2. I Isaid goodbye to ING in December
said goodbye to ING in December
2013, I Ishare the story of
2013, share the story of
implementing Buzz, an Enterprise
implementing Buzz, an Enterprise
Social Network, with their
Social Network, with their
permission and support.
permission and support.
Flickr : drbutoni
3. Buzz – a Timeline
2009
Grassroots
pilot
2010
Chose
SP2010
2011
Added
Sitrion
2012
Launch
Global
2013
Adoption
2014
Integration
4. So what did we learn? Lots!
So what did we learn? Lots!
Here are the 10 big lessons.
Here are the 10 big lessons.
Flickr : Pedro Vezini
5. 1 Involve Users
People are nice you can trust
them
Very simple governance
We involved the users as much as
We involved the users as much as
possible – including choosing the
possible – including choosing the
name “Buzz” I Iagreed with the
name “Buzz” agreed with the
caveat that we shouldn’t have any
caveat that we shouldn’t have any
cute bees, this is what we got…
cute bees, this is what we got…
Flickr : Malisia
6. An “Angry bee” character
An “Angry bee” character
in our launch videos
in our launch videos
7. Ways we involve users
• Naming
• Usability
• ideas on a placemat please
• #Buzzchat (similar to twitter chats)
• Crowd-source ideas
• Involved in the development cycle
8. 2 People are nice; trust them
People are nice you can trust them
We wanted to work from aa
We wanted to work from
principle of trust; so we didn’t put
principle of trust; so we didn’t put
aalot of rules in place.
lot of rules in place.
This was aachallenge as we’re in aa
This was challenge as we’re in
regulated industry.
regulated industry.
Flickr : Andy Woo
9. Simple User Agreement
•
•
•
•
Be nice
Content is public
Fill out your profile
You are responsible
for communities you
start
• Buzz is socially
moderated
10. Anyone Can Start a Community
• Encourage a business
purpose
• Think through how you
will manage the content
• Think of the user – how
do they benefit
• Inactive communities
(60 days) are removed
11. Social Moderation
• Flagged to community manager, to my
team, and to compliance
• If they can’t resolve it with the individual we
go to person’s manager, HR or legal only 33posts have
only posts have
been reported out of
been reported out of
thousands over two
thousands over two
years
years
12. 3 Model the behaviour you want
Model behaviour
you want
Use the tool you as much as you
Use the tool you as much as you
can to do your own work… it builds
can to do your own work… it builds
credibility
credibility
Photo – mine; featuring my mother and my brother
13. Virtuous Circle
≈
Use the tool
≈
You learn more to
improve the tool
≈
≈
≈
More credible with users
≈
Users copy your
behaviour
≈
≈
14. 4 Support Users
User support
Phase 2
Low need for the “innovators” and
Low need for the “innovators” and
“early adopters”.
“early adopters”.
Big need for the global “majority”.
Big need for the global “majority”.
Need drops again as community
Need drops again as community
matures and learns to support
matures and learns to support
each other.
each other.
Flickr : Wilson
15. Buzz Support Community
• About 800 members
• Don’t have to be a member to ask (or
answer) a question
• Now get 5-10 questions per day
daily check by a
daily check by a
community manager
community manager
--no question left
no question left
unanswered
unanswered
16. 5 Community managers are heroes
They are the front line in building adoption.
They are the front line in building adoption.
At ING they are subject matter experts who
At ING they are subject matter experts who
also run aacommunity. Not full time
also run community. Not full time
community managers.
community managers.
Flickr : Mary Mactavish
17. Expertise; Agile
• Agile is new for
us, development
teams like it!
• 900 members
• About an update
per day, usually
a lot of
responses per
update
18. Service Channel; Kreta
• 250 members
• Supports use of
Kreta tool
• Questions
answered by
community or
Kreta team
• Decreased
response time to
customer
19. Cost Reduction; Crowd Savers
• New idea
• 465 members
• 2-4 updates
per week
• Total savings
>50,000
20. The original brochure was
The original brochure was
designed via the crowd savers
designed via the crowd savers
community.
community.
The text was translated to
The text was translated to
88languages in 22days.
languages in days.
For free.
For free.
21. 6 Ignore Technology
Ignore technology
In the early stages we spent aalot
In the early stages we spent lot
of time on implementing the
of time on implementing the
platform.
platform.
But this is not aatechnology project
But this is not technology project
--success rests on helping people
success rests on helping people
work differently
work differently
Flickr : Orkomedix
22. When to think about technology
2009
Grassroots
pilot
2010
Chose
SP2010
2011
Added
Sitrion
✔
2012
Launch
Global
2013
Adoption
2014
Integration
✔
23. Who talks about technology
Executives
Development team(IT) ✔✔✔
Users
Community managers
Business partners
HR
Platform manager ✔✔✔
Finance
Risk ✔
24. 7 Executives On Board
Execs on board
Talk to them about business results; connect your
Talk to them about business results; connect your
Enterprise Social Network to aasolution for
Enterprise Social Network to solution for
something they are concerned about.
something they are concerned about.
