Enterprise 2.0 Black Belt Workshop: Business Case, Planning, and Adoption

Enterprise 2.0 Black Belt Workshop:
Learn from the Vanguard
Pre-Conference Workshop presented by:
The 2.0 Adoption Council

© Copyright 2010 2.0 Adoption Council, EMC Corporation, Booz Allen Hamilton & IBM. All rights reserved.

#e2conf @JamiePappas @MeganMurray @Rawn

Housekeeping

 Twi$er Names:
 @JamiePappas
 @MeganMurray
 @Rawn
 @20Adop<on

 Twi$er Hashtag:
 #e2conf Let’s make some digital noise!

 Photo tags:
 e2conf
Image courtesy of h0p://bow6elaw.wordpress.com/2009/03/

© Copyright 2010 2.0 Adoption Council, EMC Corporation, Booz Allen Hamilton & IBM. All rights reserved. 2


Morning Workshop Agenda
• Who We Are, What We Do
• Ge?ng it Sold – Jamie Pappas, EMC
• Building the Business Case

• Weaving it all Together – Megan Murray, Booz Allen Hamilton
• Planning, Structure, Staﬃng, Policy, Mi<ga<on, Response Planning

• Making E 2.0 Part of Your Organiza6onal Fabric – Rawn Shaw, IBM
• User Adop<on



Who We Are
Jamie Pappas
Manager, Social Media Strategy
EMC Corporation
www.jamiepappas.com
@JamiePappas

Megan Murray
Community Manager, Project Manager
Booz Allen Hamilton
http://meganmurray.net
@MeganMurray

Rawn Shah
Social Software Knowledge Practice Lead
IBM
http://bit.ly/rawnshah
@Rawn



Building the Business Case

Image courtesy of h0p://www.guildportal.com/Guild/237242



Defining Clear Goals
• What are the goals?
• How do they support the your
organiza<on’s goals?
• How do they <e back to business
processes and people?
• This will be your answer to the
dreaded ROI ques<on

• Are they measurable?
• Are they realis<c?
• Are they promising the greatest thing
since sliced bread?

Image courtesy of
h0p://www.easy2order.co.uk/products_new.php/page/4?osCsid=a452339e88f04f5d95024912df9c311e



Addressing Pain Points
• What challenges does the organiza<on
face that might be mi<gated or alleviated
with E 2.0 tools?
• Informa<on silos?
• Organiza<onal silos?
• Lack of exper<se knowledge or ability to locate?
• Redundancy?

• What are some tangible use cases?
• Play out a few scenarios to talk through as you
pitch the idea!

• What’s all of this going to cost?
• Be honest with budgetary needs
• Consider a “pilot” or “beta” rollout to mi<gate
up front costs

Image courtesy of h0p://www.trisoma.com/trigger‐point.html



Executive Sponsors & Key Players
• Is there anyone in the organiza<on
already using collabora<ve tools?
• Is there anyone who’s been asking for
these kinds of tools?
• Know the people that support open
collabora<on ‐ make them your friends.
• Know the people that do not support
open collabora<on ‐ make them your
friends.
• Equip people to be advocates to help
build the use cases.
• Be open to feedback – don’t have
everything already ﬁgured out.

Image courtesy of h0p://cloudtp.com/why‐cloud



There are so many tools!
• How do you determine what tools to use?
• What tools meet the needs of the
business?
• Don’t forget about your pain points – what
tools might address those?
• Do not select tools because “everyone else
is doing it”
• Start small and targeted – introducing too
many tools to the mix will be a deterrent
to adop<on.

Image courtesy of h0p://www.foldingbikehut.co.uk/product_info.php/pName/swissbike‐
x50/cName/folding‐bikes‐swissbike



Don’t underestimate education
• Do people know how to use these tools?
• Do they know what you expect of them?
• Focus on the things they can do with the
tools!
• A “Do Not Do This” list is not helpful to
anyone!

• Variety in training is key:
• Online & in‐person training
• Lunch‐N‐Learns, Podcasts
• Wri$en & Video tutorials
• Train the trainer

• Don’t forget tradi<onal corporate
educa<on programs
• New hire, sales orienta<on, educa<on
catalogs, etc.

Image courtesy of h0p://ﬂorence22.wordpress.com/



Pitching the Idea
• How do you introduce the idea and to
whom?
• Remember your key players and
execu<ve sponsor – tap into them!
• Remember all the work you’ve done so
far?
• Who are the inﬂuencers?
• Who are the advocates?
• Who are the bill payers?
• How do the tools address their pain points?
• How do the tools <e back to the business?

• All of these answers will lead you to
your audience.

Image courtesy of h0p://www.ﬂickr.com/photos/lumaxart/2136954043/



Common Objections
“This stuﬀ is not for businesses.”
“Social collabora<on is not work.”
“I don’t have <me for this…”
“You expect us to pay our employees to
socialize?”
“Great. One more tool to keep track of…”
“This is going to take way too much <me to
learn.”
“I don’t have anything to contribute.”
“My boss doesn’t support things like this.”

