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SMILE guideReturn On Investment

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IntroductionEnterprise social networking - or the combination of tools that connect employees through on-line conversations and content - is making inroads in an increasing number of organisations. The benefits of solutions like Jive, Yammer, Socialcast, SharePoint and IBM Connections are becoming evident to internal communicators, HR practitioners and other corporate functions whose task is to promote connectedness and knowledge sharing within companies. But what people in these posi-tions are still struggling with is the fact that senior leaders often have problems understanding the value creation opportunities that stem from social technologies.

In this White Paper we have assembled and published data and arguments from the case studies we have collected over the past 40 months.

We have put them into three areas:

2These are data from individual companies that describe the e!ects of enterprise social networks. It includes statistics from BASF, Hobsons, Grundfos, Nationwide Insurance, Unisys, Telefonica, Philips and BrightSolid.

3 Here you will find the war stories that describe the value of social inside. Com-panies listed in this section are PwC, Sa-nofi Pasteur, SAS, Gatwick Airport, Yota, Molson Coors and Capgemini.

1These are statistics that look at whole industries and economies.

The Evidence:

Statistics from the pioneers.

Right brain arguments: The anecdotal evidence.

The Big Picture:

Macroeconomic arguments

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The Big Picture: Macroeconomic arguments

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According to a McKinsey study, organizations can realize an increase of up to 20-25% in their knowledge workers’ productivity by using social technologies. (McKinsey Global Institute Report, The Social Economy: Unlocking Value and Productivity Through Social Technologies, July 2012).

Better marketing and lower advertising costs are only a few of the advantages of social media.

McKinsey believes the benefits of using enterprise social networking inside organisations will be twice as many as those derived from applying social tools externally:

-35%

25%.

$1 trillion.

These are ambitious claims but they are not inconceivable when we consider the value that has been created through external social media in the past 3 years alone.

According to the 2013 Edelman Trust Barometer, em-ployees trust their colleagues more than CEOs to provide them with honest and credible information on a number of corporate and engagement topics.

In terms of employee programs, benefits and working conditions, trust in sta! (63%) is three times higher than that in CEOs (21%). Similar scores apply to information about how the company treats customers and puts their needs ahead of profit, with trust in employees at 30% and confidence in CEOs at a mere 19%.

These findings demonstrate that employees want to hear from each other. They want their peers to reassure them and help them understand their relationship with the com-

pany. They also want to be able to support each other by exchanging information that can help them make sense of the company’s strategic direction.

A “person like yourself” and “a regular employee” have trended up the most (from 59% to 68%) since 2009, more than academics and experts on company issues.

This is the background that internal communications pro-fessionals and HR practitioners are operating against these days. We are witnessing a shift in trust, which is becoming a trend. Enterprise social networks (ESNs) are a logical answer to the challenges these developments bring.

Macroeconomic arguments

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Di!erent formulas are used for measuring the value of social networking activities. One of them is the E!ective-ness Equation. This considers the number of visits, ‘likes’ and comments in relation to the intended audience and the number of stories posted on a specific social media platform.

The idea behind the use of formulas such as the ‘E!ective-ness Equation’ is to create comparisons and trends that can be used alongside ROI.

Categorising social media activities this way gives the possibility to aggregate di!erent monitoring metrics that vary according to the nature of the type of platform. The ultimate goal of this approach is to be able to compare the e!ectiveness and performance of di!erent social media activities and work out their relative success.

Ultimately this proposed approach to social media monitor-ing/measurement need to be linked back to the broader business goals. This is vital to providing the long- term value of social business (Altimeter Group, “The State of So-cial Business 2013: The Maturing of Social Media into Social Business”, 2013).

Altimeter Group suggests that it is di"cult to find meaning and value in the amount and frequency of conversations (‘Making the Business Case for Enterprise Social Network-ing’, 2012). Instead, they advice to track relationships and create a map of the social and interest graph of the organisation “to see where there are ‘hotspots’ – and see if they correlate to gaps being filled. Over time, the number, nature, and depth of relationships between people and with groups will be a much stronger indicator of the health and value creation of your ESN.”

Figure: Shell’s method on measuring e!ectiveness of a social platform

Formulas

Source: Edelman Trust Barometer 2013

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An influential report comes from Massachusetts Institute of Technology in association with Deloitte, “Social Business: Shifting Out of First Gear”(MIT Sloan – Deloitte, 2013). According to the study, companies are developing more mature social business capabilities by focusing on key business challenges:

65% -

45%

45%

Among the collaborative benefits, ‘faster problem resolu-tion’ (36%), ‘better access to internal resources’ (35%) and ‘better use of internal sta! expertise’ (34%). Major operational benefits were identified as ‘breaking down silos’ (34%), faster time to innovation’ (31%) and ‘improving employee morale and motivation’ (31%).

When it comes to strategic benefits, the study found ‘ac-cess to strategic marketing data’ (31%), ‘improved com-petitiveness’ (30%) and ‘enhanced customer satisfaction’ (29%), the most cited by respondents.

The importance of social business is mounting. In a 2011 survey, 18% of respondents said it was “important today.” In 2012, the number jumped to 36%. The time horizon is also getting shorter. In a 2011 survey, 40% of respondents said that social “will be important one year from now.” In the 2012 survey, the number leaped to 54%.

70% of respondents also believed that social business is an opportunity to fundamentally change the way their organi-sation works.

Collaborative, operational and strategic benefits can been gained from adopting social tools.

Source: MIT Sloan – Deloitte, Social Business: Shifting Out of First Gear, (2013).

Source: MIT Sloan – Deloitte, Social Business: Shifting Out of First Gear, (2013)

Mature social business capabilities

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Vast amount of studies have also proved the benefits to employees’ skills development and organisational knowl-edge. By using social technologies, organisations can also help develop their workforce skills on the job by collabo-rating with experts and sharing tacit knowledge.

A research study conducted by Deloitte, “Building a smarter workforce” (July 2013), shows that borderless workplaces have created a new model for employee learn-ing. While formal training is still necessary for many core job skills, employees now want to search, learn, and share information with each other online. Our research shows that the highest-performing companies (high-impact learn-ing organizations, in the Bersin Model below), generate two-to-three times the financial performance of their peers — and they are doing it by creating a set of tools, content, and a culture that facilitates skills sharing and learning on a continuous basis.

Similarly, in “The Social Imperative in Workplace Skills Development” (2013), IBM suggests that by developing a social learning program organisations can “improve employee engagement, reduce attrition and decrease the amount of time employees waste searching for expertise and information”.

Social learning delivers measurable results. AMD reduced the time sales sta! spent searching for content from 8.5 hours per week to 5.5 hours per week. And Best-in-Class organisations are 93% more likely to leverage user created video content, and 119% more likely to utilise mobile learn-ing solutions.

