government Owned Entity clients. It includes a Supplement providing further guidance for dealing with U.S. Federal, State and Local Government matters.��IBM Business Conduct Guidelines for French Canada��IBM Government Client Guidelines for French Canada��IBM Business Conduct Guidelines for Europe�� Other Conduct Guidelines IBM Guidelines for Working with Business Partners IBM Technical Ethics Guidelines - Global IBM Blogging Guidelines IBM Virtual Worlds Guidelines

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Policy Best Practices: Top Ten

'Rules of Engagement'

• Think About Consequences

• Use Your Best Judgment

• Quality Matters

• Don’t Tell Secrets

• Be Respectful

• Be Interesting, But Be Honest

• Write What You Know About

• Don't Write Anonymously

• Always Pause and Think Before Posting

The above list supports open dialogue and the exchange of ideas

Helix has a Policy 3.0 Primer coming out on these leading practices, if you want on our mailing list for this new publication, send us an email.


Strategy Case Study – Proctor & Gamble “doing it right”

Research Source: tmp worldwide© 2010 Information is not to be copied without permission by Helix Commerce International Inc. 27

Agenda

• Growth Trend Spotlights • Social Media in an Enterprise Environment




Case Study – Proctor & Gamble

“doing it right”

To attract the millennial generation P&G had to own a presence in social media.



“doing it right”

Page Presence includes Facebook, You Tube, Linked In, and coming soon Twitter.



“doing it right”Variety of Tactics to drive Traffic:

-PPC Media

-Job Feeds

-Work with Me

-Messaging to Fans


Individual


StrategyEnvironment


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An Enterprise has to take into many factors for effective strategy focus and operational excellence.

A successful enterprise digital social media strategy needs to have a strategic foundation if it is going to be successful and sustaining.


Questions


Conversations, Connections and Opportunities

Social Media for the EnterpriseDr. Cindy Gordon, CEO, Helixwww.helixcommerce.com

www.helixvirtualworlds.com

[email protected]

(416)230-6538 mobile

(647)477-6254 office


http://helixcommerce.blogspot.com/http://twitter.com/helixcommerce


34

Let’s continue our dialogue to make Canada the most connected and intelligent nation in the world…..Contact me for more information on iCANADA to create a stronger and more intelligent nation

See http://www.cata.ca/Advocacy/iCanada/default.aspx

http://www.cata.ca/Advocacy/iCanada/default.aspx