Corporate Social Network (5 Reasons)

Corporate Social Networking Five reasons to deploy a corporate social network in your organization

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Introduction to CSN

Social networking appeals to business users for many reasons. The software makes it easier for your workforce to find people and information, understand the relationships and processes that make your company tick – inside and out.

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CSN = Creating Connections YOUR markets – Act faster, and acquire the valuable skills to adapt quickly to changing market conditions

YOUR talent – Experts, innovators, specialists, leaders both inside and outside the organization

Corporate knowledge is locked away in: • • • •

peoples heads personal laptops email inboxes legacy systems

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YOUR knowledge – Documents, processes, ideas, expertise, best practices, SOP’s, lessons learned and innovations

Not a NEW Concept to Business… Corporate Social Networking (CSN) has been around for over 20 years – “Face to Face” meetings, conference calls, water cooler conversations are all early forms of CSN

Email is the #1 CSN application in world with over 90 billion messages sent daily

Email CSN = Messages + Contacts + Calendaring

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Email – A Huge Corporate Problem Most companies today still struggle with isolated knowledge workers (RELATIONSHIPS); limited understanding of organizational expertise (TALENT); and a coping with vital corporate knowledge being trapped in information silos (KNOWLEDGE). These barriers hamper productivity, decrease employee awareness and cripple the pace of innovation by duplicating efforts.

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An Alternative to Email

Web 2.0 corporate social networking tools help our workforce to collaborate, share and network across the entire organization effectively and efficiently – inside and out.

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Networked organization that connects… Information

People

Processes

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Focus – Inside the organization

Audience – Employees

Business Value – Improving productivity, agility and innovation with a more connected & knowledgeable workforce

How? – Creating “team driven” corporate social networks that connect employees to the people, information and processes they need in order to get their jobs done effectively and efficiently

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Focus – Outside the organization

Audience – Customers, partners, suppliers, members and alumni

Business Value – Getting closer to your markets to increase responsiveness to changing conditions

How? – Extending social networking beyond the corporate firewall to connect with your partners, customers and suppliers to create deeper, stronger & more trusted relationships

CSN - Top 5 Reasons

Reason

Social networks build better customer, partner and supplier relationships.

•

A call from a friend of a friend is more effective than a cold call, as is a call to the appropriate person.

•

Have direct dialogue and conversations with stakeholder groups in real time 24 hours a day, 7 days a week.

•

Create “Live” networks where members are alive and kicking, talking to one another, sharing thoughts, supporting one another and expressing themselves, all keys to innovation and retention.

•

Launch new products within hours rather than months with instant feedback on successes and flaws.

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C-Commerce - A new business arena “A new business model for business applications is emerging…The model which we call Collaborative Commerce (C-Commerce) achieves dynamic collaboration among employees, business partners and customers throughout a trading community. CCommerce applications will replace static Web-enabled supply chain applications as the dominant application model.”  Gartner Group

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Reason •

Social networks improve knowledge sharing across the entire organization.

Prevent vital corporate knowledge from being trapped in information silo’s so it can be reused by others in the organization. – Personal laptops – Email Inboxes – Enterprise applications – In peoples heads

•

Finding information, and the people who have it, is easier when relationships and activities are easily accessible to those who need it. – Employee profiles (knowledge, skills and abilities) – Employee contributions – Relationship building (creating contacts and networks)

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“If HP knew, what HP knows… we would be 300% more productive.”  Lou Platt, Former CEO of HP

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Reason

Social networks facilitates recruiting, loyalty and staff retention.

•

Attract younger workers (generation Y) by offering web 2.o tools in the office. Give them same great tools they use in their personal lives @ work.

•

Integrate your social networking tools with existing business applications (MS Office, BlackBerry, Email) so that company veterans can easily adapt and use these new web 2.0 corporate social networking tools.

•

Stop knowledge walking out the door by creating staff loyalty, trust and buy-in by enabling your workforce to choose the web 2.0 applications that they believe will help them be more productive. – – – –

Loyalty Personal investment Self correction Commitment

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Use it to build corporate capacity for real competitive advantage.

1000’s of knowledge workers to innovate is far greater than that of a few The capacity of

executives.

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Reason

Social networks improve business opportunities in your marketplace.

Social networks increase business opportunities – By creating deeper and more trusted connections with your customers, partners and suppliers – they become more loyal and are less likely to leave. – Keeping former employees in the loop may create chances to sell your products and services into their new organization. – Networked organizations are closer to their markets, act faster, and acquire the valuable survival skill of learning to swerve.

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Reason •

Social networks connect your distributed and mobile workforce.

Social networks build a sense of community across geographically dispersed teams, business units and your growing mobile workforce. – Employees must work across time zones, language barriers, cultural differences. – Employees are more distributed - 70% of employees work somewhere other than at head office. – Within 5 years the “Net Gen” population will out number the rest of the working population. – Over the past 5 years there has been an 800% increase in mobile workers. – Employees now change roles and jobs more frequently (on average every 3 years).

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CSN IMPLEMENTATION CHALLENGES

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Challenges of Corporate Social Networks Social networks require changes in corporate culture and work processes – Understanding the challenges is one key to using the networks successfully.

Social Networks can be time intensive – As with Internet access, the tool has to be focused on work and not become a distraction.

Social networks mean giving up some control – Allowing workers to add information and access it freely means breaking down old hierarchies. Managers need to become enablers.

Social networks challenge the organization chart – Tensions are possible when the best person to contact is in another division, or a direct report to another manager. © Copyright IGLOO Inc. 2008. All rights reserved.