“The Coworker Network”, a field study conducted by Northwestern University’s School of Communication and Kellogg School of Management found that enterprise social network can dramatically boost a company’s ability to find expert knowledge inside. The experiment was taken within major financial services organisation made up of 15,000 employees, and headquartered in the United States with o"ces in Central Europe, Asia and Latin America. After a six- month period, findings revealed a 31% increase in sta! accuracy of identifying people within the global

organisation who had a particular kind of knowledge they were looking for performing their jobs, and an 88% in-crease in their ability to find who knew the person with the desired information.

Employee satisfaction and engagement is also driven by the opportunity to work in a socially developed organisa-tion. This boosts the ability of the employee to work more e"ciently, and faster driving the business to generate growth.

Knowledge Management

Source: Deloitte, “Building a smarter workforce”, 2013

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According to a Deloitte report prepared with Google, “The Connected Workplace: War for talent in the digital econo-my” (2013), up to 83% of employees with access to flexible IT policies (such as social media access) report feeling sat-isfied at work; over a 10 year period, an average large-sized business with flexible IT policies has the potential to save around $2.6 million; most employees (87%) report that businesses can drive innovation through digital technolo-gies. Link between job satisfaction and digital applications have also been identified: average level of job satisfaction was 72%. Job satisfaction was higher (80%) for those who could use online collaboration tools. Above average rates of satisfaction were also recorded for instant messenger, mobile apps, social media use and remote access to emails (72% to 75%). Employees who could not access these ap-plications had low rates of satisfaction (47%).

Chess Media Group in their research “The Future of Work. Reshaping the Workplace Today. Building for Tomorrow” (2013), also found that “the majority of workers (86%) said that using social and collaborative tools allows them to work more e!ectively than is they didn’t have access to them.”

Wharton University, in “Enterprise Social Networking: The next competitive advantage” reports the results from a sur-vey indicating that implementing an ESN software solution can lead to 39% increase in employee connectedness, 29% increase in executive communication and 30% increase in employee satisfaction. (The business value of social busi-ness, Jive Software, 9.)

Moreover, according to the findings from Agile Future Fo-rum’s “What is workforce agility and where are companies now?” (2013), significant value is already being released in the UK: “agile working practices currently generate value equivalent to 3-13% of workforce costs.” Research pilots also suggested that more extensive or innovative agile working practices could generate further value of 3-7% of workforce cost and sales uplift of up to 11%.

Finding expertise: 30% improvement in speed of accessing experts and an increase in visibility of company’s subject matter experts on its public website.

Research conducted by IBM, “Social Businesses: Patterns in achieving social business success by leading and pioneer-ing organizations” (2013), suggests that organizations that have applied the practices that constitute social business have observed these following business benefits:

Increasing knowledge sharing: productivity increases of 20-25% attributable to reduced need for status meetings; 30% more candidate searches completed annually.

Improving recruiting and onboarding: 25% reduction in time needed to fill open positions; 2-day reduction in time to on-boarding new employees; 30% faster new hire time-to-value; at least 20% increase in employee retention.

Managing mergers and acquisitions: lower integration costs [are] attributable to reduction of tasks duplication; higher productivity and lower costs [are] due to increased employee retention and engagement stemming from cul-tural alignment.

Workplace safety: 3 times fewer accidents among most highly-engaged dealer partners; Higher productivity attrib-utable to shorter project execution delays and fewer hours missed by injured workers; better innovation in safety procedures thanks to increased dialogue between experts and works.

Gaining external customer insights: 50% reduction in cus-tomer/agent service costs; >50% decrease in time required to develop new services and features; 20% reduction in man hours needed to create new product release infor-mation; 100% year-over-year average growth in the new business premium.

Source: “The Connected Workplace: War for talent in the digital economy”, Deloitte, 2013.

Knowledge Management

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Source: IBM, “Social Businesses: Patterns in achieving social business success by leading and pioneering organizations” (2013)

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To conclude the ‘Big Picture’ we would like to bring to your attention Capgemini Consulting and MIT Sloan Manage-ment Review’s series of research studies focused on the digital maturity of companies.

In “The Digital Advantage: How digital leaders outperform their peers in every industry” (November 2012), they found that digital mature companies (called Digerati) are 26% more profitable than their industry competitors, generate 9% more revenue through their employees and physical assets, create more value, generating 12% higher market valuation ratios.

The research describes two types of digital transformation areas:

1) Digital Intensity: is the investment in technology-enabled initiatives to change how the company operates (customer engagements, internal operations and business models);

2) Transformation Management Intensity: the leadership capabilities required to drive digital transformation in the organisation. This is not about technology. Focus must be on future growth areas, governance and engagement to make the transition happen

In “Embracing Digital Technology: A New Strategic Impera-tive” (October 2013), study involving over 1,500 executives in 106 countries, Capgemini and MIT Sloan show that the opportunity o!ered to organisation by new digital tech-nologies is clear. According to the report “78% of respond-ents feel that Digital Transformation will be critical to their organization within the next two years. Where Digital Transformation is a permanent fixture on the executive agenda, 81% of people believe it will give their company a competitive advantage.” However, the study also found that “business leaders are struggling to translate this op-portunity into a roadmap for execution”.

Their conclusions resonate with Altimer Group’s study “The State of Social Business 2013: The Maturing of Social Media into Social Business” that suggests organisations to ar-ticulate a social business strategy that aligns social media initiatives with business goals and opportunities.

Altimeter goes even further indicating that “while models, budgets and investments will shift over time, the biggest impact of social media will be in the social contract com-panies establish with customers and employees. Doing so will allow companies to think through the investment and the expected return for employees and customers so they can introduce and grow mutually beneficial and productive social programmes.

As a function of social business evolution, social becomes part of the DNA and culture in organisational transforma-tion. Everything begins with the articulation of a vision for how social media impacts customer and employee relationships and experiences. From there, businesses can track investments in models, processes, policies, collabora-tion, workflow and technology to e!ectively scale social throughout the organisation while aligning with a new or renewed vision and business goals” (Altimer Group, “The State of Social Business 2013: The Maturing of Social Media into Social Business”).

Digital maturity

“the biggest impact of social media will be

in the social contract companies establish

with customers and employees”

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Source: “The Digital Advantage: How digital leaders outperform their peers in every industry”, Capgemini Consulting and MIT Sloan, November 2012.

The Digital Advantage

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The Evidence: Statistics from the pioneers

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The Evidence: Statistics from the pioneersThe process aimed at identifying the value of internal social platforms has to start with clear definitions. The people in charge of the digital transformation in a com-pany have to be clear about its scale and scope. They have to first agree on a name.

