I've seen how good it can be. EMial was just used for automatic nortifications and occasional pay related things. All other communciations. Everything else was online.

 

Amazing because others can 

 

 

 

Find the things that people will want to use it for

Image of: things that managers want. things that individuals want. If on one edge, etc.

So that rather than trying to push a tool upon people saying use this, people be wanting/asking to use it because it's going to help them do something they want to or need to.

List all the thngs that managers want to happen. Then look through and find those that people would want to do.

How do you create the condistions for poeple to do things becaus ethey want to or need to.

Ideally 

Alternatively, an approach I've seen people take is to make the alternative so unpleasant or more effort that what you're hoping they do seems like the best of bad options.

Will people want to use it?

Think about what people do. Where spend their time. Because want to or need to.

If you push stuff on people, you have to try and make people engaged. A difficult thing to do (INSERT LINK).

If you set things up (create the conditions) in a way so that people will choose to pull on the social network because they can see the benfit for themsel

  1. isten/observe to understand what people want (or are trying) to do e.g. increase sales, reduce number of support issues, increase communication between teams, etc. See what activities are (or could be) happening to achieve this
  2. Out of these things, think which ones would benefit from many people being able to communicate with many people directly. Is there a clear 'what's in it for me?' e.g.
  3. Out of these things which have a clear 'what's in it for me?' for the people required/necessary for success. typically there is the what's in it for one, but not all. e.g. typically if there's only a clear "what's In it for me' for the Managers, then get the challnege of trying t make people engaged. If there's only a clear what's in it for me for the employees (non-managers), then get a groundswell but unlikely to have th power to actually change things (unless that groundswell is big enough). (INSERT IMAGE). If each person feels a clear what's in it for me then you won't need to make them engaged. They will be engaged already because it's something they want to do. They will be asking you if they can use the tool, rather than you trying to push them to use it.
  4. Try the first step of the project, rather than trying to do it all. See how that goes, share/celebrate progress/what you learn, see what's changed, continue or change course. It needs to be okay to experiment.

 

Manage your expectations

 

Work out loud

 

Might require a mindset shift

might require unlearning.

 

Leadership and Management use. People with the power. people at top of org

The people who do performance reviews assess whether get pay rise or promotion. 

What if the person at the top doesn't see enough value to prioritise to post or participate? Is it better for the

 

Is the organisation willing to invest what it might take?

need to be okay with unknown not

community manager

contribute - give it enough of a push to get it going

  

Are the systems and processes going to help or stifle people adoption?

Adoption (use) and value depends on people sharing.

Some things will make people want to share more, some things will make people want to share less.

If there are company systems/processes/policies in place that incentivise people to share less, trying to get them to share more is likely to be really difficult. 

For example, if you have a team of Consultants and one of the things they are measured on is the number of chargeable hours, will they really want to share what they're working on or the opportunities available, if they are in effect competing with each other? How is it possible to measure people's individual performance but expect them to work and collaborate as a team?

 

Team rather than organisation.

 

Respond to people who write. Or at least some.

 

Community Management

 

Training

Might be about the produc, might be about the different way of working.

 

Capturing and curating examples of things you'd like to see more of, or things like to see less of

either with hashtags, or share into groups 

Adoption (use) and value depends on people sharing.

Some things will make people want to share more, some things will make people want to share less.

If there are company systems/processes/policies in place that incentivise people to share less, trying to get them to share more is likely to be really difficult. 

For example, if you have a team of Consultants and one of the things they are measured on is the number of chargeable hours, will they really want to share what they're working on or the opportunities available, if they are in effect competing with each other? How is it possible to measure people's individual performance but expect them to work and collaborate as a team?

 

Culture group

 

 

 

consider culture as a force that...

 

Success of Enterprise Social Networks is 20% about the tech. 80% about culture (insert source)

If not culturally ready, then likely to be a struggle to get widespread value, or could even be damaging. Could be seen as yet another thing people were asked to do and then didn't work.

The way people interact/communicate on an Enterprise Social Network can be a reflection of your company's culture.

Having said that, Enterprise Social Networks can help accelerate culture change - people can publicly shine a light on and recognise things they want to see more of, and publicly discourage things they want to see less of. Previously conversations like this that would have happened in a room of a few people, can happen in front of many thousands.

 

 

WHAT'S THE PURPOSE?

 

Why do you want an enterprise social network to be used at your company? For example is it:

  • You want to help your company be more responsive to change
  • You want to improve transparency and trust
  • People in the company are using them anyway, so may as well be proactive and help them
  • Feel you should because others are
  • You think it will look good if you do it
  • You get free licenses included with another project

Whatever it is, be realistic, authentic, honest, real. To help not mis-set expectations. To avoid some people thinking you want to be a front runner, but actually you're happy to be a follower.

