e Sojoe Collaborative

Encouraging new ways to deliver business value through open communications, shared value and engaged collaboration

Consider the Source

The Softjoe Collaborative is a new kind of services organization, with the experience, attitude and tools to help organizations embrace emerging collaboration environments that drive value through human interactions, aka

Engagement Solutions
We at Softjoe have a singular focus on openly sharing information andexpertise to enable clients to succeed in understanding, selecting and deploying engagement solutions, driven by measurable business needs, to

Drive Results
This presentation provides an introduction to our perspective on how the business operating environment has changed, why it matters, and how we are positioned to help companies re-align with the new paradigm.

What are Engagement Solutions?

Social Business Networks Enterprise Social Networks Groupware

Engagement solutions are environments and practices that

Enterprise 2.0

enable high-value interactions between employees, partners, customers and inuencers to create value and innovation.

Collaboration Environments

Vertical Communities Emergent Collaborative Software

Knowledge Management Systems

Types of Engagement Solutions

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Sojoe Engagement Experience

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Internal Communities
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Internal Solutions
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Engagement Solutions are often internal communication and collaboration environments that enable richer interactions between colleagues and teammates. These environments also provide the foundation for capturing and discovering the most critical asset in a knowledge-based economy, shared IP.

Social Intranets: Collaborative and social environments that drive employee engagement, create productive bridges across silos, and develop a more responsive and cohesive organization.

External Solutions
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External Communities
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Engagement Solutions can be externally facing for customers, partners, suppliers.

Vertical Communities: Environments where sponsoring organizations enable interactions between customers, building loyalty, trust, while gaining valuable market insights. Workshops, events and webinars: Hybrid engagement (online and face-to-face), creating environments that drive engagement before, during and after events.

Hybrid Communities
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Increasingly, new value and innovation emerges through interactions across organizations and independents. Cloud-based engagement solutions enable new models for interaction across organizational boundaries and internal silos.

Hybrid Solutions
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Marketplaces of dynamic communities that form, execute and disband to address specic market opportunities. E.g: M&A execution.
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Engagement Solutions: Real Value or Passing Phase?

Why: McKinsey: Measurable Bene ts of Social Soware **

Increased speed of access to knowledge Reducing communica:ons costs Increasing speed of access to internal experts Decreasing travel costs Increasing employee sa:sfac:on Reducing Opera:ons Costs Innova:on, :me to market products/services Increasing Revenue
77% 30% 60% 10% 52% 30% 44% 20% 41% 20% 40% 10% 29% 20% 18% 15%
% Reporting Improvement Median Improvement

** McKinsey Quarterly, Dec. 2010: The Rise Of The Networked Enterprise: Web 2.0 Finds Its Payday

Why: Social Business Means Business

Financial outperformers are 57 percent more likely than underperformers to use collaborative and social networking tools to enable global teams to work more eectively together. Workers currently spend 25% of their work day looking for the information they need. Web 2.0 implementation helped Cisco reduce costs by $251M a year, increase margins by $142 M and generate employee time savings of $380 M a year. Web 2.0 use increased productivity by 21%, acquisition of new customers by 19%, and increased revenue by 17%. New rollout to empower customer care reps to be better informed in order to better serve customers

Where Engagement Solutions Make Sense

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Engagement Solutions enable broader innovation through human creativity and problem-solving for novel or unprecedented business problem. Collaboration tools that benet from social technology dwell more at the sense-making and exception-handling end of the continuum, where processes are more ad hoc, and have fewer repeatable components.

Advantage: human interac:ons

Advantage: algorithmic systems

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+ PwC: Transforming collabora:on with social tools, 2011

Where to Adopt Engagement Solutions and How are ey Used?