This is why simply-communicate together with All Things IC conducted a study, What do you call internal social media? (September 2013), to explore the language that is used around social media inside organisations as well as the experiences related to adoption, exploitation and management. Respondents included com-munication professional from the private (70%), public (28%) and non-profit (2%) sectors.

They mentioned knowledge sharing (76%) as the main reason for introducing ESNs followed by connecting employees with each other (74%). Combatting silos and enabling conversations also featured prominently (55% and 52%). Cutting the time that employees spend looking for information was also a concern (31%) followed by the need to provide real-time information and keeping sta! up-to-date (both at 28%). Surprisingly, pressure to reduce costs received the lowest score (13%).

Results related to the adoption journey show that 28% of the respondents have only recently begun to think about introducing internal social tools, 24% have al-ready launched them and 19% find that they work well in pockets of their organiza-tions.

Only a small number of the people surveyed believe that ESNs are part of they way they do business or communicate (12%) or say that they are fully embedded in the company (6%).

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BASF is the world’s leading chemical company with ap-proximately 110,000 employees across the world. An industrial company with an almost 150-year history hardly sounds like a social media pioneer – yet many BASF characteristics are a strong fit for Web 2.0. These include employees who embrace innovative technologies to the existence of large Verbund sites whose individual produc-tion plants are interlinked through a complex network.

BASF started work on a corporate online business platform as early as 2008. Five years later, over 35,000 employees are using connect.BASF to build up their internal network, share knowledge and collaborate more e"ciently across units. Creative, open, responsible and entrepreneurial: these properties are not just the perfect match for con-nect.BASF, but employees can actually experience them in action there. In that manner, the online network helps them to put the corporate values into practice.

A wealth of online communitiesAs of April 2013, more than 35,000 employees are regis-tered connect.BASF users. 65% are also community mem-bers which is a good sign of active utilization. connect.BASF is a success in every world region, with Asia Pacific and North America leading the way. Growth is somewhat more sluggish in Europe but by hosting connect.BASF roadshow at larger sites they address this and help build knowledge and understanding of the site for European employees. More than 3,700 communities are usefully characterized by a typology developed by Dr. CheeChin Liew on the Community Management Team.

I. Expert networks and professional groups (Communities of Expertise)

Communities of Expertise are set up by employees to serve the organization. Communities of this kind exist in a variety of areas, including controlling, communication and project management. Knowledge sharing is the main focus. Members provide mutual support in solving problems. Membership in this kind of community may be equated with a certain degree of recognition as an expert.

Marketing and sales employees from all over the world make up one of the largest expert communities. They use this forum for things like discussing new trends in custom-er relations management and recommending interesting seminars and literature in their field and in doing so benefit from the new perspectives brought to the discussion by colleagues from other parts of the world.

BASF

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II. Social networking groups (Communities of Interest)

These communities are set up by employees wishing to network with like-minded people. Examples include a network of people on transfers in Ludwigshafen from other countries and alumni groups from various universities or training institutes. The shared interests create an atmos-phere of trust between employees. The bond thus forged strengthens their sense of identity with the company and hence promotes constructive collaboration.

This group includes the “Origami Cranes for Hope” com-munity, which was set up by communicators from BASF in Asia Pacific after the devastating earthquake and tsunami in Japan in 2011. BASF employees from all over the world were able to publish news and good wishes for their Japa-nese colleagues here. This community grew very rapidly to number several hundred members and certainly contrib-uted to the success of the employee donation campaign for Japan.

III. Corporate initiatives and corporate units (Communities of Engagement)

These communities are founded by the organization itself to facilitate dialogue with employees. Those responsible for corporate strategic initiatives use these forums to talk to interested employees. Service units present their o!er-ings and receive feedback from their internal customers. Managers invite their divisional employees to articulate their views, and use the community structure as a means of making corporate decisions transparent.

A very large number of corporate change initiatives and strategic projects now have their own communities in con-nect.BASF. Team members often use such communities to talk about their work in a very personal way, which makes it easier for employees to understand the thinking involved. At the same time, the feedback gives the project teams a strong sense of the mood inside the organization.

IV. Workgroups and project teams (Communities of Practice)

These communities are set up by organizational units to serve the organization. The main thrust is collaboration. To ensure that specific business goals are achievable, connect.BASF activities need to be integrated in the most e!ective possible way in business processes.

One such Community of Practice was set up by a team whose task was to evaluate various external service provid-ers and select the most suitable one for a novel service. The members of this team were from four continents. To maximize the e"ciency of collaboration, the people concerned agreed on the following rules for virtual col-laboration: A teleconference took place once a month. All other communication took place in a community, which as a result became the hub of collective project work. The two project managers recorded progress in a project blog, questions were discussed in the forum, and working docu-ments were uploaded in file format.

The project documented itself virtually automatically as it progressed. All team members were able to keep track of the latest status at all times and found all of the infor-mation they needed in one location. Open information exchange ultimately cut the crucial project stage – evalua-tion – by 25%.

Direct, authentic and interactive com-municationAs the Communities of Engagement show, connect.BASF serves as a communication platform as well as a working tool. However, it is not just yet another channel for convey-ing corporate messages to employees. It is about dialogue and ensuring that many voices within the organization are heard.

Several hundred employees now have their own blogs. Board members and other managers use their blogs to pen their thoughts on important issues and ask employ-ees what they think. The comments can give rise to lively discussions with the blog authors commenting in turn on the comments.

connect.BASF facilitates Internal Communication 2.0 which is direct, authentic and welcomes participation from employees. The medium-term impact for internal com-municators is a decline in their relevance as gatekeepers of content. At the same time, they are increasingly in demand as enablers who help managers and employees to acquire expertise in using interactive media. This approach has won BASF multiple awards already, including the Interna-tional German PR Award 2011.

“Open information exchange ultimately cut the crucial project stage – evaluation – by 25%.”

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The education software and services company Hobsons, have created their own online community called hiWire, to help drive their global growth strategy.

In 2011, when seeking an enterprise social networking (ESN) platform, the Hobsons planning team wanted a plat-form that would create:

E!ective leveraging of talent, expertise and best practices across divisions and geographies through improved com-munication and collaboration;

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In January 2012, Hobsons introduced a tracking system to measure tra"c on hiWire. Once they had a solid system in place, they looked at indicators that they thought were important to track. To this day, they run a monthly report consisting of the ESN analytics, Google Analytics as well as a custom report created by the IT department.

Engagement metrics have proved to be stronger. Once employees are onto the site, they tend to go “five pages deep” and spend 7-8 minutes per visit on hiWire.

