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6 pillars of proving the business value of social sp tech-con15-boston

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If you are having trouble getting executive support, measuring the business impact or identifying how Yammer could be useful to your organization – your search is over! This is the session for you! In this session we will cover:
•Identifying a Business Case for Enterprise Social
•Where to Begin
•What Can I Do With Communities
•Example Use Cases for Yammer
•Measuring Value
•Measuring Maturity

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6 pillars of proving the business value of social sp tech-con15-boston

  1. 1. 6 Pillars of Proving the Business Value of Social Michelle Caldwell Director of Collaboration Avanade
  2. 2. DIRECTOR & REGIONAL LEAD Michelle Caldwell @shellecaldwell
  3. 3. Agenda • Identifying a business case for Enterprise Social • Where to begin • What can I do with communities • Example Use Cases for Yammer • Measuring Value • Measuring Maturity
  4. 4. “Yammer has increased clarity of purpose and vision at ACT Conferencing. It has eliminated unnecessary filters and given us a way to communicate.” Mark Kelly — President & COO, ACT Conferencing Social: A new way to do business
  5. 5. Value of Networks • Technical networks almost as effective as in person training • Communities of Practice also valuable APQC 2014 Study
  6. 6. If your organization is… • Geo-distributed • Chrono-distributed • Large in size • Rife with unbrowseable content • In need of velocity • Wishing to preserve context • Favorable to crowd-sourcing • Attracting/retaining millennials You have a business case for Social.
  7. 7. Customer Success Story - Delphi
  8. 8. Why Enterprise Social Initiatives Fail IT unaware of the level of use of the social networks until usage hits critical mass and may know nothing about the tools being used According to Gartner 90% of Enterprise Social initiatives fail because they follow the worst practice approach of “provide and pray”
  9. 9. Defining Success – IT Depends •Corporate Culture •Use Cases Implemented or Targeted •Tool Maturity and Usage •Changes over time
  10. 10. Getting Started Areas to focus on initially • Speed up information sharing • Expertise sharing
  11. 11. What Can I Do With Communities… Ask questions and find answers faster Save time by sharing great projects and preventing duplicate work Meet colleagues with similar interests and relevant expertise Share news and announcements with the people who need to know Discuss major decisions and prepare for change Gather opinions and ideas from across the company
  12. 12. Nationwide – Find Answers Faster
  13. 13. Coordinate work for projects and teams Gain visibility and insight on what’s happening, and where Introduce new hires and get them up to speed quickly Discover valuable information that can help you get more done Stay connected on-the-go with Yammer mobile apps Build technical expertise & organic knowledge bases What Can I Do With Communities… continued
  14. 14. European Commission
  15. 15. Continuing Success Trajectory • Support introduction of new products • Formalize Innovation • Improve knowledge transfer • Enhance customer knowledge • Enable more flexible product and service pricing • Improve Customer retention • Support establishment for customer communities • Support for continuous improvement • Flatten management hierarchy Focus on Specific Use Cases:
  16. 16. Lexis Nexis – Employee Engagement
  17. 17. Reaping the Rewards • Reduce level of hardware investment • Reduce inventories on hand • Reduce staff • Reduce travel costs • Reduce communication costs • Less need for specialized staff • Direct cost savings Areas of potential payback
  18. 18. Customer Success Story – Reduce Inventories
  19. 19. Measuring Value – Proving Success • Number of Comments • Number of blog posts • Number of visits to blog posts • Number of ratings • Number of likes • Number of images uploaded • Top hashtags used in posts • Dates and times of day of highest activity Quantitative Measures: • Analyze the comments – what do they tell us? • Which posts have the most comments and why? Highest ratings, most likes? Most controversy? Who is commenting? • What type of images/docs are uploaded? How are they tagged? What is the business context? How many? • What are the top hashtags related to? Qualitative: + *Dates and times of highest activity – analyze this to understand when to most effectively engage your audience for the best results.
  20. 20. Network Maturity and Business Value As the network matures the blend of where you focus effort will change: • Employee Connections • Culture Initiatives • Sharing Industry Articles & News • Replace Meetings • Team & Department FAQs • Employee Recognition • Any business-related function or task done more efficiently • Co-creating content • Sharing best practices & lessons learned (communities) Experimenting Evolving Established Adapted from Yammer
  21. 21. A Starting Point in Measuring Maturity Measure Experimenting With New Tool Evolving Use Across Org Established as a Way of Working Everywhere Network Engagement (in this category the metrics are additive to each stage) Number of Active Users* acceleration of sign ups Active User Growth Identified Influencers Total Network Activity Level (posts + comments + likes + follows of all users in last 30 days) User Coverage Gaps (interactive users by sub-organization) Topics/Groups/Commu nications (in this category the metrics are additive to each stage) Core groups created by motivated few Active users creating new structures Virtual Town Halls show leadership participation External networks are created for regular customers/ partners/suppliers Communities of practice connect difference parts of org Structuring around business processes as well as intersections of communities of practice becomes more prevalent Active Users = >1 interaction in last 30 days Interaction = joining a group, posting, liking, commenting or following
