Social Media For The Enterprise

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by Dr. Cindy Gordon at the Visability event, Conversations, Connections & Opportunities, May 27, 2010

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1. Conversations,Connections andOpportunitiesSocial Media for the EnterpriseDr. Cindy Gordon, CEO, Helix CommerceVice Chair, iCANADAwww.helixcommerce.comwww.helixvirtualworlds.comcindy@helixcommerce.com(416)230-6538 mobile(647)477-6254 office http://helixcommerce.blogspot.com/ http://twitter.com/helixcommerce http://stores.lulu.com/helixcommerce http://www.cata.ca/Advocacy/iCanada/default.aspx 1 2010 Information is not to be copied without permission by Helix Commerce International Inc. 2. Dr. Cindy Gordon contributed the chapter on Web 2.0 technology strategy, best practices, and implementation guidelines. Two new books scheduled for release in2010 on Virtualization of Business andSocialization of Knowledge. (want a copy contact us atcindy@helixcommerce.com) http://stores.lulu.com/helixcommerceHelix specializes in Innovation & Next Generation Business Models 2009 Information is not to be copied without permission by Helix Commerce International Inc.2 2 2010 Information is not to be copied without permission by Helix Commerce International Inc. 3. Agenda Growth Trend Spotlights Social Media in an Enterprise Environment Individual & Culture Organization Operations Strategy Case Study P&G Questions and Answers 3 2010 Information is not to be copied without permission by Helix Commerce International Inc. 4. SocialNetworkingGlobalTrendsDemandsEnterpriseAttention 4 2010 Information is not to be copied without permission by Helix Commerce International Inc. 5. EnterprisesareActiveinSocialMedia butmanyarestillholdingback. 5 2010 Information is not to be copied without permission by Helix Commerce International Inc. 6. Enterprisesareinoverloadinbothemailandsocialmedia ..balanceisnot thereyet! 6 2010 Information is not to be copied without permission by Helix Commerce International Inc. 7. 7 2010 Information is not to be copied without permission by Helix Commerce International Inc. 8. 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)Technology Print Inperson SocialIntranetEmailPrintedTownhallsStaffOtherfaceNonemediamaterials meetingstoface Business12%70% 70% 37% 56% 73% 44%2% PerformanceBusiness11%53% 55% 26% 54% 65% 40%7% strategyfor ridingoutthe downturn Financial 5% 43% 29% 27% 23% 37% 34%19% education Customers15%47% 47% 37% 31% 54% 45%10%Pay1% 43% 44% 38% 13% 27% 58%5%Benefits 4% 61% 54% 51% 21% 32% 51%3%Jobsecurity 6% 29% 31% 15% 28% 45% 48%24%8 2010 Information is not to be copied without permission by Helix Commerce International Inc. Source: Watson and Wyatt, 2010 9. Agenda Growth Trend Spotlights Social Media in an Enterprise Environment Individual & Culture Organization Operations Strategy Case Study P&G Questions and Answers 9 2010 Information is not to be copied without permission by Helix Commerce International Inc. 10. AnEnterprisehastotakeintomanyfactorsforeffective strategyfocusandoperationalexcellence.1. Environment: What are the key Environment external factors, and how do they influence performance? Strategy2. Strategy: What is the business Operationsmission and strategy? Are they Organizationunderstood? Are tasks aligned with them?3. Operations: What are peopleIndividual 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? Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 200105. Individual: Do people have theA successful Enterprise digital social media ability and motivation required tostrategy needs to have a strong strategicperform?foundation if it is going to be successful and besustainable in a large global enterprise. 10 2010 Information is not to be copied without permission by Helix Commerce International Inc. 11. # 1 Culture Individual, Group and LeadershipEnvironmentStrategyBehaviors, skills, norms, rituals, and artifacts:OperationsOrganization learning new ways of working Individualnew skills, new communication & interaction styles Source: Dr. Cindy Gordon,Collaboration OD LeadingPractices Research, 2010 11 2010 Information is not to be copied without permission by Helix Commerce International Inc. 12. Environment# 1 Culture Individual, Group and LeadershipStrategyOperationsBehaviors, skills, norms, rituals, and artifacts:Organization IndividualWhy is Culture the number one nut toSource: Dr. Cindy Gordon,Collaboration OD LeadingPractices Research, 2010crack?Culture has deep rootsCulture requires leadershipWhat else? 12 2010 Information is not to be copied without permission by Helix Commerce International Inc. 13. Growth