The majority of employees’ time is spent in team-based work groups. These are 550, all created by the employees themselves. Employee behaviors range from document collaboration to participating in discussion threads.

There are also corporate resources within the community, and HR-related pages tend to receive the largest amount of tra"c from that end. hiWire’s global home page remains a popular source of company news for Hobsons sta!.

The organization is now connected like they have never been before since hiWire provides a centralised global channel for employees to communicate internally.

The platforms helps make a globally distributed workforce feel that much closer together.

Greater accessibility also comes into play with regards to training, with flexibility extending across the pond being crucial. Hobson leads hiWire training webinars tailored specifically to a particular location, tackling each pain point employees across the world were feeling.

Hobsons

Current stats indicate:

43% visit hiWire daily

74% visit weekly and

86% visit monthly

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Founded in 1945, Grundfos, the world’s largest manu-facturer of pumps, employs more than 19,000 workers worldwide.

In 2011, the ‘Global Working Culture’ initiative was born in-side Grundfos with the intent of creating a global organisa-tion where everyone works and collaborates as e!ectively as if all were “sitting under the same roof” according to the program’s charter.

To support the vision of a Global Working Culture, the company decided to adopt a solid collaboration platform consisting of shared business processes and tools that could support them in their daily work.

To date, the company is seeing a number of cases where particularly global teams get a lot of value from collaborat-ing in a more open and transparent way thanks to the ESN (eg. The team of procurement assistants share daily tasks and practical information like changes in payment terms, etc.).

The platforms have around 40% of the company’s knowl-edge workers signed up and the number keeps growing. The growth comes from very focused projects or teams who decide to use the platform as part of their ‘collabora-tion tool mix’. Since people join with a very specific pur-pose the growth is more sustainable.

Communities of interest over distributed teams use the ESN to boost coherence to very operational groups where people coordinate daily tasks.

One very important thing that the platform has brought is an increased transparency in the organisation. Before Grundfos did have some tools - like wiki - which allowed people to share their work. However, the ESN has brought a new level of ambient awareness to the organisation and they are now seeing people helping each other across all sorts of boundaries.

“A!er only three weeks from the implementation, 1500 members were using the platform.”

Grundfos

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Simple tasks made complex, too many applications, poor navigation of the intranet were the main reasons behind the launch of Nationwide Insurance’s internal social plat-form called SPOT. It was implemented in 2012 and today, SPOT is the e!ective internal communications and social media platform for the 35,000 company’s employees.

While Nationwide’s intranet, InSide, would still remain a hub for leaders to disseminate company information, Na-tionwide’s social site facilitates work tasks and knowledge sharing inside the enterprise. Most importantly for the company, SPOT connects associates with subject matter experts inside the organisation.

Nationwide CEO Stephen Rasmussen and his sta! use SPOT to monitor trends at the company to get a pulse of what is going on inside the organisation and the state of employee sentiment. By producing sentiment analysis re-ports and seeing the connections made on social networks, executives can quickly see the value of the tool.

The platform enables employees to connect with other colleagues and share customer stories. Associates can look to each other for help resulting in faster problem solving. They are challenged to be better thanks to these faster internal communication channels.

Embedding of team sites, work groups and employee profiles flow seamlessly on SPOT which now houses thou-sands of groups. Collaboration takes part on hundreds of projects each day.

SPOT’s mobile platform was created to accommodate large tablet use at Nationwide. The goal was to o!er the same functionality employees would expect on a mobile device such as people finders.

Developers have the ability to create an app in any lan-guage; many of the apps connect to data and business systems at Nationwide.

Nationwide Insurance

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As a top technology innovator and services company, Unisys had a substantial knowledge base and an exten-sive pool of expertise to tap. However, it was not easy or intuitive for its employees to access or share knowledge or to identify and connect with subject matter experts. To a large extent, knowledge had become siloed within business units, organizations and regions and sharing was limited to small networks with limited transparency.

Realizing these ine"ciencies, the company’s leadership set up a strategic initiative to leverage the power of enterprise social media technologies to engage its 23,000 global em-ployees in a more e!ective and transparent means of shar-ing knowledge and to provide them with a more seamless way to collaborate across the businesses and geography.

The goal was to make knowledge-sharing and collabora-tion an intrinsic part of the Unisys culture; to help em-ployees understand how adopting the use of social media tools and processes could make them more e"cient and e!ective in their daily work.

This vision was shared by Unisys CEO, Ed Coleman, who was quick to recognize the economic impact of social me-dia in the marketplace, and was keen to capture its value and benefits within Unisys. Unisys had successfully lever-aged social media in external channels such as LinkedIn, Facebook, Twitter and You-Tube to promote its brand and to improve customer relationships. It was now time to har-ness the value of a socially-enabled workforce within the company.

In June 2010, the company redesigned and rebranded its intranet “Inside Unisys.”

Leadership blogs provide transparency of what’s top of mind, what they see happening in the marketplace and anecdotal experiences with clients. This helps promote the use of blogs as a medium for sharing and disseminating information across the company.

FAST Search improves the quality and relevancy of search, including use of refiners, topics-driven page results and end-user comments and ratings. This resulted in employ-ees’ ability to retire more 57% of non-relevant content.

Key strategic communities around the company’s solution areas of strength, focus industries and key roles within the company (e.g., program/project managers, architects, engineers), promote collaboration within Unisys.

These communities create an ecosystem for the sharing of knowledge, leveraging of expertise and harvesting of ideas that feed intellectual property and innovations leveraged by employees to e!ectively and e"ciently get work done.

After 18 months from Unisys’s launch, the platform achieved a 91% adoption rate within a targeted user group audience of 16,000 employees and a 78% total adoption and use rate among it 23,000 employees. In the following year, they showed similar success metrics for community memberships with more than 7,000 employees engaged in one or more communities and more than 22,000 non-unique subscribed memberships across all communities.

Unisys

“more than 7,000

employees engaged in

one or more communities”

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The integration of social collaborative and online communi-cation tools, encouraging knowledge sharing and projects synergy, and reinforcing internal branding are the main reasons why Telefónica was recognized by the ‘Observato-rio de la Comunicación Interna’, a pioneer initiative created to research, generate and share relevant information and knowledge about best practices and trends in internal communications in Spain.

Telefónica was awarded best ‘Digital Strategy and Social Media’, thanks to its project, ‘Internal online communica-tion: towards a 2.0 culture’. With the initiative, the Span-ish telecommunications company looked to drive the organisation’s cultural transformation while supporting the business strategy implementation across the whole or-ganisation. Additionally, the implementation of the internal communication 2.0 tools aimed to encourage and facili-tate communication and cooperation among the almost 127,000 employees working at the organisation.

