The Value of Tribal Knowledge and Strategies to Increase Adoption
•Télécharger en tant que PPTX, PDF•
8 j'aime•2,930 vues
Organizations are investing in enterprise social networks at an alarming rate. To gain the benefits of improving employee engagement, collaboration, and knowledge sharing requires you to look beyond technology deployment. Attend this session to learn how social tools can play a critical role, what strategies that can help drive organizational change. This session will help IT architecture and infrastructure personnel understand #esn adoption issues, the role of change management, and alignment of social tools with strategic business initiatives. As part of this session, we’ll also look at a customer case study on how Yammer is continuing to transform a global organization. Agenda: 1. Social Maturity – present how social enterprise networks have changed over the course of the past decade (atlassian, give, newsgator, sp2010, yammer) 2. Creating a Collaborative / Social Environment – what are some of the top ways organizations are changing the traditional collaboration model and the risks involved. 3. Enable business value – scenarios and opportunities to create business value 4. Change Mgmt models – what training, governance and adoption strategies work and where your organization fits.
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à The Value of Tribal Knowledge and Strategies to Increase Adoption
Similaire à The Value of Tribal Knowledge and Strategies to Increase Adoption (20)
Plus de Kanwal Khipple
Plus de Kanwal Khipple (20)
Dernier
Dernier (20)
The Value of Tribal Knowledge and Strategies to Increase Adoption
- 1. The Value of Tribal Knowledge and Strategies to Increase Adoption
- 2. The world has become a giant network
- 4. Yet, we continue to work like we always have
- 5. As a result, companies are being disrupted.
- 6. Today I Learned • Assess my organization’s social maturity • Effectively Work Out Loud • Enable business value without being disruptive
- 7. My name is… Challenging the status quo Kanwal Khipple Founder, Principal Consultant Creative Lead World’s 1st Office 365 based intranet and award winner (Nielson Norman 2014). . Jen Burke Project & Process Development Manager The Travel Corporation .
- 8. You’ll love the way we work. Together. User Experience Business Strategy Technology Architecture
- 9. Share is the new save
- 10. Social Maturity Crawl. Walk. Run.
- 11. Evolution of Social Mediums
- 12. Work like a network? • Awareness and embracing a new approach • Social doesn’t equal slacking • Open doesn’t equal insecure • Publish then perfect • Authoritative content is not the only kind that offers value
- 13. Don’t over think social
- 14. Diffusion of “Social” Innovations
- 15. Maturity Model
- 16. How does your organization rank? No Process Informal Process, Randomly Performed Formal Process, Routinely Performed Define and measure social metrics 1 3 5 Define objectives aligned with target audiences and social metrics 1 3 5 Create a social engagement strategy with a tactical plan of action 1 3 5 Select processes that fit social platform architecture and tactics 1 3 5 Social Maturity Rank Trial Phase 4-6 Transition Phase: 8-16 Strategic Phase: 18-20
- 17. The point is to extract learning FROM work, not impose more work
- 18. Adoption Model • Baseline - define where you are currently and objectives for improvements • Plan a Pilot - prioritize social capabilities and define training, pilot and standards • Training & Piloting - introduce non-disruptive social capabilities with greatest potential value • Launch and Drive Success – communicate effectively on purpose and value • Adapt and Iterate - collect metrics, tweak processes as required and integrate into how you operate
- 19. If what you’re doing isn’t worth sharing, then why are you doing it?
- 20. “Social Enterprise is implemented 80% through organization culture and 20% through technology.” - Gartner, September 2012 Transforming Culture + Deploying Technology TechCulture
- 21. Work Out Loud Loud. LOUDer. LOUDER.
- 22. Social communities leverage an increasingly expensive asset – people – by allowing them to work out loud, connect with more people, establish trust, and find relevant information and solutions more quickly. Rachel Happe
- 24. When to Work Out Loud
- 25. Be your Organization’s Intraprenuer
- 26. Yammer & The Travel Corporation Case Study
- 27. Introducing… Sharing our story Jen Burke Project & Process Development Manager The Travel Corporation .
- 28. Who We Are 3025 Yammer Users 25+ companies globally 600+ Yammer Groups The Travel Corporation
- 29. Why Yammer? • One application for global communications. • Best solution to build our social business & improve business agility. • Quick to implement.