People 3.0 Innovation Collaboration Cultural Diagnostic Collaboration 7 Leading Dimensions ReflectionOwnershipReciprocityTrust Note: Helix Collaboration & Helix Commerce International Inc. Innovation Health Diagnostic: Over 100 Innovation and Collaboration Capability Questions13 2010 Information is not to be copied without permission by Helix Commerce International Inc. 14. SurveyQuestionsfromHelixsCollaboration&SocialGrowthInnovation CollaborationReflection Ownership Reciprocity MediaCultureChangeMethodologies(sample)Trust Helix Commerce International Inc. Trust Definition: 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.Authenticity Definition: 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/Openness Definition: Transparency generally, implies openness, communication, and accountability Questions: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. Note: Helix has competency model definitions and culture diagnostic questions to measure collaboration and digital social media health at a culture level. 14 2010 Information is not to be copied without permission by Helix Commerce International Inc. 15. 1.) An e-Collaboration Leader Demonstrates Trust: Trust LeadingAuthentic Voice (Uses own voice, informal tone, simple language). PracticesTransparency/Openness (Nothing hidden, uses facts).GrowthReputation (Credible voice, influence, subject expertise).InnovationCollaborationReflectionOwnership Example: A Blogger in Sales creates a loyal following. ReciprocityTrustA Sales Manager who consistently exceeds their target begins a blog onWinning Sales Account Management Tactics, and quickly develops aglobal sales following as the tips and techniques are simple, reliable, andproven.She openly shares what she does every day as her blog is written as a Helix Commerce International Inc.story of a day in her life in account sales.EmployeeShe is informally mentoring her colleagues - a proven practice forEngagementbuilding rapid trust and the voice is authentic the real deal!Note: Extract from Helix collaboration and People 3.0Example: Acknowledging Contributions Training Programs.An employee participates in an online discussion forum, and reinforces apoint of view that was initiated by another colleague but does notacknowledge the origin of the insight. This type of behavior is nottransparent and does not build a positive reputation. 15 2010 Information is not to be copied without permission by Helix Commerce International Inc. 16. AnIntegratedViewoftheDimensionsandBuildingBlocks Inputs/EngagementDimension(Root) BuildingBlocks(Branches) ApplicationtoProgram/Metrics BenchmarksOutputs/BenefitsFactors 1.Authenticity(usesownvoice,informaltone,simplelanguage) 1.Leadselectionstartwiththosethathave 1.Oneperarea/group Trust 2.Transparency/Openness(nothinghidden;usefacts) authorityandinfluence2.>5referencecontent (foundation) 3.Reputation(crediblevoice,influence,subjectexpertise)2.Referrerlog(#ofpeoplereferencingcontent) (perpost) 1.Comments>5perpost 1.Communication/Dialogue(participatein2wayconversation)Reciprocity1.#comments 2.#links>5perpost; 2.Listening(showsunderstandingofinternalcustomerwants& (extendbeyond 2.#links;#updatesupdates1x/day needs;postsrelevantandtimelyinfo) self/foundation)3.completenessofprofiles 3.%ofprofilesat100% 3.Availability(easilyapproachableandaccessible) EmployeeMotivationcomplete(monthly)Engagement1.1x/dayorgreater Extracts1.Accountability(partofgoodwilltowardscompany) Ownership from Helixs culture diagnostic and measurement toolkits(buyin;ownprocess) 2.Passion(frequencyofpostsillustratespassion) 1.#posts;frequencyofposts(blogs,wikis) 2.#ofindividualsposting 2.%oftotalmonthly(goalis100%)1.Thinking&Analysis(pausing,reflecting,thinkingtoimprove)Reflection2.StoryTelling(transfertacitknowledge;buyinbycapturingstories(seevalueanddesire 1.#ofstories1.23stories/weekthatreinforceeCollaborationbusinessvalue toimprove)3.Evangelism(aboutRIM) 1.#ofCollaborationRoomsActive 1.%oftotal(monthly) Collaboration 1.KnowledgeSharing(crossfunctional,crossteams) 2.#ActiveCommunitiesofPractice2.%oftotal(monthly)Opportunity (embeddedaspartof 2.Community(seeksoutandactivelycontributestogroups) 3.#timesenvironmentaccessed/day3.23x/dayHolisticThinking daily practice)4.#locationsaccessed4.>3areas/day1.KnowledgeSynthesis(criticallyreviewsinformationand 1.#globalparticipants(#userspercountry) Innovationknowledgeanddoessensemakingforeffectiveknowledge1.%oftotal(monthly) 2.#crossfunctional/crosscountrygroups (synthesisandnew translationandtransfer) 3.#newideasgenerated2.%oftotal(monthly)Innovation application)2.EmergentExperimentation(valuesnewideasfromdiverse 3.5permonth Capabilitysourcesandvaluesiterativedesignpractices) 2.