The leading force of the collaborative culture in Telefónica is its enterprise social network that encourages collabora-tion and knowledge sharing among employees.

The ESN was a spontaneous initiative from a group of employees in 2008 that became a reality for the entire workforce in 2010. Lead by HR, together with the Internal Communications and IT teams, it counts with a global ver-sion as well as local communities and groups of interest, depending on the needs of the areas involved.

Telefónica’s employees use the platform as a working channel to coordinate teams, share knowledge, create communities of interests, as an extension of their e-learning tools, and to set up groups of business processes linked to di!erent work flows.

The usage has been extremely successful, with currently, more than 35,000 employees registered. Immediacy, seamless accessibility to corporate information, and con-tinuous updates are some of the keys to its success.

Telefónica

a spontaneous initiative from a group of employees in 2008 that became a reality for the entire workforce in 2010

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A social-powered community was launched inside Philips in May 2011 aimed at helping employees do their jobs bet-ter.

One of the telling stats the company have from this com-munity is that when an employees ask a question on the platform, they can get on average, 3 answers. More than 25% are from a di!erent sector (Healthcare, Lighting and Consumer Lifestyle) and approximately 38% are from a di!erent job function.

Within 8 weeks of the launch, the site saw an impressive growth rate of 2000 per cent. At the time of this writing, the member count was up to 12,423 employees. Not bad for a target rate of 10,000 for the year.

At 12,423 users, Philips’ enterprise social network is no longer viral; nor is it an experiment. It has become a formi-dable internal communications channel.

The social platform has also become a major source for Philips Netcast News (PNN), a global broadcast presented to employees every Monday morning. Roving reporters frequently collaborate on the site and share ideas about what they plan to cover on the program. Videos are then posted inside a special folder uploaded by the communica-tions team for inclusion on PNN. They are introduced to news that is happening all around the world. It is almost like having instant leads so they content has gotten three times richer.

Philips

It has become a formidable internal communications channel

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Achieving a solid ROIPhilips is one of the first companies to start mining its deep data about its platform and publishing the results (sensi-tive figures have been omitted).

Here we can see clearly that around a third of comments are coming from colleagues who are not in the same Busi-ness Unit (and often not in the same country). This shows that these kinds of social conversations are genuinely cut-ting across silos.

This graph demonstrates that the higher up a manager is in Philips then the greater the number of comments posted on their blog (4.2 versus 2.9 on contractors’ posts). This is strong evidence to encourage senior leaders to blog. An-other interesting statistic is that senior executives are 25% more likely to comment on the posts of other senior sta!.

The company has put in sophisticated software that can determine the nature of the new post. Then, they can track

how quickly people respond to di!erent ‘types of messag-es’. The ‘types of massages’ can include questions, images, videos and polls. The quicker colleagues reply, the more engaged they are.

Philips also constantly monitors adoption, reaching out, recommendations, as well as how leadership interacts and collaborates on the platform.

Finally, cross collaboration across businesses is another relevant area that Philips is able to monitor and link to ROI. For example, they can track that while 66% of comments are coming from my own business area, the remaining 34% are coming from another business unit. This ultimately shows collaboration as people work across silos.

Philips continued

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It was May 2012, when brightsolid decided to implement MangoApps a central platform that would support the organisational culture and values: brightsolid family core strengths, flexible minds, short term focus, long term view,sharing knowledge is the real power, surpass expecta-tions, think outside the cube. They wanted a more e!ective way of tracking project progress and achievements as well as a single repository for all documents, information and conversations instead of isolated email communication and file sharing. The platform was ‘easy-to-adopt’ and aided internal communication between departments and across seas. brightsolid are a multi-national firm and a the central social platform would allow all o"ces to communicate on their own time zone.

The key implementation driver was increased knowledge and information sharing.

They also found that new joiners to brightsolid got up to speed very quickly with everyone and everything relating to the company by using the tool.

To date, 75% of the organisation use the platform daily, or at very least weekly. The platform has made a visibly posi-tive impact on every area of the business and employees feel more connected to the wider organisation and busi-ness objectives.

Among the major benefits so far, the tool has helped to facilitate:

E!ortless sharing of large files: brightsolid often needs to share files in excess of 50MB both internally and externally. While this is not possible over email, the social tool made it simple to share large files, even over 200 MB files.

Easy access to colleagues: brightsolid employees always know who is online and available.

Knowledge sharing: employees could easily share knowl-edge, links and other updates with others. The knowledge being shared on the platform would never have been shared via email, as the social nature of the tool made it ef-fortless for users to share and consume short updates.

Getting help: brightsolid employees found they could find answers the quickest by posting a question. They would receive answers immediately, often from employees in the company they had never met.

Finding experts: the platform also made it easy to find experts within the company. Fully searchable profiles, with the ability to populate from Active Directory or import from LinkedIn, allow employees to get to know each other, and easily find experts of various technology platforms.

Managing projects and tasks: teams can now come to-gether online to get work done. Employees stay updated on the current status of all their project teams via their ac-tivity stream. As they complete a task, the task is automati-cally sent to the task “approver” for review and approval. Managers can reject tasks and send them back with com-ments for the additional work needed. Team members can always see which tasks still need to be completed. If they finish early, they can pick up extra tasks from the project task pool.

From a data measurement perspective: In May 2012 there were 20 messages per day posted. By February 2013, there were 300 messages per day posted. They have 82 active groups and over 100 active projects. Projects get

archived when they are completed. Over 10 GB of files added to Mango over the last year.

Since brightsolid started adopting the tool, sta! work more e"ciently. Travel to meet with internal employees has been greatly reduced due to the connectedness created by real-time online communications. Employees are now traveling 25% less, producing real savings. Internal email has been reduced by 55%. Employees are now connecting, discussing, and collaborating on the platform, drastically reducing the need for internal emails. Meetings have been reduced by 47%, allowing employees to spend more time getting work done instead of sitting in meetings. Internal projects are now managed on the social intranet, where employees receive updates to their activity stream in real-time to alert them when colleagues complete tasks, edit files, need their help, or need to discuss an issue. Sharing files internally or externally, even when mobile, is now a breeze. It is no longer necessary to call a project team meeting, so the project manager can update everyone on the status of the project - everyone already knows all the updates.

BrightSolid

Meetings have been reduced by 47%, allowing employees to spend more time ge"ing work done

24

Right brain arguments: The anecdotal evidence

3.

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Right brain arguments: The anecdotal evidence Some people are not impressed or moved by statistics. These are your right-brain leaders who prefer a telling anecdote that illustrates a point rather than the data supports it. President Reagan was famous for his love of stories rather than PowerPoint decks. Aides in the White House would find that a well-chosen anecdote would sway the President much faster than nay in-depth research.