- 30. Adoption Plan • Used Yammer’s ‘Quick Launch’ plan. • Executive and HR buy in. • Yambassadors Team in every office. • Made it easy to reach for help. • Made it fun!
- 31. Our Journey So far? • Gave us the business agility & social business we needed. • Has become imbedded into business. • Continuous quarterly health checks. • Helped with our company culture. • Part of our normal work life.
- 32. Enable Business Value GO where the community is.
- 34. Culture Move from Command and Control to Network: Open, Fluid, Fast
- 35. Listen to conversations that matter Adapt and make smarter decisions Grow your business Work like a network.
- 36. Come For The Content, Stay For The Community
- 37. #worklikeanetwork Adapt improvement in project collaboration 37% Grow of business leaders agree that internal social tools stimulate innovation 93% Red River, 2013Inside Communication, 2012 Listen more visibility into other departments and office locations 76% Yammer, 2013
- 38. Deciding Factor for ESN?
- 39. Impact of ESN?
- 40. Ways to Drive Business Value 1. Encourage Sharing 2. Capture Knowledge 3. Lunch and Learns 4. Yambassadors 5. Praise an employee 6. Enable Action 7. Empower Employees 8. Post an idea and ask for feedback 9. Start a group
- 41. If everyone in the team narrated their work openly, we wouldn’t need any meetings to assess project status and we would gain a lot of time. Jerden Sangers
- 42. Today I Learned • Where my company is in their social maturity • How to effectively Work Out Loud • Can I enable business value without being disruptive
- 43. Got Yammer! Now what? • Week 1 – motivate and engage the existing community • Week 2 – recruit and engage new employees • Week 3 – showcase the organization, network and people • Week 4 – discuss what matters
- 44. Yammer Feature Cheat Sheet
- 45. Cultivate relationships As in any good relationship, your followers require care and attention. Follow the five-step adoption model in this presentation to deliver high-quality content that addresses member needs and you‘ll not only grow your community, but also forge bonds and foster honest conversations with potential customers. Thanks for listening, and happy posting!
- 47. Complete the feedback form to win prizes Conference Pass Training Voucher eBooks
- 48. Connect. Collaborate. Share. Toronto SharePoint Users Group http://www.meetup.com/TorontoSPUG/ Toronto SharePoint Business Users Group http://www.meetup.com/TSPBUG/ SharePoint Saturday Toronto http://spbuzz.it/spstoyam
- 49. Thanks to our sponsors!
Notes de l'éditeur
- The Value of Tribal Knowledge and Strategies to Increase Adoption Description: Organizations are investing in enterprise social networks at an alarming rate. To gain the benefits of improving employee engagement, collaboration, and knowledge sharing requires you to look beyond technology deployment. Attend this session to learn how social tools can play a critical role, what strategies that can help drive organizational change. This session will help IT architecture and infrastructure personnel understand #esn adoption issues, the role of change management, and alignment of social tools with strategic business initiatives. As part of this session, we’ll also look at a customer case study on how Yammer is continuing to transform a global organization. Agenda: 1. Social Maturity – present how social enterprise networks have changed over the course of the past decade (atlassian, give, newsgator, sp2010, yammer) 2. Creating a Collaborative / Social Environment – what are some of the top ways organizations are changing the traditional collaboration model and the risks involved. 3. Enable business value – scenarios and opportunities to create business value 4. Change Mgmt models – what training, governance and adoption strategies work and where your organization fits.
- Our vision was inspired by looking at the world around us. Social has completely rewired the way we connect. We’re able to accomplish more, faster, because technology makes it easier than ever to connect with others, build relationships, and share information. In other words, technology makes it easier than ever to leverage the human network. There are countless examples of ways social has changed our lives in ways big and small – staying in touch with Facebook, finding job opportunities on LinkedIn, and getting breaking news or even organizing large-scale grassroots movements on Twitter.
- Social has also changed your customers’ expectations and behavior. Your customers leverage the speed and flexibility of their networks to make decisions on the go. In fact, half of all consumers use a mobile device to research products and reviews (ATG Web Commerce, 2011), and 91% of mobile users go online just to socialize (Ruder Finn, 2011). Because customers are more plugged in and informed than ever before, they expect more from you as a business. They want faster response times, personalized service, and better experiences.