#ofnewpatents1.%(ordays)reducedinproductcycletime1.%ordays>zeroGrowth 1.Adaptability(speedtomarket,reducedcosts,eliminaterework,(fullbenefitsrealized) easyaccesstopeopleandinformation) 2.productivityimprovement($s/hrsratio)2.%or$saved Agility 3.$ssavedintravel(costavoidanceusesurvey) 3.>zeroPurposeofCulture Note: TheaboveCultureDiagnosticwillbeusedtohighlightthedimensionsandbuildingblocksforeCollaborationProgramsuccess,andillustratethelinkagetoappropriatemeasures/metrics. Helix has a robust digital social media strategy and policy offering to support enterprise customers. Diagnostic: 16 2010 Information is not to be copied without permission by Helix Commerce International Inc. 17. HaveHadSuccessCreatinganOnlineCommunityAroundaBrand CompanyCulturalAttribute AgreeDisagreeQuicktoadoptnewmedia55%28%technology Valueopen,honestdialogue 47%27%aboutmarketingEncouragescollaboration48%28%betweenmarketingandothers Usesconsumerfeedback45%34%productivelytoimprovetheoffering Source: MarketingProfs Fall 2009 Survey17 2010 Information is not to be copied without permission by Helix Commerce International Inc. 18. #2 Organization There are three proven approaches to developing a Center of Excellence from an organizational design perspective.Full service CoE provisioning:Designates resources to stimulate, World-Class Evidence encourage and help with the transfer ofknowledge and leading practices andassist in implementation More FacilitatedTacitTransfer / AdvisoryServicesPractice Evidence Results Achieved Collaboration & Web2.0Self-directed org. design (web service technology) plus e-Collaboration services and organized networks (CoP practices) to assist in the knowledgeServices & Networkscreation and transfer processes. Dedicated resources (e.g. e-CollaborationAwareness Evidence managers) add value by scanning the flow of information and organizing knowledge into more usable format(s).Self-Directed Presents employees with self-service technology and then sets them free to use it ExplicitFewerFewer Resources RequiredMoreResearch Source: copyright Helix Commerce, 2010 18 2010 Information is not to be copied without permission by Helix Commerce International Inc. 19. Environment#2 Organization(continued)StrategyOperationsOrganizationSocial Media Workers More Likely to be High-Level Employees IndividualCEO/CMO/CIO/CTO/Owner/ 30.1%President20.5% VP/Director/GeneralManager 27.6%Source: Dr. Cindy Gordon,16.8%Collaboration OD LeadingPractices Research, 2010Manager/Supervisor 24.1%29.2% High-level executives are FunctionalSpecialist 1.4%13.3% more likely to be active in socialAssistant/EntryLevel2.4% media than not5.3%SocialMedia making that time 10.0% more costly. Admin 3.1%WorkerNonSMW Young staff may NoneoftheAbove 3.4% 11.7% not have the experience to beSource: MarketingProfs Fall 2009 Survey leaders in social spaces. 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. 19 2010 Information is not to be copied without permission by Helix Commerce International Inc. 20. # 2 Organization (continued)HowSocialMediaWorkersAreCompensated SocialmediaisallIdo,andIampaid 3.4% specificallytodoit.Iparticipateinsocialmedia"onthe 7.5% side,"collectingadditionalmoney.Socialmediaispartofmydefinedscope31.9% andincludedinmycompensation Idothisinadditiontomydefinedrole, 60.8%willinglyonmyowninitiative.0% 20% 40% 60% 80%Myth: Marketing departments are actually NOT hiring social mediaspecialists61% are employees doing this work in addition to their defined roleAnd 32% have social media responsibilities as just part of their jobSource: Marketing Profs Fall 2009 Survey 2010 Information is not to be copied without permission by Helix Commerce International Inc. 20 2010 Information is not to be copied without permission by Helix Commerce International Inc. 21. Environment Strategy Operations#3 OperationsTremendousValueinCollaborationPractices Organization Individual Source: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 2010Improves EmployeeFosters Innovation,EngagementHolistic Thinking, Agility Enables real-time information Value Loosely coupled networks management and access facilitate networking and to theknowledge sharing Information rankings based on relevance and usability Enterprise Real-time collaboration across Informal knowledge networks organizational & geographic boundaries 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. Sources: Helix Commerce International Inc. 21 2010 Information is not to be copied without permission by Helix Commerce International Inc. 22. # 3 Operations (cont) Therearerisks Collaboration&SocialMediaisnotproperly governedortootightlygoverned. Finding the Too Much