We therefore include a number of an-ecdotes below for you to quote when discussing Social Media with right-brained colleagues.

PwC

PricewaterhouseCoopers’s (PwC) journey with their inter-nal social network ‘Spark’, started o! with 30,000 licenses. This rapidly accelerated to 100,000, creating a revolution in knowledge sharing inside the company.

Interestingly, Simon Levene, Global Knowledge Channels Leader at PwC, does not rely on heavy data to prove the value of Spark: “PwC is full of accountants which means that they distrust any metrics that the we might produce to prove a return on investment. If we gave them details stats they would just want to audit our figures.” So instead Simon concentrates on success stories and anecdotal evidence.

“Colleagues in Germany were looking for two weeks for someone with a particular software skill set who could speak German but could find no one. Spark had not yet been rolled out in Germany due to concerns from the Work Councils there. So in the end they phoned an English manager to put the question on the network. Within 20 minutes he had 5 people from the US come back who had the requisite skills and spoke German. The Germans were amazed and that helped to push the business to launch Spark in that territory.”

The benefits have been tangible and in some cases revolu-tionary. In the San José o"ce one team inverted the way

that projects get resourced with talent. The classic model is to win some business and then assign people to the task. At San José they allow people to bid for the work that they find interesting once it has been brought in.

“Another Team has combined Spark and O"ce Connector for proposal development,” explains Levene. They found that they saved 80% of e!ort on document versioning compared to the old system. By having the proposal in one place and sharing it with everyone, they managed to get proposals out far faster with a dramatic saving in all the hassle that is necessary when many minds are concentrat-ing on one proposal. This was a big win for us.”

In Levene’s view: “We have managed to defragment the organisation through a common platform. We had come from a fragmented situation and everyone was fed up with that. And we have helped make a large firm feel small.”

they saved 80% of e#ort on document versioning compared to the old system

26

Celine Schillinger (Director, Stakeholder Community at Sanofi Pasteur in Lyon, France) founded the Women in Sanofi Pasteur (WiSP) movement in 2011 consisting of an internal social network to engage sta! around the impor-tance of gender balance to drive performance at the global company. It was Schillinger’s own career path that inspired her to take action.

“Because of the size of the company, I found my career wasn’t evolving. The work was process-based and depend-ed a lot on hierarchy which I hadn’t encountered before,” she remembers. Not wanting to be defeated by the system and fit into a corporate box like several of her colleagues, Schillinger refused to “disappear as another brick inside the organization.”

With a new CEO appointed to lead Sanofi Pasteur in by end 2010, Schillinger saw the move as an opportunity to take action, emailing him a letter complete with facts and figures about the value of achieving gender balance inside organizations:

“I told him that there were studies (e.g. McKinsey’s ‘Women Matter’ research), showing the link between financial per-formance and including women on governing bodies. After, I forwarded the email to 3 of my friends. When I checked

my inbox that evening, I was surprised to see that my email had gone viral within the company. The overall consensus was, ‘it’s about time; things have to change.’

What Schillinger started was the initial stage of what was soon to become the WiSP network.

They decided to position the network as a think tank and a baseline the company could act from to begin initiating more gender balance. Schillinger began exploring Yammer at the suggestion of a colleague. “I discovered a whole new world of internal social networks. While they were used mostly for project management, I thought they could also work for us. After 30 minutes of reviewing Yammer, I cre-ated WiSP.”

Soon, Schillinger was meeting with higher up executives in HR as the network grew. And before she knew it, the company began to measure.

Six months after the launch of WiSP and Schillinger’s initial email that sparked it all, she met with the CEO. ‘He said, ‘yes, let’s launch a plan.’”

Schillinger’s proposal was to update the yearly employee review/career development process by separating men and women’s resumes.

Sanofi Pasteur

Upper management agreed, appointing a temporary work-ing group for one year, consisting of 12 people working in di!erent parts of the organization. The group proposed 62 measures based on results from the WiSP survey Schil-linger had previously distributed. The 10 with the highest impact were proposed to a Managing Committee of 25 executives. Gender balance leaders have been appointed across the whole organization in order to cascade and adapt global measures within each department. A num-ber of women have been appointed to high level, visible positions. The senior leadership team has been reshu"ed and includes now 36% women instead of 20% previously. Although further progress is expected, it is obvious that the corporate culture has been changed.

WiSP is now close to 2,500 members in 55 countries. Membership ranges from Sanofi Pasteur to Sanofi Group and a#liates’ employees in France to the United States to Pakistan to Latin America. People’s titles are broadly rep-resented - from administrative assistants all the way up to Vice Presidents. And Schillinger stresses, many members happen to be male.

27

SASInnovation in social media is not a novelty at SAS, the busi-ness analytics software company known for strong internal communications led by a CEO who is supportive of new initiatives benefitting the company and its 13,000 employ-ees working in 56 countries.

The latest channel introduced at SAS is The Hub, a growing online community currently connecting 9,279 employees across the organization.

The Hub came along in the fall of 2010 when the company were looking at survey results regarding what employees wanted versus what we had out there. At the time they had a lot of communications channels, and employees said they had too much out there resulting in the need to search for information in 3 or 4 places.

The need for an enterprise social community was estab-lished. The ESN would need to consolidate employee com-munications, intellectual property and critical information, while uniting sta! in a single place where the corporate culture could shine. So, The Hub was implemented.

ResultsAs a result of real-time conversations between employees in any SAS location, collaboration and productivity is soar-ing.

“We have our Head of EMEA Sales here (in Cary, North Carolina) this week, addressing 300 managers. They’re holding brainstorming sessions in The Hub to discuss chal-lenges, solutions; they’re even using our polling features. This is driving a whole new course of action for them and making the sales meeting much more e!ective. And all this is being recorded rather than having to wait for meeting minutes to become available,” SAS internal communica-tions manager Becky Graebe points out.

The Hub can also be accessed from an employee’s iPad or iPhone, giving people the ability to get information and share knowledge wherever they are – whether they’re with a customer or at a conference.

Karen Lee, Senior Director of Internal Communications at SAS says, “Seeing a conversation about customer deploy-ment taking place between an employee in The Philippines and an employee in Latin America says it all. You wouldn’t get that kind of connection through email.”

She adds, “No single group of employees is ever left out of critical conversations or denied access to necessary information.”

Many employee questions are answered almost immedi-ately and if someone needs a specific document, they can post their request to The Hub. Just as quickly, colleagues respond with a link to that document’s location.

Lee says, “The immediate return on investment is realized in the time it would have taken that employee to scour in-ternal databases for the information. Undeniably, The Hub saves time, e!ort and increases customer satisfaction.”

