Business Value of Social Software
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This document discusses the benefits of enterprise social software for improving collaboration both within and outside organizations. It outlines key features of social software platforms like customizable dashboards, wikis, profiles, and messaging. The document also presents a social software value matrix for creating new interactions and improving existing interactions within and across business units. It analyzes opportunities for organizational transparency, business model innovation, and operational improvement through social tools.
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Business Value of Social Software
- 1. Enterprise Social Software Eugene Lee CEO Socialtext @eugenelee
- 2. Social Media is Great but… “ How can we collaborate with our customers when we can’t collaborate with ourselves?” - CEO, Marketing Agency http://www.flickr.com/photos/beigephotos/3144752365/
- 3. Social Software Platform Socialtext Dashboard Manage attention with personalized widget-based dashboards Socialtext Workspace Flexible collaboration with wiki workspaces and weblogs Socialtext People Discover connections with social networking for your people Socialtext Signals Simple sharing with social messaging for your people Web-Oriented Architecture Integrated User Experience Socialtext Desktop
- 4. From Friending to Insight The Depth of True Enterprise Social Software Who is working on what? Who worked on this before? Who should I be working with? Insight Who knows where something is? What are you working on? What have you learned? Who can help me? Context, Relevance, Updates Who knows what? Who works with whom? Who knows who knows what? Implicit Social Networking Who are you? Who do you know? Explicit Social Networking
- 5. Social Software Value Matrix Create new interactions Improve existing interactions Within a single silo Across multiple silos With customers and partners Business Innovation Organizational Transformation Business Model Transformation Operational Improvement Communications Improvement Partnership Improvement Operations Organization Strategy
- 6. Operations Culture Strategy Social Software Value Matrix Create new interactions Improve existing interactions Within existing silos Across multiple silos With customers and partners Business Innovation Organizational Transformation Business Model Transformation Operational Improvement Communications Improvement Partnership Improvement
- 10. Case Example: Acumen Fund Intranet 2.0 Create new interactions Improve existing interactions Within a single silo Across multiple silos With customers and partners Grantees Network Project Team Spaces
- 11. Case Example: OSISoft Support Team Knowledge- base Create new interactions Improve existing interactions Within a single silo Across multiple silos With customers and partners Customer- facing Knowledge- base Dialogue with Engineering
- 12. Case Example: Law Firm Client Service Team Spaces Create new interactions Improve existing interactions Within a single silo Across multiple silos With customers and partners Client collaboration Firm-wide Know-How repo
- 13. What About Microblogging? (ala Twitter)
- 14. External Use Cases http://www.flickr.com/photos/mdu2boy/437632262/
- 23. Internal Use Cases ttp://www.flickr.com/photos/jbalazs/724615669/
- 26. Share
- 27. Discover
- 28. In Between External and Internal http://www.flickr.com/photos/superciliousness/40279240/
- 29. Monitor
- 33. A transparent world Photo Credit: http://www.flickr.com/photos/e3000/1561440998/
- 35. Focus On People
- 36. Thank You
Notes de l'éditeur
- * The Socialtext platform uniquely delivers these capabilities so your company can: * Manage attention with personalized widget-based dashboards * Discover connections with social networking for your people * Collaborate flexibly with wiki workspaces and weblogs * Encourage simple sharing with social messaging for your people * What is unique is that these aren’t separate products, but a compelling integrated user experience for collaboration and social networking.
