Internal Social Collaboration: A Path to Business Value With an Enterprise Social Network

Social collaboration: A path to business valueYouToo Conference, Kent State University April 2016

Page 1 Social collaboration: A path to business value

Amy DolzineGlobal Knowledge Awareness AdvisorEYCleveland, Ohio

@amydolz

Introductions


Failing to plan is planning to fail …

– Alan Lakein


Who is EY

EY is an organization of member firms operating in 150 countries.

► We collaborate globally to offer audit, tax, transaction and advisory services.

► Each service line has a wide, diverse range of business units and offerings.

► Our organization is constantly growing and evolving.

We compete in a market where insights are the product: knowledge is and will be a key differentiator in building a better working world


Current state of social collaboration at EY


Keys to our and your success?


Keys to sustained success

2Be intentional with your strategy and define successStart with a strategy focused on the outcome – the business value social will generate.

3Use the levers to your advantageIncorporate the three levers to drive successful adoption, engagement, and business value. - Purpose. - High quality community management. - Measurement and iteration.

1Know your organizationUnderstand and factor in the key aspects of your organization, culture, people.


#1 – Know your organization

Given our environment,an initial strategy for responding to risk concerns was critical.

Risks► Client confidentiality► Brand and reputation► Information security► Data privacy

Automated monitoring

Auditing

Access management

Data purging Moderation

Terms of use


#2 – Be intentional with yoursocial strategy …

Outcomes

Leader engagement

Resourcing for engagements

Awareness across lines of

business

Personal brand building

Quick collaboration

On-boarding Expertise location

Informal team communications

Scenarios

Increase competitiveness

Create high-performing teams


… and define successIn

dia

US

Aus

tral

iaU

KA

ustr

alia

Quick collaboration

Awareness across lines of business

Leadership engagement

Expertise location

Resourcing for engagements

Personal brand building


What is required to support the long term vitality of social collaboration?


#3 - Key levers of adoption, engagement and business value

Clarity of purpose

High quality community management

Measurement and iteration

1

2

3


Clarity of purpose

One mechanism to achieve clarity is through our approach to group management.

► Strategic – purpose is directly aligned with the overall strategy

► Visible – heavily promoted and obvious to users

► Vital – mutual responsibility for long-term success

► Expedient – focus on day-to-day needs and may not persist

► Organic – user initiated and managedTactical Groups(bottoms up approach to social)

Verified Groups(top-down approach to social)


High quality community management

We see a direct correlation between group success and the quality of community management.

0

1

2

3

4

0

2

4

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Q1 Q2 Q3 Q4

Com

munity m

anagement effectiveness

Agg

rega

te g

roup

effe

ctiv

enes

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Community management correlation

Top Q Bottom Q CM top CM bottom

Key success factors:

► Authenticity

► Training

► Mentoring

► Accountability


Measurement and iteration

Adoption

Engagement

Value

► Monthly adoption tracking with leadership of key lines of business

► Self-serve reports to break down adoption and raw activity

1 2 3 4 5

► Quantitative and qualitative scorecards ► Peer comparisons pegged to a maturity model► Dashboards for leadership

$X.XmActual revenue generated

► High-impact examples of social success► Link engagement with tangible business value ► Reinforce and debunk any negativity

+

=

Meaningful measurement is critical to inform and drive future activity.


Keys to sustained success

2Be intentional with your strategy and define successStart with a strategy focused on the outcome – the business value social will generate.

3Use the levers to your advantageIncorporate the three levers to drive successful adoption, engagement, and business value. - Purpose. - High quality community management. - Measurement and iteration.

1Know your organizationUnderstand the factor in the key aspects of your organization, culture, people.


Social Collaboration: A Path to Business Value

Date published: April 2016

For further information, please contact: Amy Dolzine, EY Knowledge +1 216 470 [email protected]

Produced by Global Markets – EY Knowledge.

EY | Assurance | Tax | Transactions | Advisory

About EYEY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.

© 2016 EYGM LimitedAll Rights Reserved.

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This material has been prepared for general informational purposesonly and is not intended to be relied upon as accounting, tax, or otherprofessional advice. Please refer to your advisors for specific advice.

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Internal Social Collaboration: A Path to Business Value With an Enterprise Social Network