Image courtesy of h0p://www.bummer6mes.com/2009/10/who‐cares.html



Dealing with the Critics
• An<cipate possible objec<ons
• Acknowledge concerns – do not be
dismissive, even if you disagree with
the posi<on
• Engage in friendly dialogue
• Respect cri<cal feedback
• Educate where ever possible
• Some<mes it’s just a ma$er of clearing
up misconcep<ons

• Accept that it’s not for everyone –
and that’s ok!

Image courtesy of h0p://www.boundless.org/2005/ar6cles/a0001061.cfm



Time for Rollout
• Soi launch vs. highly marketed?
• Audience – pilot or full rollout?
• What marke<ng and communica<ons
channels make sense?
• WOM is one of the most powerful
ways to market.
• Don’t forget your supporters,
advocates and evangelists – equip
them to support you
• Again, don’t oversell the poten<al of
the tools – be realis<c!
• Seed the community with great
content!
Image courtesy of h0p://rockies17‐4.mlblogs.com/



What is Success?
• How do you measure the impact and
success?
• “Find‐ability”
• User par<cipa<on and returns
• Listening to and ac<ng on feedback
• Progressive par<cipa<on – lurkers to
par<cipants
• Sen<ment
• Learning
• Improved costs, processes, products,
customer reten<on, etc.

Image courtesy of h0p://news‐libraries.mit.edu/blog/category/subject‐areas/scholarly‐
communica6on/feed/



Some benefits to suggest…
 “Corporate Memory”
 Exper<se loca<on on a global scale
 Learn/adopt E 2.0 behaviors and proﬁciencies
 Break down organiza<on/informa<on silos
 Reputa<on management
 Provides employees with a “voice”
 Listen to and learn from employees
 Innova<on and thought leadership
 Connect people with people and people with
with informa<on
 Personal and professional growth
 Cost savings/Green Business Leadership

Image courtesy of h0p://www.n6.com.au/default.aspx?tabid=162



Going forward…
• Execu<ve and advocate sponsorship
• Funding
• Deﬁned goals/purpose
• Deﬁned “rules of engagement” or best
prac<ces for use
• Partnerships are key
• IT, HR, Legal, PR, Business Units, etc

• Group of passionate folks
• Pa<ence
• Perhaps a leap of faith

Image courtesy of h0p://www.zazzle.com/lather_rinse_repeat_tshirt‐235233484531131798



Activity: The Art of the Elevator Pitch
You ﬁnd yourself in the elevator with your CEO,
who says:

“So I hear you’re working on our internal
Facebook thing…How’s that going?”

What is your response to share the value of your
E 2.0 ini?a?ve with him/her during the short
?me in the elevator?


Planning

Image courtesy of h0p://www.ﬂickr.com/photos/76074333@N00/318034222/in/set‐72057594137055528/



Structure
 Taxonomy or Folksonomy: Emergent? Structured? Both.
 Automa<on and Par<cipa<on
 Suppor<ve but not reliant on the organiza<on

Image courtesy of h0p://www.ﬂickr.com/photos/brooke_anderson/518799434/



Structure – Planning for flexibility

• Emergent
• Flexible
• User informed
• Validated
• Highly Relevant

http://www.flickr.com/photos/minidriver/386692558/
Image courtesy of



Structure - Folksonomy
 Living
 User based & system suggested
 Flexible
 Visible
 Reviewed

http://www.flickr.com/photos/banky177/2282734063/sizes/l/



Staffing and Sourcing

 What are the roles? What are
their a$ributes?
 Where it will live can drive
approach, but be open to
interpreta<on.
 May include a number of roles:
Itera<ve Tech Team
 Tradi<onal Help
 Community Management
 Evangelism
 Coaching/Strategy
 Demonstra<ons
 Marke<ng
Image courtesy of h0p://www.ﬂickr.com/photos/soldiersmediacenter/461491970/




 Technology Team
 Change Managers
 Community Managers
 Moderators
 Gardeners
 Evangelists
 Champions

Image courtesy of h0p://www.ﬂickr.com/photos/joi/2941559903/



 Par<cipatory Governance
– Who will par<cipate, how will they govern

 Engagement
– Who will engage, what are their limits, how will
they stay informed

 Educa<on
– Will educa<on be available, who will deliver it,
how will users teach themselves

Image courtesy of h0p://www.ﬂickr.com/photos/franganillo/3553204471/



Policy
 What are the policies? Who will enforce them?
 Where can you evolve?
 What stretch goals can you accommodate?
 Consider:
– OCI
– Technology Export
– Contract Agreement
– Contractor Access
– Customer Access

 What already exists?
 Is this risk new?

