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Mixing Social Software with Business Processes

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Mixing Social Software with Business Processes

  1. 1. Mixing Business processes & Social software By Gaurab Banerji Collaboration Strategist Tibco Software Singapore
  2. 2. Where to start a social platform rollout in your organization and how?
  3. 3. unlike other business software, where users usually see immediate results, social software requires users time, effort to contribute & meaningful content to produce value
  4. 4. social software is unstructured and therefore needs clearly defined business use cases to succeed
  5. 5. Use Cases : layers of abstraction Least Abstract Client / Project / Focused Product specific Communication Department specific Cross Department Knowledge Most Abstract General business sharing
  6. 6. a common mistake: Starting with very abstract use cases at a broad, general level • Users do not have a clear direction on how to contribute or use the platform • These contributions go beyond their daily duties and responsibilities which users generally don’t have time for • Senior managers are likely not to participate • Users Lack incentive to contribute as value is often uncertain
  7. 7. value comes in very slowly, causing user fatigue, and drags out the adoption
  8. 8. so how do you create immediate value in such a platform?
  9. 9. a better approach: start at the core • Start adoption at the core where abstraction is at its lowest level • Identify simple, frequently used business processes that can be ported into the platform • Engage senior managers and business champions to drive the processes in the platform with users
  10. 10. define intra-group and inter-group business processes to focus on
  11. 11. Intra-group business processes Product Marketing Sales / Development Front Lines Ideation, proje Campaign Targets, sales ct planning, strategy, planning, issue creative, opportunities resolution, dev media, customer elopment strategy feedback, updates
  12. 12. Inter-group business processes Product Marketing Sales / Development Front Lines Product Customer updates, releas feedback, cam e paigns, policies plans, feedbac , plans k
  13. 13. start with deep use cases at the core of each group
  14. 14. example: product development Core – processes / communication 1. weekly project planning / update from PMs 2. daily progress updates from team leads 3. issue resolution 4. product documentation review Peripheral - knowledge 1. product strategy 2. competitor analysis 3. product know how / expertise
  15. 15. example: prod. dev. & marketing Core – processes 1. sharing market requirements / reports 2. defining product positioning / strategy 3. specifying product features Peripheral – knowledge 1. competitor information 2. market trends
  16. 16. the result: • Users know how and what to contribute during early days • Sustainable content is created without the need to go beyond everyday activities and busy schedules • Users see immediate value through effective communication • Engagement occurs at all levels • Adoption starts spreading immediately as more teams start to port business processes to tibbr • Inter-group uses cases start to develop • Longer term value emerges as content builds up and peripheral use cases develop
  17. 17. viral adoption: Human Finance Resources Product Sales / Marketing Front Lines Dev
  18. 18. customer example: wholesale banking customer relationships are key to the business how tibbr helped RM’s with social client management: 1. Initial focus was purely on client collaboration 2. dedicated client subjects made it easy for all team members to collaborate on client accounts 3. RMs gain insight from work done with other clients as well as leverage the entire network of RMs 4. faster deal flow and better service
  19. 19. where appropriate, integrate key events from external systems that support core business processes
  20. 20. customer example: shipping (OOCL) shipping delays are very costly. how tibbr helped the exception handling process: 1. shipping system triggers delay event into tibbr with details 2. all parties involved receive alert and start resolving the issue through discussions in tibbr 3. exception handling is speeded up saving all parties thousands of dollars
  21. 21. Where to start a social platform rollout in your organization and how?
  22. 22. recap: 1. Identify groups which require better collaboration 2. Define core business processes and communications in the form of use cases at the intra group level 3. Gain senior management buy-in to drive use cases in the platform 4. Expand use cases to cover inter-group processes 5. Integrate external system data to drive deeper business processes and use cases to apply structure 6. Expand usage to more peripheral knowledge sharing use cases
  23. 23. Thank You Q&A By Gaurab Banerji Collaboration Strategist Tibco Software Singapore

Notas do Editor

  • There are many questions to be asked when implementing ESS (Enterprise social software)Let’s analyze some of the characteristics of Social platform and how they can pose challenges to organizations
  • A big challenge is to get users to commit to using such a platformMomentum of users is key to get adoption
  • This is where you need to think about what kind of structure you would like to put in place and how you want to derive value from itWhich are some of the areas in your business that need better collaboration and communication
  • Processes / collaboration usually done through emails, meetings, custom tools / applications
  • These are the collaboration points which usually require cultivation – weak in most organizations
  • Pick the use cases / business processes that people do very regularly on a daily basisAreas in which they have challengesStart with 2 or 3 simple processes – loosely referring to regular activities / tasks that people follow on a regular basis Informal processes
  • Informal business processes can be adopted easilyContent that is developed by team members can be shared regularly with broader group of peopleNo additional knowledge sharing is required initially – through regular conversations, knowledge will emerge within the vertical
  • Today’s enterprise -Many processes are loosely defined across verticalsInter department knowledge sharing is usually very weak within most organizations – this is where a ESS can really help with discovery of informationIdentifying collaboration areas and informal processes actually help drive desired behaviour across teamsStronger knowledge sharing is developed when both teams collaborate effectively in the desired spaces
  • Eventually this is what the enterprise will look like with full adoptionCross vertical collaboration points and knowledge sharing
  • New processes can emerge using tibbr – eg: Searching for new deal structure type. Previously it was up to the RM’s personal network
  • Some better networking platforms have the capability for integrating events from external systems – tibbr especiallyEG: SAP, SF, Oracle and othersEvent data flow into tibbr and the necessary people can collaborate around this information to complete important business workflows effectively
  • Hopefully now you have a better understanding of how to answer this critical questionThe important thing is to plan a strategy around the rollout based on the points mentioned earlierLet’s recap on some of the main points…