- Major marketing firm based in the U.S. Believes that marketing is all about conversations, and finds creative ways to engineer conversations that lead directly to brand awareness and even product sales. Major customers include major liquor manufacturer, athletic shoe company, and electronic game manufacturer Originally launched as internal knowledge portal for internal collaboration, collateral library, new hire onboarding, etc. Rapidly expanded to internal micromessaging (Signals), and now adding ability to monitor chatter about clients on Twitter (Twitterbot). Currently expanding out to a social network of the FAN (“Field Activation Network”) of 5,000 individual stringers who represent mktg clients at live events. Had been capturing a lot of quantitative data about customer touches, coupons distributed, sales realized, but no qualitative sense of what was working and what wasn’t. Social network generates qualitative observations, insights, questions, about the product, the event processes, and the market. Developing a series of private client extranets. Using mashups to stream live data on event activity (e.g., customer touches) as well as impact of those events on brand perception (as reflected in Twitter activity). Long-term vision is to create and leverage online social networks in target markets to augment in-person touches and expand reach
- Major marketing firm based in the U.S. Believes that marketing is all about conversations, and finds creative ways to engineer conversations that lead directly to brand awareness and even product sales. Major customers include major liquor manufacturer, athletic shoe company, and electronic game manufacturer Originally launched as internal knowledge portal for internal collaboration, collateral library, new hire onboarding, etc. Rapidly expanded to internal micromessaging (Signals), and now adding ability to monitor chatter about clients on Twitter (Twitterbot). Currently expanding out to a social network of the FAN (“Field Activation Network”) of 5,000 individual stringers who represent mktg clients at live events. Had been capturing a lot of quantitative data about customer touches, coupons distributed, sales realized, but no qualitative sense of what was working and what wasn’t. Social network generates qualitative observations, insights, questions, about the product, the event processes, and the market. Developing a series of private client extranets. Using mashups to stream live data on event activity (e.g., customer touches) as well as impact of those events on brand perception (as reflected in Twitter activity). Long-term vision is to create and leverage online social networks in target markets to augment in-person touches and expand reach
- The premier venture philanthropy fund, applying venture capital principles and techniques to global public health issues. They fund for-profit and non-profit startups in areas of health, housing, energy, and water. Offices in the U.S., India, Pakistan, and Nigeria. 100 employees world-wide, with an extended network of another 100 major donors and another 300-500 grantee executives. CEO, Jacqueline Novogratz, is an active Tweeter, with over 1,000 followers Lead use case was collaborative intranet, with HR information, personal profiles, departmental descriptions, new hire onboarding, “instead of email” for discussing external developments, weekly meeting notes. From there, they are radiating both “down” (project team spaces) and “up” (grantees network) After 3 months, launched private team spaces for specific departments and project teams to collaborate in the flow of daily work In the planning stages of a social extranet for their extended network of grantees and funders to collaborate around social networking, idea-sharing, and partnership exploration
- Industry leader in logistics management software; develop and support software packages to monitor performance at power generation facilities. Mission-critical applications for their customers, where downtime or faulty data could literally be disastrous. Initial customer was the Tech Support Team. 200 Support Team members. Had a traditional, highly structured knowledge management solution with a complex editorial and technical workflow to capture, vet, and publish new solutions. Introduced Socialtext to expand and accelerate the flow and accessibility of new solutions knowledge from Support technicians to the rest of the organization. No workflow, no ex-ante editorial management, solutions published immediately. Integrated Socialtext via REST API with existing knowledge management solution, so Social KnowledgeBase includes both vetted stuff and non-vette. Introducing Socialtext increased 5x the contribution of solutions to knowledgebase Once Socialtext was implemented, engineers started looking at knowledgebase articles and commenting on them. Active usage is now 2x the size of the Support Team, with engineers actively weighing in on the quality of Support solutions. Very strong sense that the quality of the knowledgebase has improved dramatically. Still working on quantifying the business impact. Within 6 months, planning to release a customer-facing version of the knowledgebase to increase customer self-sufficiency and further expand dialogue about the quality of solutions
- Leading London-based corporate law firm. Clients include most of the major U.K. banks. Initially launched Socialtext as a series of private, internal repositories for all the lawyers serving a particular client. Private spaces created for their top 20 corporate clients. Included client contact information, key Addleshaw partners and associates, background information on the company, descriptions of major work underway, key filings and documents (via links to iManage/Interwoven, their DMS). Lots of readership, but relatively contained authorship. As follow-up, launched a firm-wide know-how conversation about how Addleshaw can deliver distinctive client service. Led by a senior partner in the firm, who had published a newsletter to the firm on this topic, and wanted to turn his publication into a conversation. Within 8 months of launch, corporate clients starting asking for shared spaces to collaborate with Addleshaw counsel. In-house counsel was sick of the constant email exchanges on document revisions and deal comments. Traditional deal rooms had been tried, but they were too highly structured and difficult to use, with limited email integration. Addleshaw set up a separate server to host client extranets. First one goes live this week. Client is very excited and views this as an opportunity to explore new ways of working together. Addleshaw sees it as an opportunity to maintain a constant yet non-intrusive flow of communication to the client, including bulletins on legal developments, strategic insights on M&A opportunities, and new thought pieces published by the firm’s partnership.
- Used under creative commons: http://www.flickr.com/photos/jbalazs/724615669/
- Used under creative commons: http://www.flickr.com/photos/e3000/1561440998/ Listening Participating Leveraging others “ I found it there” vs. “Not created here”