  22. 22. A Starting Point In Measuring Maturity…continued Measure Experimenting With New Tool Evolving Use Across Org Established as a Way of Working Everywhere Place in Technology Stack New Tool Tool for conversations The ‘which tool when’ discussion happens “Tool” discussion morphs into how to improve flow of communications/work No email days regularly occur Social layer – integrating and bringing content to line of business apps Capture of Success Stories Have to solicit use cases to demonstrate value Power users tag wins as part of normal business Every member recognizes to tag wins small or large Wins occur regularly at ESN is part of the way business is done Scoping Starting small, project or team trying it out as better way to get work done Springs up in multiple teams/projects, sporadic use across business units/functions Connections across units forming, looking for reuse & duplicative efforts/projects Way things are done internal service providers model shifts to use as key delivery channel
  23. 23. Integrated approach to knowledge sharing Bite size pieces, add individual solutions together Great networks take a village Group moderation – peer pressure is very effective Custom solutions may be around for a long time Communications to launch solutions very important Success Factors
  24. 24. Find Scenarios that have a Compelling Business Case 25 Safety & Sustainability Shareholder Value Production/ Volume & Cost Agility Workforce Effectiveness Productivity Cost efficiency People Engagement Employee Pipeline Value Levers • Reduce time searching for information • Reduce time re-inventing deliverables • Increase time spent on higher value-added tasks • Reduce travel costs • Reduce time/cost to upgrade skills • Reduce cost of knowledge drain when employees leave • Create employee communities that build relationships • Socialise business ideas and foster innovation to drive business effectiveness • Enable employee self service • Become employee of choice with a collaborative culture • Reduce time and effort to find key information and SMEs • Help employees make better business decisions • Reduce error rates and misinformation • Become employee of choice with effective safety culture Value RealizationObjectives
  25. 25. Spectrum of Scenarios Scenario 1 Scenario 2 Making Meetings Better Support New Systems Scenario 3 Source: ManyWorlds
  26. 26. Beginning Social Communities Identify the Other (Informal) Leaders Willing to Go the Distance Metric: Core group of key people who will support journey. The Edges Define the Middle Metric: Number and type of use cases expressed by different parts of the organization. Engaged Users Metric: Number of engaged users. Track Serendipitous Success Metric: Number and type of #esnwins. Showcase a New Form of Collaboration to Management Metric: Types and numbers of engagement activities.
  27. 27. 28
  28. 28. References • Naomi Moneypenny’s Blog: • YouTube Yammer Channel:
  29. 29. DIRECTOR & REGIONAL LEAD Michelle Caldwell @shellecaldwell
  30. 30. Aon 70,000+ colleagues Started with 19,000 active users
  31. 31. ABB Leader in Power & Automation Technologies 150,000 employees globally Over 50,000 using Yammer in 80 countries Largest community is 2300 members in OPEX and Product Management
  32. 32. Engage Users in Shared Spaces – Free app for Yammer Stream Yammer feeds for events, communications & communities
  33. 33. Appendix – Third Party Tools
  34. 34. – Expertise & Knowledge Discovery for SharePoint 2010, 2013 & Yammer Posts Most Relevant to You Expertise (based on the post and relevant expertise levels derived from users’ actual actions and interactions) Contextualized Knowledge Discovery (based on the context of the specific post and your interests) synxi ®
  35. 35. Show the Value of Your Network! Social insights for Yammer With the broad use of enterprise social networks, community managers, group leaders and business sponsors need a better way to understand where they’ve been, where they are and where they’re going. Use tyGraph to surface metrics with meaning.
  36. 36. Social insights for Yammer
  37. 37. tyGraph Target Audience Business Manager • Prove the value of the network Community Manager • Enhance user engagement • Remove the noise and amplify the signals Group Manager • Recognize contributors • Engage “lurkers”
  38. 38. tyGraph Components Data Harvester • Connects to your Yammer Network • Continuously collects data • Populates the Data Warehouse Data Warehouse • Structured data warehouse constructed using best practices • Extensible to other data sources (e.g. AD, HRIS, etc) Visualizations • Data Model • Graphical Visualizations • Delivered in either Excel format or a Browser
  39. 39. Unique Insights Delivered by tyGraph File Views by Person File Downloads by Person Picture Views by Person Picture Downloads by Person Number of Likes Group Activity Threads Responded to by User not Mentioned Percentage of Threads with No Replies Groups Dashboard YamJam Dashboard Top Contributors Group Management
  • TeganRyan3

    Apr. 18, 2018
  • JuanyMartinez1

    Sep. 9, 2015
  • WayneFraser

    Sep. 8, 2015
  • Ivor59

    Sep. 8, 2015
  • HanaJeon1

    Sep. 7, 2015
  • JosRodrigues67

    Sep. 6, 2015
  • SathiyarajSimon

    Sep. 1, 2015
  • marwan.tarek

    Aug. 27, 2015

If you are having trouble getting executive support, measuring the business impact or identifying how Yammer could be useful to your organization – your search is over! This is the session for you! In this session we will cover: •Identifying a Business Case for Enterprise Social •Where to Begin •What Can I Do With Communities •Example Use Cases for Yammer •Measuring Value •Measuring Maturity


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