Even better --get them to use the platform
Even better get them to use the platform
Flickr : Nestlé
25. ING’s CEO active on Buzz
seen as positive by
seen as positive by
all commenters
all commenters
26. 8 Measure Value
Business value – measure it
Traffic data is easy --and useful.
Traffic data is easy and useful.
But to determine success you need to dig into the
But to determine success you need to dig into the
content and the business purpose of
content and the business purpose of
communities
communities
Flickr : PinkPurse
28. #Buzzworks
hashtag invented by
hashtag invented by
users, added to aa
users, added to
conversation when they
conversation when they
see something that
see something that
worked.
worked.
29. 9 Work is still social
We are social at work --it’s part of working
We are social at work it’s part of working
together.
together.
So there are non-work communities on Buzz.
So there are non-work communities on Buzz.
Flickr : Andy Stewart
30. Social Communities exist on Buzz
one of the
one of the
“non-work”
“non-work”
communities
communities
31. 10 Let stuff go!
Let stuff happen
The more freedom you can give your users the
The more freedom you can give your users the
better --they will find the best business uses for
better they will find the best business uses for
the Enterprise Social Network.
the Enterprise Social Network.
Flickr : DestinysAgent
32. Buzz is aasuccess; we have user data and business value data to support this. But
Buzz is success; we have user data and business value data to support this. But
it’s more than data.
it’s more than data.
When aacolleague said he “couldn’t understand twitter or Facebook, but could not
When colleague said he “couldn’t understand twitter or Facebook, but could not
work without Buzz” I Iknew it was changing the way we work.
work without Buzz” knew it was changing the way we work.
33. A New Challenge - Life after ING
• I’m working on a book; a guide to implementing
an Enterprise Social Network
• If you’d like to help me please go to my blog
www.changememe.com and answer my survey
on these themes
What went
well?
Where did
you struggle?
What would
you do
differently?
What will
success look
like for you?
33
34. Let’s connect!
Louise McGregor
Louise McGregor
Louise.mcgregor@outlook.com
Louise.mcgregor@outlook.com
Flickr | fengschwing
Changememe.com
Changememe.com
@changememe
@changememe
34
Notas do Editor
A disclaimer – I left ING in December, I do have their permission to give this presentation about our work there implementing an Enterprise Social Network, and the project manager gave me access to recent info and data.
I’m now working on a book – loosely titled “the Enterprise Social Network Playbook”, so I’ve been researching and writing about this topic more since then.
So what did we learn through this process – lots!
I’m going through the ten big lessons.
Involve users.
In that grassroots pilot we had there were about 400 active users of about 3000 total and they turned out to be our innovators and our earliest adopters.
We had users involved from the beginning – from the design and startup phases, including crowd sourcing a name
- Buzz was the name chosen, it wasn’t my choice
- I agreed on proviso that there were no “cute bees” – so the launch video included an “angry bee” so be careful what you wish for!
We had a usability testing using a wireframe on a the table mat in the cafes.
We’ve had user sessions – physical meetings
We’ve had “#buzzchats” to collect input from users
Naming
Usability
Testing
Ideas on a placemat please
Chat
1 hour #buzzchats to discuss the future of Buzz
Crowd-source ideas for
New projects
Promotion
Involved in the development cycle
Put in place very simple governance
If you’re asking people to share knowledge it doesn’t make sense to put a lot of rules in place
This was challenging because we’re in a highly regulated risk-averse industry
HR colleagues wanted all profile images reviewed (back in 2010)
- I agreed, and sent them an outline of what that would take ie; budget from them and a workflow including who from HR would do the reviewing.
- As of 1 December 2013 I hadn’t heard back
- most people used a passport photo, I came across about 3 or 4 who didn’t
RISK colleagues wanted “four eyes”, as in a check because they saw it as publishing content to our intranet
- got agreement to go with publishing under the person’s own name, plus a reporting feature
- a total of three reported incidents; one was by mistake.
“I understand that I am responsible for the content I share and publish on Buzz, and I agree with the user agreement”
Everything you do is in your own name; this stops trolling and helps keep people focussed on work (when we had one platform allowing anon comments we did see some trolling unfortunately). To people who have pointed out the advantage of having anonymous submissions our answer is – if there’s really a need for that it points to a bigger problem.
Use the tool as much as you can to do your own work – you will build credibility,
You will build credibility by using it in the way you expect your users to
They will copy your behaviour,
Sharing
Open
Questioning
Respectful
Particularly important in the case of any “difficult conversations”
You’ll set up a virtuous circle where you learn from your users
We found this was most necessary on phase 2 – when we went global.
When we first launched it was a quiet launch, and the users were from the innovator or or early adopter groups and were able to solve problems themselves
When we started the global roll out we increased support…. And when we turned off the “online directory” which forced people to use Buzz we upped it even more. I brought in an extra person for 10 hours a week; when I interviewed her I warned her there could be a lot of grumpy people and her answer was “Grumpy People are my Speciality”… she got the job!
Within a year we could reduce it again because enough people know how to use Buzz that they answered each other’s questions.
Daily check by community manager - but most questions answered by members including the one shown
Community managers are heroes
They’re your front line
They do so much of the real work of building adoption in your company.
Who has full time community managers with that as a job title?