- Yet, the apps and services available in our personal lives – the ones that help us make new connections, engage in open discussions, and discover new information – look nothing like the tools we use at work. [click] Most companies still rely on rigid hierarchies and legacy tools that leave people and information trapped in silos. [click] As a result, companies that are not built to respond effectively to a networked world are finding it difficult to keep up with changing customer needs and market landscapes.
- When a business moves slowly, your customers’ needs outpace your ability to deliver, opening the door to competitive disruption. Take, for example, the bankruptcy of Blockbuster due to the ease of on-demand content from Netflix, or the closing of brick and mortar Border’s stores because of Amazon’s online marketplace and Kindle. In order to avoid disruption, companies need to be responsive, working faster and smarter together.
- 1. Social Maturity – present how social enterprise networks have changed over the course of the past decade (atlassian, give, newsgator, sp2010, yammer) 2. Creating a Collaborative / Social Environment – what are some of the top ways organizations are changing the traditional collaboration model and the risks involved. 3. Enable business value – scenarios and opportunities to create business value 4. Change Mgmt models – what training, governance and adoption strategies work and where your organization fits.
- 1st wave Email – network file shares, email, calendar and scheduling, bulletin boards, newsgroups and groupware 2nd wave IM – workspaces (doc libs, forums, calendars), portals, IM and presence, web conferencing, communities, expertise automation 3rd wave Voice & video – blogs, podcasts, wikis, RSS/atom, social bookmarks, early social network sites 4th wave Social Networking – activity stream, enterprise social network, social graph, mobile, cloud
- Lack of trust with employees Cannot quantify the ROI Lack of executive sponsorship Focusing on the technology (biggest debate right now is sharepoint vs yammer)
- Coined by Bryce Williams in 2010 and amplified in a number of blog posts by John Stepper and others, "working out loud" involves narrating your work as transparently as possible
- To Work like a Network is not about simply deploying a technology. Technology is in fact only part of the equation. To get the benefits of open collaboration and transparent communication, it is necessary to align the company culture as well. As Gartner has stated, Enterprise Social is implemented 80% through organization culture and only 20% through technology. This means there is a big component of change management involved to engage everyone in the organization, embrace a culture of collaboration and work openly. [NOTE: Open up for discussion with customer if appropriate.]
- Using Social In The Flow Of Work: The concepts of "in the flow" and "above the flow" have been applied to wikis, to knowledge management systems and to social platforms. It really boils down to perception -- does the employee view an activity (narrating work, for example) as part of the job or as additional work?
- How does working out loud fit? Working out loud As an individual is using blog posts, tweets, status updates, etc. to let others know what you are doing or thinking. As a team member or department member you might also use discussions or blog posts in place of email to do your work with others (assuming they do the same).
- Source: altimeter group 44 companies with 250 or more employees Asked, what are the top goals in deciding to deploy an #esn
- 1 – creates 2-way dialog, makes business personal, reduce distance to leaders, connects globally, forms private groups 2 – identify expertise, avoid duplication, transfer knowledge, improve best practices 3- solve problems faster/better, bring outsiders in, streamline processes 4 – give employees a voice, make meaningful contributions, increase engagement, satisfaction and retention
- • A very successful crowdsourcing tool • Increasingly used as an internal communication channel • A channel for direct discussion between Senior Management and staff from all over the EC on policy issues • A playground for staff to develop their digital competence and their ability to launch fruitful conversations in social media • A tool to enable better knowledge-sharing and frequent mutual support • A powerful collaborative tool, both for internal and external collaboration • The only platform to-date for mass-collaboration allowing staff to tap into the biggest pool of expertise and skills of the EC and with trained community managers (80 people connectors who can disseminate the news around them, in their respective departments). • a space to avoid duplication of efforts, where staff can find out if tbeir idea has already being implemented elsewhere • a place to gather feedback on new services or communication campaigns • A powerful tool to optimise blended learning • An efficient tool for preparing events to reduce the number of meetings and emails • A place for launching successful bottom-up initiatives, and for idea generation • Finally, the tool allowing managers to listen to Staff concerns and respond in a quickly manner to HR Decisions in order to become a more responsive organisation
- Source: https://www.yammer.com/itpronetwork/#/threads/inGroup?type=in_group&feedId=3944618