Softjoe Introduction Oct2012

7/31/2019 Softjoe Introduction Oct2012

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e Sojoe Collaborative

Encouraging new ways to deliver business value through open

communications, shared value and engaged collaboration


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Consider the Source

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The Softjoe Collaborative is a new kind of services organization, with theexperience, 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 informationandexpertise 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 thebusiness operating environment has changed, why it matters, and how we arepositioned to help companies re-align with the new paradigm.


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e Sojoe Collaborative Delivers Engagement Solutions

Engagement Solutions are

known by many terms:} Social Business Networks} Groupware} Enterprise Social

Networks

} CollaborationEnvironments

} Vertical Communities} Emergent Collaborative

Software

} Enterprise 2.0} Knowledge Management

Systems

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Engagement solutions

enable

collaborative interactions

that create

value and innovation.


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Types of Engagement Solutions Sojoe Engagement Experience

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} Internal Communities} Engagement Solutions are often internal

communication and collaborationenvironments that enable richer interactions

between colleagues and teammates.

} These environments also provide thefoundation for capturing and discovering the

most critical asset in a knowledge-based

economy, shared IP.

} External Communities} Engagement Solutions can be externally

facing for customers, partners, suppliers.

} Hybrid Communities} Increasingly, new value and innovation

emerges through interactions across

organizations and independents.

} Cloud-based engagement solutions enablenew models for interaction across

organizational boundaries and internal silos.

} Internal Solutions} 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}

Vertical Communities: Environments wheresponsoring organizations enable interactions

between customers, building loyalty, trust,

while gaining valuable market insights.

} Workshops, events and webinars: Hybridengagement (online and face-to-face),

creating environments that drive engagement

before, during and after events.

} Hybrid Solutions} Marketplaces of dynamic communities that

form, execute and disband to address specific

market opportunities. E.g: M&A execution.


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Engagement Solutions: Real Value or Passing Phase?

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Increasedspeedofaccesstoknowledge

Reducingcommunica:onscosts

Increasingspeedofaccesstointernalexperts

Decreasingtravelcosts

Increasingemployeesa:sfac:on

ReducingOpera:onsCosts

Innova:on,:metomarketproducts/services

IncreasingRevenue

Why: McKinsey: Measurable Benets of Social Soware **

** McKinsey Quarterly, Dec. 2010: TheRiseOfTheNetworkedEnterpriseWeb2.0FindsItsPayday

77%

30%

52%

30%

44%

20%

60%

10%

41%

20%

29%

20%

40%

10%

18%

15% Median Improvement

% Reporting Improvement


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Why: Social Business Means Business

Web 2.0 use increased productivity by 21%, acquisition of

new customers by 19%, and increased revenue by 17%.

Web 2.0 implementation helped Cisco reduce costs by $251Ma year, increase margins by $142 M and generate employee

time savings of $380 M a year.

Financial outperformers are 57 percent more likely than

underperformers to use collaborative and social networking toolsto enable global teams to work more effectively together.

Workers currently spend 25% of their work day looking for theinformation they need.

New rollout to empower customer care reps to be betterinformed in order to better serve customers

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Where Engagement Solutions Make Sense

} Engagement Solutions enable broader innovation through human creativity andproblem-solving for novel or unprecedented business problem.

} Collaboration tools that benefit from social technology dwell more at thesense-making and exception-handling end of the continuum, where processes are

more ad hoc, and have fewer repeatable components.

8+PwCTransformingcollabora:onwithsocialtools,2011

Advantagealgorithmicsystems

Advantagehumaninterac:ons


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Where to Adopt Engagement Solutions

and How are

ey Used?

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Typical Engagement Initiatives

Team Collaboration Employee Engagement

Business Transformation Social Intranet

1. Collaborate with teams across geosand functions

2. Manage projects3. Drive competitive intelligence4. Manage events5. Launch marketing campaigns

1. Identify expertise2. Accelerate learning, development

& onboarding3. Share best practices4. Drive corporate communications5. Retain employees

1. Company re-org and re-alignment2. Launch new products3. Enter new markets4. Mergers & acquisitions5. CEO change6. Transform relationships with

customers, partners, suppliers

1. Replace outdated intranets/portals2. Integrate directly with SharePoint3. Connect with customers, partners,

suppliers4. Become a Social Layer across

existing business apps5. Collaborate on one platform

Source: Yammer


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How Are Internal Engagement Solutions Used? ***

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Collabora:ve

problemsolving

Aligningofac:vi:esProfessionalprac:ces

Technology

PrivatemaUers

Work-relatednews

Publicevents

27%

25%16%

14%

8%

6%4%

***niversityofSydneyBusinessInforma:onSystemsWorkingPaperSeries

ExploringTheNatureOfMicrobloggingAtCapgemini


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Typical Social Use Cases

1. Market and Competitive Intelligence Enable real-time updates and sharing

2. Knowledge Sharing Capture and leverage best practices3. Identifying Expertise Find answers and experts in much less time

4. Partner Engagement Support for managing external relationships5. Shared Project Workspaces Enable extended teams to stay on the same page

6. Internal Communications Company news effectively delivered, with replies7. Onboarding New Employees Community and connectedness from day one8. Communities of Practice / Interest Drive innovation and deeper understanding9. Learning and Development Get and share answers on training and careers10. Customer Service Internal and external knowledgebase and FAQs

with opportunity for engagement

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Opportunity Assessment:

How to Approach Engagement Solutions


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e Four Facets of the Sojoe Methodology Framework

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Governance

Engagement

Structure Prac:ces

1. Governance: Within a strategic context, the oversightand measurement to ensure that the engagement

platform is relevant and adds measurable value.