Typical Engagement Initiatives

Team Collaboration
1. Collaborate with teams across geos and functions 2. Manage projects 3. Drive competitive intelligence 4. Manage events 5. Launch marketing campaigns

Employee Engagement
1. Identify expertise 2. Accelerate learning, development & onboarding 3. Share best practices 4. Drive corporate communications 5. Retain employees

Business Transformation
1. 2. 3. 4. 5. 6. Company re-org and re-alignment Launch new products Enter new markets Mergers & acquisitions CEO change Transform relationships with customers, partners, suppliers

Social Intranet
1. Replace outdated intranets/portals 2. Integrate directly with SharePoint 3. Connect with customers, partners, suppliers 4. Become a Social Layer across existing business apps 5. Collaborate on one platform

Source: Yammer

How Are Internal Engagement Solutions Used? ***

Public events Work-related news 6% Private maUers 8% 4%

27%

Collabora:ve problem solving

Technology

14%

Professional prac:ces

16%

25%

Aligning of ac:vi:es

*** University of Sydney Business Informa:on Systems Working Paper Series Exploring The Nature Of Microblogging At Capgemini

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Typical Social Use Cases

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Market and Competitive Intelligence Knowledge Sharing Identifying Expertise Partner Engagement Shared Project Workspaces Internal Communications Onboarding New Employees Communities of Practice / Interest Learning and Development Customer Service

Enable real-time updates and sharing Capture and leverage best practices Find answers and experts in much less time Support for managing external relationships Enable extended teams to stay on the same page Company news eectively delivered, with replies Community and connectedness from day one Drive innovation and deeper understanding Get and share answers on training and careers Internal and external knowledgebase and FAQs with opportunity for engagement
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Opportunity Assessment: How to Approach Engagement Solutions

e Four Facets of the Sojoe Methodology Framework

1. Governance: Within a strategic context, the oversight and measurement to ensure that the engagement platform is relevant and adds measurable value.

Governance
2. Structure: The architecture and taxonomy that reect and enable business objectives, to establish a sustainable, useful and discoverable environment. 3. Practices are the processes, guidelines, environmental support that provide context, expectations and support to users. Social Champions required.

Structure

Prac:ces

Engagement

4. Engagement: The design, branding and content that drives engagement, so users know what to do, how to get their work done, and what is expected of them.
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First Principle: Governance

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Ensure Business Relevance

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Our approach is to correlate any engagement solution initiative to existing business imperatives. Do not create new objectives to justify a desired solution. It is not hard to nd business imperatives that can be impacted by engagement solutions.

Simple Steps
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Step 1: Ensure that the social collaboration platform has a business purpose Step 2: Find a way to measure the results Step 3: Organize the oversight of the network around tracking and evolving the relevant metrics

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1. Governance: Engagement Solutions Mapped to Business Objectives

Scorecard Approach
BUSINESS
u

BRAND/MARKET

Correlate business objectives for the engagement solution in one of four areas:
u

Reduced opera:onal costs

Increase in sales from new customers

Improved responsiveness to customers, market

Increase in customer sa:sfac:on

New product :me to market

Business (cost / revenue) Brand / Market Internal Organizational

INTERNAL

u u u

Reduced process cycle :me

Improved quality of execu:on

Increased produc:vity

Leverageable knowledge capital

ORGANIZATION

Use those objectives to dene metrics for measuring results.

Improved Employee Engagement

Enhanced cross-company communica:ons

Organiza:on alignment and cohesive brand

1. Engagement Scorecard: Tracking Relevant Measures

Governance Process
u

Strategic Objec:ve

Measures
Opera:onal cost savings Revenue from new online customers Issue turnaround metrics CSAT Surveys New product / FTE Ra:o

Freq.
Yr. Mo.

Target
00 0

CUSTOMER MARKET

Develop a scorecard of engagement metrics. Track results in regular PMO workshops. Evolve the metrics to better map to business objectives

BUSINESS BUSINESS

B1 Reduce costs B2 Revenue

M1 Customer responsiveness M2 Customer sa:sfac:on M3 Time to market

Mo. Qtr. Yr.