PolicyToo Little Policyright balance is Expectations of younger Abuse/Misuse keyworkforce supports No guidance on appropriate Corporate Adoption & transparency, real-timebehavior and correctionRisksQuality Risks accessibility, less control Inappropriate behavior finds Adoption buy-in difficult toway outside of RIM s achieve with too many rulesfirewall (employee activity Discourages e-Collaborationduring off-work hours)use, hence, business valuerealizationExample: A global publisher spent millions on an e-Collaboration environment that noone used because of restrictions on activity (control through designated leads) andlengthy policy documents. They subsequently removed restrictions and went lite onpolicies. Result was wider e-Collaboration adoption and the rise of online globalcommunities with Marketing leading the way.Sources: Helix and Deloitte Consulting 22 2010 Information is not to be copied without permission by Helix Commerce International Inc. 23. # 3 Operations (cont) 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 23 2010 Information is not to be copied without permission by Helix Commerce International Inc. 24. # 3 Operations (cont) Discipline and Termination Actions Taken by Companies Overall and byCompany Size, 2009 Source: Proofpoint, 2009 24 25. # 3 Operations (cont)IBMsapproachtoSocialMediaPolicyislight andfocuseson individualaccountabilityconsistentwithoverarchingBusinessConductGuidelinesIBMsBusinessConductGuidelines SocialMediaguidelinessupplementaddress: theBCGswithguidanceon Personalconduct appropriateparticipationinsocial Employeeprivacy media(Blogs,Wikis,Microblogging, etc.) Security:ProtectingIBM'sassets(physical,information,etc) BusinessConduct(ethics,competition,etc) Adoption & Quality Corporate Risks Risks Onyourowntime(conflictsofinterest,insidertrading,politicallife,etc) IBM has officially supportedforums for 15 years, and in that time, only 2 infractions of theirBCGs in millions of posts25 2010 Information is not to be copied without permission by Helix Commerce International Inc. 26. # 3 Operations (cont) PolicyBestPractices:TopTen'Rules of Engagement' Think About Consequences Use Your Best Judgment Quality Matters Dont 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 ideas26 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. 27. StrategyCaseStudy Proctor&Gambledoingitright Research Source: tmp worldwide 27 2010 Information is not to be copied without permission by Helix Commerce International Inc. 28. Agenda Growth Trend Spotlights Social Media in an Enterprise Environment Individual & Culture Organization Operations Strategy Case Study P&G Questions and Answers 28 2010 Information is not to be copied without permission by Helix Commerce International Inc. 29. CaseStudy Proctor&Gamble doingitright To attract the millennialgeneration P&G had toown a presence in socialmedia. 29 2010 Information is not to be copied without permission by Helix Commerce International Inc. 30. CaseStudy Proctor&Gamble doingitrightPage Presence includes Facebook, You Tube, Linked In, and coming soon Twitter. 30 2010 Information is not to be copied without permission by Helix Commerce International Inc. 31. CaseStudy Proctor&Gamble doingitrightVariety of Tactics to drive Traffic:-PPC Media-Job Feeds-Work with Me-Messaging to Fans 31 2010 Information is not to be copied without permission by Helix Commerce International Inc. 32. AnEnterprisehastotakeintomanyfactorsforeffective strategyfocusandoperationalexcellence. EnvironmentStrategyOperationsOrganizationIndividualSource: Dr. Cindy Gordon, Collaboration OD Leading Practices Research, 20010 A successful enterprise digital social media strategy needs to have astrategic foundation if it is going to be successful and sustaining. 32 2010 Information is not to be copied without permission by Helix Commerce International Inc. 33. Questions 33 2010 Information is not to be copied without permission by Helix Commerce International Inc. 34. Lets continu e our dialogumake Canade toa the mostconnected and intelligent nin the worldation.. Conversations, Contact me fo Connections andr more informon iCANADA ation stronger and to create a Opportunities more intelligentnation Social Media for the Enterprise Seehttp://www.caDr. Cindy Gordon, CEO, Helixta.ca/Advoca anada/default cy/iC www.helixcommerce.com .aspx www.helixvirtualworlds.com cindy@helixcommerce.com (416)230-6538 mobile (647)477-6254 officehttp://helixcommerce.blogspot.com/http://twitter.com/helixcommercehttp://stores.lulu.com/helixcommercehttp://www.cata.ca/Advocacy/iCanada/default.aspx 34 2010 Information is not to be copied without permission by Helix Commerce International Inc.