2. Structure: The architectureand taxonomy that reflect andenable business objectives, toestablish a sustainable, usefuland discoverable environment.

3. Practices are the processes,

guidelines, environmentalsupport that provide context,expectations and support tousers. Social Champions

required.

4. Engagement: The design, branding and content thatdrives engagement, so users know what to do, how toget their work done, and what is expected of them.


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First Principle: Governance

} Ensure Business Relevance} 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 findbusiness imperatives that can be impacted by engagement solutions.

} Simple Steps} 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

u Correlate businessobjectives for the

engagement

solution in one of

four areas:

u Business(cost / revenue)

u Brand / Market

u Internal

uOrganizational

u Use those objectivesto define metrics for

measuring results.

BUSINESS

BRAN

D/MARKET

INTERNAL

ORGANIZATIO

N

ImprovedEmployee

Engagement

Enhancedcross-company

communica:ons

Increased

produc:vity

Organiza:onalignment

andcohesivebrand

Reducedopera:onal

costs

Leverageable

knowledgecapital

Newproduct

:metomarket

Reducedprocess

cycle:me

Improvedresponsiveness

tocustomers,market

Increaseinsalesfrom

newcustomers

Improvedqualityof

execu:on

Increaseincustomer

sa:sfac:on


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1. Engagement Scorecard: Tracking Relevant Measures

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B1 Reducecosts

B2 Revenue

P1 Reducedprocesscycle:me

P2 ImproveQuality

P3 Increasedproduc:vity

P4 LeverageIP

H1 Employeeengagement

H2 Employeesa:sfac:on

M1 Customerresponsiveness

M2 Customersa:sfac:on

M3 Timetomarket

BUSINESS

CU

STOMER

TECHNOLOGY

RESOURCES

Opera:onalcostsavings Revenuefromnewonline

customers

Bestprac:cesrecorded,shared Defectrate Contribu:onin$/peremployee Contentendorsementscores

Par:cipa:on/sharingonline Engagementsurveyresults

Issueturnaroundmetrics CSATSurveys Newproduct/FTERa:o

0

00

0

00

Yr.

Mo.

Mo.

Qtr.

Yr.

Qtr.

Qtr.

Mo.

Mo.

Mo

Yr.

00

00

0

0

0

00

0BUSINESS

MARKET

INTERNAL

ORGANIZATION

StrategicObjec:ve Measures TargetFreq.Governance Process

u Develop ascorecard of

engagement

metrics.

uTrack results inregular PMO

workshops.

u Evolve the metricsto better map to

business objectives


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1. Governance Model: PMO Best Practices

} Organize for Agility: Align and dedicate the right level of business and IT resourcesaround common goals.

} Organize as a program aggressive management of cross disciplinary teams, stronggovernance model, executive sponsorship and project discipline.

} The program is an organization create blended team of dedicated IT and businessresources, 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.

} Define clear measures of business benefit and program success: Success goesbeyond delivery of the technology and must include multi channel KPIs and deliveryof the business case.

} Develop a culture to test and learn: Pilot new capabilities with the program tomanage successful rollout and drive efficient delivery of business case.

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2. Engagement Architecture

} Success requires the engagement environment be effectively structured.} Membership} Groups} Activity feeds} Mobile interactions} Notifications}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 traffic in the environment.

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2. Engagement Architecture: Internal vs. External

} Groups are the context inwhich most content is

shared and most value

accrued in a social

network.

} Groups in all socialnetworks can be open

or private

} Most current socialbusiness networks

enable creation ofexternally accessible

groups or networks.

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Primary

Network

GroupGroup

Group Group

ExternalGroup

External

Group

ExternalGroup

ExternalGroup


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2. Engagement Architecture:ree Primary Types of Community

} There are many kinds of onlinecommunity, but these threeare the foundation for a

successful social business

network

} A key to driving ongoing valuein a network is in harvesting

content from working groups.

} Community managers andproject managers should be

empowered to migrate keylearnings into a shared

repository for future reference

and training.

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Library/

Knowledge

Base

Group

Community

ofPrac:ce

Group

Internalor

External

Project

Group


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3. Engagement Practices: Network Champions

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} A critical key to success of yoursocial network is to have adistributed, engaged and

motivated set of champions.

} These people play the roles of}

Cheerleader} Support} Mentor} Conscience

} Can be at any level of theorganization, but must have

passion, goodwill and tacit

leadership qualities.


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3. Engagement Practices: Notications and Email Integration

} Email is a miserable platform for collaboration, but a fine for notifications.} 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

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SourceScoUCampbellpyramidcar.com


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4. Driving Engagement: Ensuring Habitable Environments

} 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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About Sojoe Collaborative, LLC

} Softjoe is a collaborative of software, technology, community and customerengagement veterans

} Focused on Engagement Solutions, using social and collaborative platformstodeliver 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:} Strategy} Design} Content} Implementation and ongoing measurement andmanagement of these solutions

} Experience and relationships with key industry social business network platforms} Known for pragmatic and effective approach

} Strategic focus to alignengagement solutions with business objectives25

Softjoe Introduction Oct2012

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