0 0 0

TECHNOLOGY INTERNAL

P1 Reduced process cycle :me P2 Improve Quality P3 Increased produc:vity P4 Leverage IP

Best prac:ces recorded, shared Defect rate Contribu:on in $/ per employee Content endorsement scores

Qtr. Qtr. Mo. Mo.

0 00 0 00

ORGANIZATION RESOURCES

H1 Employee engagement H2 Employee sa:sfac:on

Par:cipa:on / sharing online Engagement survey results

Mo Yr.

00 00

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1. Governance Model: PMO Best Practices

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Organize for Agility: Align and dedicate the right level of business and IT resources around common goals.
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Organize as a program aggressive management of cross disciplinary teams, strong governance model, executive sponsorship and project discipline. The program is an organization create blended team of dedicated IT and business resources, united for duration of the program. Seed evangelists throughout the organization, include them in governance process Hand pick the right leaders to join the program, who work with Champions, part time SMEs and liaisons.

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Dene clear measures of business benet and program success: Success goes beyond delivery of the technology and must include multi channel KPIs and delivery of the business case. Develop a culture to test and learn: Pilot new capabilities with the program to manage successful rollout and drive ecient delivery of business case.
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2. Engagement Architecture
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Success requires the engagement environment be eectively structured.

} Membership } Groups } Activity feeds } Mobile interactions } Notications } Tags, taxonomy } Archiving } Integration issues

The structure involves not only the technical integration (e.g. single sign-on), but a mapping of the overall usage and trac in the environment.
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2. Engagement Architecture: Internal vs. External

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Groups are the context in which most content is shared and most value accrued in a social network. Groups in all social networks can be open or private Most current social business networks enable creation of externally accessible groups or networks.

External Group

Group

Group

External Group

Primary Network
Group Group

External Group

External Group

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2. Engagement Architecture: ree Primary Types of Community

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There are many kinds of online community, but these three are the foundation for a successful social business network A key to driving ongoing value in a network is in harvesting content from working groups. Community managers and project managers should be empowered to migrate key learnings into a shared repository for future reference and training.

Community of Prac:ce Group

Internal or External Project Group

Library / Knowledge Base Group

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3. Engagement Practices: Network Champions

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A critical key to success of your social network is to have a distributed, engaged and motivated set of champions. These people play the roles of
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Cheerleader Support Mentor Conscience

Can be at any level of the organization, but must have passion, goodwill and tacit leadership qualities.
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3. Engagement Practices: Noti cations and Email Integration

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Email is a miserable platform for collaboration, but a ne for notications. Ensure your social platform has a viable mobile app Post content in the social business network, and notify participants via email (where, at the, outset, they spend most of their day) Use mail-in capability to migrate content into the social business network

Source: ScoU Campbell pyramidcar.com

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4. Driving Engagement: Ensuring Habitable Environments

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Ensure theres existing content, so newbies arent entering an empty room Include in a welcome message, and easy to access instructions Make sure you have usage guidelines visible and easily accessible As much as possible, provide persistent links to areas of common interest Every new participant should be invited to existing groups

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4. Driving Engagement: Creating a Culture of Engagement

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Organizational Culture Assessment Instrument

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Organizational cultures vary, require custom approaches.

Some custom approaches:

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For Clan cultures, a key focus should be connecting people. For Adhocracies, add needed structure and process. In Hierarchy cultures, executive participation is key. In Market-driven cultures, speed and mobile access drive engagement.
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About Sojoe Collaborative, LLC

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Softjoe is a collaborative of software, technology, community and customer engagement veterans Focused on Engagement Solutions, using social and collaborative platforms todeliver internal, external and mixed networks that drive productivity, responsiveness and engagement Members hail from Boston-area software companies such as Lotus, Interleaf, Rational, Nuance,Macromedia, Adobe, IBM and more Services include:
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Strategy Design Content Implementation and ongoing measurement andmanagement of these solutions

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Experience and relationships with key industry social business network platforms Known for pragmatic and eective approach
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Strategic focus to alignengagement solutions with business objectives

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