 

GEt InspireD By the art of possible

 

Find examples to get inspired by.

Some can be similar size org, similar industry, similar geography, similar culture.

Others can be different size org, different industry, different geography, different culture.

Learn from their successes and their failures. The lessons learned are so valuable.

One option is to be inspired by and similar to best practice from other organisations. Bear in mind that what worked for them may not work for you because your people, company, history etc are different. But you can take inspiration.

Taking a step further, rather than do similar to best practice, you could do 'new practice'. Something no-one has done before. An innovation that moves the whole world forward.

INSERT EXAMPLES HERE.

Based on what's been learnt, revisit the Purpose and see if want to update it.

 

WHAT'S THE VISION?

 

If you're happy with how things are going in 6 months / 1 year, what will things look like? What will people be doing? What will be happening?

 

  • High level company-wide vision for the Enterprise Social Network?
  • Then business/department level i.e. Faster Product Development, Faster time to get new employees up to speed?
  • Personal vision for it: I want to be seen as the person who made this happen, I want to raise my profile by speaking at events

 

Pushing The Social Network on People Vs. People Pulling On IT

 

 

'Launch' Approach Options

Pockets <--------> Big Bang

 

Risk of big bang approach

 

Include image of pockets spreading

 

What You Could Use It For

Some plan Planned & Some emergent - part of the beauty - things will emerge that you couldn't thank of/plan

Planned

What is the problem that needs to be solved? What need are you trying to address?

 

include some examples here from company websites e.g. yammer, jive etc..

List a bunch here

 

What challenges is the social network being used to solve?

What opportunities could it be used for that it's not currently?

Who would pull on it? Who would say, oh it would really help me if I had a place for people to communicate with each other. For example a peer group organising an away day. 

For each thing that it could be used for, consider, is there something in it for each person to use it? For example, would the Manager want to use it, would the employee, or others? If Yes, then people will want to use it and you should not have to work hard to get engagement. If there's not enough in it, e.g Manager thinks it's a good idea but employee's don't, then there will be a challenge. 

So ideal is:

Scenario 1

Managers:Yes

Employees: Yes

Win Win.

Scenario 2

If Managers: Yes

Employees: No

Then typical challenge of managers wanting people to participate and poeple don't - possibly seen as lack of engagement.

 

How To Prioritise

 

What would be valuable?

What is the company ready for?

What will people (whoever needs to be involved) pull on?

 

Create Guides

e.g. Grundfos Social Cookbook

 

Education/Training/Lunch and Learn Sessions

 

Harness the power of other communities

 

Capturing and Sharing Success

 

Pilots

 

Blocking Use

 

Who Should Own It?

 

People don't use it because it's not integrated
 

People won’t use it because it’s another place to go. They already have their email, the Intranet, the knowledge sharing tool…

“Yeah I do see that the tools could be more integrated… though how about tools like Facebook or BBC News? Do people use those sites during work time? Those sites are ‘another place to go’, they’re not integrated, but people still spend their time on them. Why? Because they want to. Facebook and BBC News appeal to something they’re motivated by. So people not using the social network tool isn’t so much to do with the technology , it’s about employee engagement and creating the conditions for people to become motivated to do their work. Yes, if the social network was more integrated in email, then it would be easier for people to access… though if people actually want to do something the social network enables in a better way, then it will be even easier. I’d say the role of Leadership and Management is to create these conditions”.

 

Community Management

  • Which Groups Should I Create?
    • just enough, only when you need
    • each should have a clear purpose to help understand what they're for
    • projects
      • powerful when people from different departments come together
    • teams
    • Sales
    • HR
    • Local Office
    • Competitive Intelligence
    •  
  • Push vs. Pull. See above

  • The more announcements you do, the more desensitised people become. so may not read next ones if not that valuable.

  • Public vs. Private

  • Use Of Groups vs. General/AllCompany Feed
  • When to have guidelines, when to have rules
  • Non-work related groups
  • Group 'sprawl'
  • Naming conventions of groups

 

Enterprise Social Networks and Communication Tools

 

Here's a selection.

Atlassian "Atlassian provides the tools to help every team unleash their full potential"
Beekeeper "The communication tool your teams will love"
bluekiwi "Connect your employees, partners and customers"
IBM Connections "A leading business social network platform that helps you get work done"
Jive Software "Work better together"
Microsoft Yammer "The World Moves Fast. Move Faster With Yammer"
Salesforce Chatter "Take action at the speed of social"
Slack "A messaging app for teams"
Telegram - "A new era of messaging"
Workplace by Facebook "For companies that get things done"
Yapster - "Empower your workforce"

If you'd like to suggest another to be added to our list, contact us.

If you'd like to hear about our next event in enterprise social networks and similar events, let us know

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