Image courtesy of h0p://www.ﬂickr.com/photos/48745248@N00/225249268/



User Support – The Help Stack



The Help Stack – Self Help

Multimedia

Tutorials

Strategies

Examples

Image courtesy of



The Help Stack – Community Help

Users Helping Users

User Added Help Content

Organic FAQs

User Examples

User Success Stories

Image courtesy of



The Help Stack – Community Mgmt

CM Response

Manage Help Content

CM Interven?on

Highlight User Examples

Highlight Success Stories

Image courtesy of



The Help Stack – Help Desk

Functional Help

Issue Tracking

Metrics

Image courtesy of



Mitigation & Response
 What’s the worst thing that could
happen?
 What do the basic responses look
like?
 How can I balance our desire for
open with the fear that someone
will cause a problem?

Image courtesy of h0p://www.ﬂickr.com/photos/txberiu/2247233431/



Activity: S-W-O-T Analysis
Posi?ve Nega?ve

(a$ributes of the organiza<on)
Internal Strengths Weaknesses
(a$ributes of the environment)
External

Opportuni<es Threats



The Adoption Dance

Image courtesy of h0p://www.ﬂickr.com/photos/casol/4388591509/ BY 2.0



The Adoption Dance
  Start off with describing the style not the steps

   Make it relevant to each person

          Show off successes: “If they can do it, so can you”

   Engage the eager ones

    … but look under the leaves

    Reward good behavior

    Set guidelines and shared principles

    Create prac<ce areas

    Set a rhythm and prac<ce regularly

    Take it in stride
Image courtesy of h0p://www.flickr.com/photos/casol/4388591509/  BY 2.0



Start with the style not the steps
• Think big picture of how ﬁts into work
tasks

• Consider pain points, audience and
mindset per job role or business area

• Speak plainly
1

2

Image courtesy of h0p://www.ﬂickr.com/photos/janekm/2255931768/in/photostream/ & Rawn Shah



Make it relevant to each person
• Make it directly relevant

• Work on common themes of
benefits

• Think of the different
collabora<on contexts they
work in

• Try different tac<cs for
different people

Image courtesy of IBM



If they can do it…
Naoya Moritani
• Collect and share iden<ﬁable
– Japan examples as success stories
Impacts: Teams

Blurb: Using an internal, and an external
community with clients, they now stay organized,
visible, and can easily receive feedback from
• Build a collec<on over <me for
clients. diﬀerent scenarios and job roles
Benefit: Increased Team Productivity

Active words: clients, external, sharing content
• When sharing, recall the relevant
Success stories
Jason Dumont
– Worldwide team

Impacts: Teams

Blurb: Switched to web conference meetings both
within the team and with clients

Benefit: improved satisfaction and attendee rates

Active words: web conferencing, satisfaction,
attendee rate

Images courtesy of IBM



Engage the eager ones
 Look internally or externally for
open enthusiasts

 Recruit them as evangelists and
supporters

 Learn how to put them into
ac<on

Image courtesy of h0p://www.ﬂickr.com/photos/as6que/2616947651/ CC BY‐SA 2.0



…but look under the leaves
 Not all who produce results are vocal

 If you support them, you’ll ﬁnd they
become your evangelists

 Look for people who take own
ini<a<ve to collaborate

 Accept that not everyone will be as
eager

Image courtesy of Rawn Shah



Reward good behavior
 Recognize the enthusiasts who do
good things

 Reward as appropriate to eﬀort and
impact

 Reward oney

 Try public acknowledgement




Set guidelines and principles
• Set visible common expecta<ons
Be who you are
• Hold people accountable for their Don't pick fights
behavior Use a disclaimer
 Add value
• Be broad Respect your audience
Speak in the first person
• Guidelines overnance Use your best judgment
Be the first to respond to
your own mistakes
Don't forget your day job



Create Practice Spaces
 Not everyone will want to
experiment publicly

 Provide “safety zones”

 Let them prac<ce at their own pace

 Forgive errors and oﬀer help




Set a Rhythm, Practice Often
 Set a rhythm of regular events
early on

 The ‘peacock’
– The big show

 The ‘woodpecker’
– Hammering the idea into heads

– (from Jamie Punishill @jpunishill
from Ci<bank)

Image courtesy of h0p://www.ﬂickr.com/photos/kjarre0/414145670/ CC BY2.0



Take it in Stride

 It takes eﬀort & <me to learn

 Be understanding




Activity: Imagine your successes
 Social Brainstorm – Let’s each imagine the success stories that you would love
to discover in your company. It doesn’t have to be real. Be crea<ve.

Success story headline Name or ID:
Your job area:

Impacts: (the job role, business process, project)

Blurb: (2-3 sentences on why this is a winner)

Benefit: (2-5 word phrase on key win)

Active words: (keywords, tags, adjectives, verbs)



Engage. Evangelize. Empower.
www.20adoptioncouncil.com


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