Still, such benefits don’t always resonate with the naysayers.

“A lot of the questions we get when we present at confer-ences have to do with employees spending most of their day on a social media platform and whether or not doing so will take away from their productivity. Our answer is ‘as long as you have good management who recognize that, they will put a proper tool in place for employees to gather information to become more productive,” Lee points out.

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TransparencyAccording to Graebe, The Hub takes SAS’s open door policy to the next level.

“The Hub opens doors to experts you didn’t realize existed. Employees have told us they feel the site is a productive way to get a quick answer to a question without having to sift through an intranet with millions of pages. Emerging leaders are not necessarily recognized in an organizational chart; The Hub provides a platform for good information and great links to resources. It’s a chance to build a com-munity of influencers while knocking down hierarchies.”

Currently, the site is seeing an average of 10-20 new Hub users joining the online conversation daily.

With such an innovative channel under their belt, do Lee and Graebe have any words of advice for other companies looking to adopt an enterprise social networking platform?

“The biggest thing we can point out is the amount of engagement you can gain by o!ering such a site. Sharing knowledge and expertise across the company can only help the business and build relationships,” Lee says.

29

The task of welcoming thousands of Olympians and their families from 68 countries wasn’t one to be taken lightly. The goal: to deliver a consistently excellent level of service during what was already the busiest time of the year - at the world’s busiest single runway airport.

According to Caroline Thorpe, Head of Internal Communi-cations at Gatwick, Yammer’s internal social platform was a crucial tool in educating and engaging employees around the Olympic experience.

“Before the 2012 Games we had less than 1,000 people using the forum. This went up to around 1,200 afterwards. More importantly the company had more engaged users, with more of their people actively participating by starting conversations or responding to and liking their colleagues’ posts.”

The London 2012 Games was a clear opportunity for more people to participate in a really inclusive conversation about how they were delivering during a critical time for the airport.

During the Olympics and Paralympics they saw an explo-sion of people posting comments and photos of their experiences. Post in general - on all subjects - increased during and after this period as people started to see what Yammer was all about.

They had over 1,000 comments and 650 photos and files uploaded to a dedicated Games group - with plenty more in the main company feed. Frontline sta! was reporting live on which teams they were greeting o! the flights or giving a warm departure to. It was really easy for people to participate on Yammer and for once our frontline sta! were the ones telling the news, not waiting to be recipi-ents of news.

With such public national events like London 2012, eve-ryone was focused on the same goal, to deliver the best possible experience to athletes and other Games visitors (alongside their usual busy summer operation). Having a forum where everyone has a voice meant anyone could share their experiences at 5am in the morning or 11pm at night. That created an incredible sense of community.

It was also a fantastic way to recognise individuals. Forums like Yammer provide such a visible way of com-municating that they could literally see who was delivering great service - and those people were being rewarded with lots of ‘likes’ and comments from their community.

Even in the best organisations, sometimes it’s hard to find the right information at the right time to do your job. The Yammer feed was the best place to go at any time of the day to find out what was going on in the operation. It opened up communication for everyone instead of selec-tively sharing important updates with certain groups, sav-ing time and making life much easier. An unexpected use, was that Gatwick Games project team turned to Yammer to share daily updates with the 2012 Games Makers who were supporting them at the airport and who didn’t have access to their systems.

Summing up the social media initiative, Head of Games Delivery Richard Townsend said:

“Yammer was an invaluable tool for engaging Gatwick’s community in the run up to, and during, a critical time. It made everyone feel involved and part of the excitement. We shared information so our sta! and airport partners were well informed about what was happening and clear on their roles. It was particularly powerful for recognising and praising individuals for their e!orts.”

Gatwick Airport

30

In 2011, Yota a telecoms company based in Russia, identi-fied a major internal problem: lack of corporate communi-cations being filtered down to all employees. They noted that people were not receiving company news and could not give feedback on the news they did receive. After hav-ing identified the business need for an enterprise social network, they selected the tool and the focus shifted to adoption and engagement.

Today, Yota have 90% of their available workforce en-gaged on the platform.

The ESN provides the organisation with the great opportu-nity of sharing knowledge, exchanging any sort of informa-tion, learning from other people’s experience.

What’s the ROI?According to Dmitry Garin, who helped launched the plat-form inside Yota, “it’s important for top management to understand that there is tremendous value in internal social networking and trying to measure it in a ‘hard way’, in my view, misses the point.”

He prefers to describe the success of Yota’s enterprise social network through four concrete examples:

1) Yota as a telecomm operator has retail kiosks, located in di!erent public stores. Some of these kiosks are in the stores on a permanent basis. These employees are on the frontline with customers.

During winter the sales team were getting very cold and subsequently sick. Employees attempted to raise the is-sue but nothing was done about it. Some people even left Yota. When the ESN was introduced, one employee posted a message. Within hours the CEO commented on the post, tagged the person responsible for the issue and the prob-lem was fixed the very next day.

2) When Yota launched their new website, there was a big discussion on the ESN. Employees were highlighting mistakes and typos and the conversation had more than 200 comments. The project manager fixed all the mistakes within two days. Normally it would take a lot longer as customers would not care to write and employees wouldn’t know who to write to. Yammer made the discussion neu-tral and the whole company helped to fix the website.

3) When it comes to project management Yota have been using the ESN extensively. For rolling out O"ce 365, they involved people from very early stages. They set up a pub-lic group for all the users of this new version of O"ce 365 and a page for volunteers. The trial group identified lots of problems and shared them. They worked closely with IT, who responded e!ectively to iron out migration issues.

4) HR also adopted the project management style. Yota is expanding into 150 cities and there is a huge shortage of talent to manage the opening of those cities. So the HR team set up a page of a project called City Managers, invit-ing ambitious employees to volunteer and help existing City Managers during the expansion and in turn, volunteers would be accelerated to City Manager status themselves. It was a very e!ective campaign, resulting in many people signing up.

Yota

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The global brewer is an early adaptor of ESN having first introduced it in 2009. Since then, the company has been a well-publicised champion of the collaborative enterprise tool, recognised for best practices and continued innova-tion for connecting employees, fueling engagement and productivity.

The primary goal was to make employees aware of product launches and to build pride for the brand.

The platform, called Club Molson Coors Canada, became a one-stop shop for sharing key account information (e.g. sale sheets, beer and food pairings, lists of regional con-tacts, legacy knowledge etc.). Hearing what is happening in the business in real time is ideal for teams like sales and marketing.

Keeping with the enhanced accessibility and transparency of the internal network, executives can discuss quarterly earnings with their employees, as well as key company’s strategy information (e.g. the acquisition of a European business).