CSN “101” Culture

Operational

Gen “X” Gen “Y” issues

Pilot deploys

– – –

Roles Behavior/expectations Tools

Change Management – – –

Incentives programs for contributions and participation Code of conduct Corporate governance, policies, best practices

Technology Immature – – –

Full suites not point solutions API’s Mobile ready

Security – – –

Data Storage Data Transmission Application Security

Administration – – –

Management Reporting Auditing

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– – – – –

Identify specific business problem High probability for success Find champions User driven (loyalty and buy-in) Bottom up approach

E-Engagement Strategy Stimulate participation Answer questions – guides Social marketing and awareness

Measurement Outline key measures of success before you start Summarize lessons learned Identify risks Create a “playbook”

CSN “Must Haves” 1.

Solution Driven •

Team/departmental driven not Enterprise

•

Target: Customers, Partners, Sales, Members, Workforce

•

SaaS Delivery

•

Full Suite – Content, Collaboration, Social Networking

2.

3.

Multi-Delivery Model •

Mobile

•

SMS/Text

•

Desktop

Networked Community Relationships 1. Workplace and Marketplace 2. Connections between communities

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Web 2.0 Essentials Value Proposition •Bottom up approach •Easy to use •Quick to set up (web-based) •Cost effective •Web-based • SaaS Delivery • Mobile ready Corporate Essentials •Corporate Governance •Security •Extensibility •Value Proposition •Administration •Measurement / Monitoring •Adoption (Culture)

CSN Leading Adopters

CSN In Action Associations Amnesty International Canadian Corporate Counsel Association Kitchener Waterloo Community Foundation Rotary International Society for Community Research and Action

Education Acadia University Arizona State University Carleton University Crawford School Graduate Institute of International Studies Hertie School of Governance Lee Kuan Yew School McGill University Munk Centre Norman Paterson School Peking University Tsinghua University University of Ottawa University of Toronto University of Waterloo USC Wilfrid Laurier University Woodrow Wilson School of Public Policy

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Health

The Gairdner Foundation Parliamentary Centre Suzuki Foundation Rotary International Tamarack Toronto Centre TRRA Trudeau Foundation

Concerro Gairdner Foundation HopeSpring

Research

Financial Blackberry Fund JLA Ventures Royal Bank (RBC)

High Tech StoneWood Group Inc. Thomson Manufacturing Manufacturing Innovation Network WatServ

Brookings Institute Cdn Health Research Foundation CANAFRO Carleton University GigaNet ISA IDRC TRRA Trudeau Foundation

Not for Profit ACUNS CIC CIGI Forum for Young Canadians New Canadians

Services PolicyNet Deverus Deloitte

Business Challenge Motorola needed to connect to specific user groups together online to share best practices, trouble shoot issues and build a sense of community.

Solution Created an external online social network to: • Manage and coordinate over 100 distinct user groups and their activities

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•

Gather feedback on product features and set up test groups on new products

•

Connect members via product usage & product types

•

Create and disseminate customer testimonials & stories

Business Challenge • Local city officials needed a way to improve transparency, accessibility and feedback on taskforce reports published by the city • Could not have the solution hosted internally due to security reasons • Needed the community up and running in 5 business days

Solution Created an online government network where:

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•

City officials and researchers collaborate on taskforce reports

•

General public can view and provide feedback and recommendations on published reports

Business Challenge 3.

Create a publicly accessible web site to promote the fund on a global scale to potential partners building applications for the world leading BlackBerry® device developed by RIM

4.

Set up a private online community for the investment committee to coordinate, manage and collaborate on potential partner funding applications and competitions.

Solution •

Created a public web site to promote the BlackBerry Partner Fund to companies interested in developing applications for the BlackBerry mobile devices

•

Private network for certified partners to help them: – Manage the investment and due diligence proc – Collaboration and knowledge sharing environment for partners including online support forums; wiki for best practices; and access to expert bloggers

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Business Challenge Working within a short window - 37 days to be exact , the David Suzuki Foundation needed to create an interactive online community for public engagement focused on raising the visibility of environmental issues during the 2008 Canadian federal election.

Solution

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•

David Suzuki Foundation created the Vote Environment 2008 website

•

Vote Environment 2008, which took only three days to build and deploy, already has more than 500 community members and 25,000 page views each day

•

Easy-to-use, the site lets members quickly post content and opinions to the site and discuss topics of importance to the election

Business Challenge •

Rotary International has long played a role in relief efforts, most recently in Myanmar and China.

•

By using powerful new social networking software, DRRAG helps to significantly increase the speed with which member clubs coordinate relief efforts, funnel donations and provide support for the implementing agencies on the ground.

Solution

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•

The DRRAG online community securely connects Rotarians using a collection of easy to use Web 2.0 tools.

•

When a disaster occurs, members from more than 200 countries can instantly tap into the DRRAG network to solicit support from other Rotary members, offer volunteering support and access links to other international emergency management NGO's and governments.

Conclusion •

Businesses, organizations and institutions are looking at their stakeholders as a community of individuals whom they are trying to build a long term relationship with.

•

Web 2.0 CSN can help by offering easy to use, cost effective and fast to deploy tools that help in: 1.

Creating direct dialogue and conversations with stakeholder groups in real time 24 hours a day, 7 days a week.

2.

Establishing networks – where members are alive and kicking, talking to one another, sharing thoughts, supporting one another and expressing themselves, all keys to innovation and retention.

3.

Increasing the speed and the ability to launch new products within hours rather than months with instant feedback on successes and flaws.

4.

Creating loyalty and trust through direct engagement with employees, customers, partners, suppliers and peers.

© Copyright IGLOO Inc. 2008. All rights reserved.

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© Copyright IGLOO Inc. 2008. All rights reserved.