We didn’t, one is a cheap reason – we were not allowed to hire new people, and any new role like that would have been a board decision.
But it also turns out to be good that community managers have subject matter expertise, and can support their colleagues on the content.
We’ve set up training for our community managers, and we also offer coaching to help them get started – we’ve seen communities be more successful when that is in place.
The best community managers are also the ones who can see the business value and demonstrate that value to senior management
Originally started more as a “PR” community, but found there were a lot of functional questions – so changed purpose, spent time talking to the people who use the Kreta tool
The Kreta tool is an internal tool used in the assessment of loans.
Average response time was 8 days.
Questions asked via Buzz get answers on the same day, so response time is now averaging 4 hours (there are a few that take extremely long to solve though – Buzz can’t answer everything).
It’s a huge success with 100% of the users ( no that is not a made up statistic) saying they’re happy with Buzz.
If we’d taken a traditional route of calcutating ROI, and deciding what would be created we would never have found this.
Mostly small design projects Will see if we can use it for non-critical translation work as well (HR)
Original idea came from an intern, it now has procurement department support
Again the original Buzz team would never have thought of this.
A small design project = make a brochure/poster to promote Buzz, this was done via the Crowdsavers community.
Then members of the community translated it; within two working days we had the text in 8 languages.
To quote Kevin Cody “It’s not about technology most intranets do the same thing functionally”
If you’re at the stage of chosing a platform you’ll spend a lot of time thinking about technology and figuring out what you need. We had lots of technical challenges around implementation and connectivity so by the time we launched we felt a great sense of completion – but actually the fun was just beginning.
Once you’re past implementation stop talking about it; when you describe how your Enterprise Social Network works this (image) is what people hear.
It’s confusing and not useful for them.
Instead talk about “what’s in it for me?”, and how it can be used.
Exec
IT
User
Community managers
Business partners
HR
Platform managers
Finance
Risk
Talk to them about business outcomes, about value you bring to business
Talk about real time collaboration
- not an internal facebook
- not social
Find a role for them, and make them visible.
When we started the project we had a CEO who believed it was a good idea and supportive (appeared in launch video)
In October last year we had new, much younger CEO start and he is committed, and uses Buzz for pretty serious conversations. The internal comms team help!
Blog post (roughly once a week)
He took on the role in October and has been active from the beginning – this is his first post, and has 262 likes
It’s been very positively received, although it is extra work for the internal communications colleagues.
It’s been used for strategy discussions…
Knowledge sharing
Faster solutions
Innovation
Crowd-sourcing
Service channel
And we have data and examples to suppor that now.
It’s not enough to look at just the “traffic” data of user numbers and activity, you have to dig a little deeper and analyse what’s going on in the community. We’re now working on a content valuation model, to try and see if we can predict what will make communities work better;
We already know that training community managers and coaching them once they start are key.
And we’ve identified some communities with real business value, particularly in the communities of practice and internal service channels.
User numbers
Community numbers
Activity
Content Value
Business Value
It’s not enough to look at just the “traffic” data of user numbers and activity, you have to dig a little deeper and analyse what’s going on in the community. We’re now working on a content valuation model, to try and see if we can predict what will make communities work better;
We already know that training community managers and coaching them once they start are key.
And we’ve identified some communities with real business value, particularly in the communities of practice and internal service channels.
The users came up with this tag for when something has worked in Buzz in a way that they think is better or faster than other means.
In this case one person posted a question about something negative they’d seen on facebook, one of the experts is going to sort it out.
In the email days this would have taken an email spaghetti to sort out – This was solved in a few days (granted it could get faster), in an open way.
Work is still social
We still want some social interaction on Buzz; I strongly believe that if there is some of that social “glue” there you’ll find it easier to understand each other, and less likely to head to conflict if there is a disagreement.
There are communities for;
Travelling
Photography
Running
Art
Bear tasting
Our attitude was always – you chat at work, there’s a social glue element to every interaction, Buzz is the same. However! We don’t want it to be more than about 10% of the activity, and it hasn’t been.
I guarantee that you don’t know enough to guess where the best uses of your ESN will come from.
I showed you the Kreta Community earlier – it supports a tool that supports lending officers when they assess loans. The people managing that tool started a community to talk to the users and found that there was a gap in supporting them.
Pre- Buzz any issues were submitted to a central helpdesk, and the average time to resolve it was 8 days.
They ran a pilot on Buzz, using it as a support tool, and the response time has dropped. We’re now measuring in hours.
I would NEVER have known that this was a sepcific and valuable use of Buzz, even though I know colleagues helping colleagues was a good idea.
There isn’t a single tidy case for using an ESN, it takes an array of uses, and you’ll only find those when you really let the users “own the platform.
Buzz at ING is the platform people use to collaborate and share knowledge
It’s a success, now available to all INGers, and actively used by many.
It was a tough challenge from day one, but I knew it was a success in a thousand tiny ways – all the measurements pointed to it, but it was more than that.
It was the emails I would get that invited me to join a community on Buzz, it was people talking about what they’d done on Buzz, there was the guy in IT who told me he had no time for facebook but couldn’t work without Buzz.