The use of the ESN goes way beyond big sales wins and lively photos. It is also a platform to rapidly solve problem that cross-functional silos. For example, they once had

a sales representative who posted pictures of damaged Coors case in a Canadian retail outlet on Yammer. Another employee saw the photos and was able to identify the production line and brewery responsible for the cases. As a result, the brewery manager investigated and fixed the problem. The key here is that this happened in a matter of hours where traditionally it could have taken days or even weeks.

The platform also enables connections in the organisation that could not be made previously by allowing for more accessibility and collaboration (e.g. mechanical engineers group share modifications they have made in the brewer-ies and problem-solving is conducted among people who have not necessarily even met each other).

To date, Club Molson Coors Canada has 3,950 members, and its use has skyrocketed versus one-way communica-tion. Employees now opt to use the platform’s capabilities instead of solely relying on their email in-box that they generally look toward to receive o"cial company informa-tion or follow-up notes on a departmental meeting. And when it comes to staying up-to-date with project team developments, the ESN is the go-to channel inside the organisation.

Molson Coors

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Launched in September 2008, Capgemini Consultancy’s platform was originally an enterprise micro-blogging service. Over the years, it has taken the shape and form of a full-fledged enterprise social network that, due to its suc-cess, continues to expand.

UK Head of Communications at Capgemini, Tom Barton, shares an insightful anecdotal story on the benefits from using the enterprise social network.

One day, their CTO called Andy - passionate advocate of Yammer – was contacted by DDA, the COO of the compa-ny’s consulting division. DDA needed to find a person able to deal with a particular client’s problem and asked Andy for some names.

The client’s problem was with QR codes: how do you use them? When do you use them? How do you integrate them into your marketing strategy?

Andy replied to the DDA saying: “Come back to me in a couple of days and I will give you some names”. But as soon as he said that he asked the COO to “hang on a sec-ond on the phone”.

The CTO went to Yammer, typed in ‘QR codes’ and imme-diately found conversations on the topic: experiences that people had with QR, what they were, why they were good and why they were bad, etc.

Andy just scrolled down the conversations and fairly quick-ly was able to identify who were the top three experts around QR. Then, he said to the COO on the phone: “Well here are their names”. The COO asked: “Where did you get these names from?.” Andy replied: “From Yammer.”

Two weeks later Andy met with DDA and asked him: “Did anything happen with the QR codes client’s problem?”. The COO replied: “Yes, I contacted the three people you suggested and two of them are now on client site doing the job”.

To conclude narrating the story, Barton comments: “All this happened only in two weeks. This would have never hap-pened at all prior the enterprise social network.”

Barton also speaks of the ‘easy to share’ benefits of the tool and how it makes information more accessible.

Comparing the ESN to email, Barton says that email still has its place but when you know who you are sharing the information with, it is significant to know the recipient. The ESN can allow an employee to send information across the organisation, irrespective of the subject or the audiences. Users are enabled to seek immediate feedback from sev-eral people across a company hierarchy.

Speaking of the multi-platform capability, Barton likes the fact that the platform is available on multiple devices.

The tool has given Barton direct access to activities on the client site - which he considers the most significant aspect of the service. “Getting real-time feedback from the mobile workforce is particularly critical” Barton says. He also high-lights the fact that the ESN has helped Capgemini to im-prove the content of its intranet to make it more relevant.

Capgemini

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To Do ListStart by defining clear business’s goals.

Design long-term objectives for your ESN aligned with the com-pany’s specific business goals.

Track investments in models, processes, policies, collaboration, workflow and technology throughout the organization, while keep focusing on your both your business and ESN goals.

Have simple guidelines in place and outline clear expectations from the outset so everyone knows what the business is trying to achieve and how to behave.

Integrate education around social in line with the expectation of the business. Remember that social media across the enter-prise cannot be scaled with a core team alone.

Track relationships - rather than conversations and engagement.

Continue reviewing your business goals and vision, while regu-larly checking that the ESN’s use is supporting them.

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ReferencesThe Big Picture: Macro economic arguments

Agile Future Forum, What is workforce agility and where are companies now?, 2013

Altimeter Group, ‘Making the Business Case for Enterprise Social Networking’, February 2012

Altimer Group, The State of Social Business 2013: The Maturing of Social Media into Social Business, 2013

Chess Media Group, The Future of Work. Reshaping the Workplace Today. Building for Tomorrow, 2013

Deloitte, Building a smarter workforce, July 2013

Deloitte, The Connected Workplace: War for talent in the digital economy, 2013.

2013 Edelman Trust Barometer

IBM, The Social Imperative in Workplace Skills Development, 2013

IBM, Social Businesses: Patterns in achieving social business success by leading and pioneering organizations, 2013

McKinsey Global Institute Report, The Social Economy: Unlocking Value and Productivity Through Social Technologies, July 2012

MIT Sloan – Deloitte, Social Business: Shifting Out of First Gear, 2013

MIT Sloan - Capgemini Consulting, The Digital Advantage: How digital leaders outperform their peers in every industry, November 2012

MIT Sloan – Capgemini Consulting, Embracing Digital Technology: A New Strategic Imperative, October 2013

Northwestern University’s School of Communication - Kellogg School of Management, The Coworker Network, 2013

simply-communicate, Northwestern University proves value in social knowledge management, July 2013

Wharton University, Enterprise Social Networking: The next competitive advantage, March 2011

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The Evidence: Statistics from the pioneers

simply-communicate, What do you call internal social media?, September 2013

simply-communicate, The growth of an enterprise social network at BASF, April 2013

simply-communicate, Hobsons’ hiWire platform ‘jives’ with employees, July 2013

simply-communicate, Grundfos ‘pumps’ up its workforce through use of Yammer, May 2013

simply-communicate, Nationwide Insurance hits the ‘spot’ with enterprise collaboration platform, January 2013

simply-communicate, From Silos to Social: How Unisys socially-enabled its global enterprise, November 2012

simply-communicate, Winning online communications at Telefónica, January 2013

simply-communicate, Bright, solid and social business with MangoApps ESN, August 2013

Right brain arguments: the anecdotal evidence

simply-communicate, Sparks of collaboration at PwC, August 2013

simply-communicate, Social media builds new awareness of gender balance at Sanofi Pasteur, July 2013

simply-communicate, The Hub fosters community and collaboration at SAS, September 2013

simply-communicate, Yammer takes flight at Gatwick Airport, April 2013

simply-communicate, Yammer takes o! at Russian telecoms company, November 2012

simply-communicate, Molson Coors taps into Yammer for innovative employee communications, July 2013

simply-communicate, Tom Barton of Capgemini on building their social media network November 2012