Implementing Connections in the real world of Gore

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Gore began its implementation of IBM Connections several years ago with a very deliberate, thoughtful and controlled onboarding process. We've had many successes along the way and have also learned from some mistakes. In this session, learn how we approached the roll out in our unique flat organization, how we organized our multi step on-boarding process, how we focused our initial roll out process on global project teams, and what adjustments we've made to our process along the way. (NOTE: Fonts didn't convert correctly when I uploaded to Slideshare...sorry!)

Technology

Implementing Connections in the real world of Gore:
Successes and Pitfalls

Social Connections IV
November 30th, 2012

W. L. Gore &
Associates

About Me

Brian P O’Neill
Social Business & Collaboration Specialist
W. L. Gore & Associates, Inc.
Elkton, Maryland U.S.A.

Fe e l fre e to conta ct me :
bone ill@wlgore .com
twitte r.com/one illbp311
linke din.com/in/one illbp311

W. L. Gore &
Associates

W L. Gore &
.
Associates
Founde d in 1958 P riva te ly
he ld

~10,000+
As s ocia te s

www.gore .com

W. L. Gore &
AssociatesL. Gore & Associates, Inc.
© 2010 W.

W. L. Gore & As s ocia te s — Worldwide
Loca tions

© 2010 W. L. Gore & Associates, Inc.

J us t a ha ndful of the ma ny Gore bus ine s s e s

W. L. Gore & Associates

Ye s …we a re e ve n on
Ma rs !

W. L. Gore & Associates

Gore is a lre a dy “s ocia l”!

No Hie ra rchy One to One
No Bos s e s Communica tion

P owe r of s ma ll te a ms

Te a ms orga nize d Colla bora tion a lwa ys
a round opportunitie s e mpha s ize d

© 2010 W. L. Gore & Associates, Inc.

Conne ctions a t Gore
• Began with small pilot (~200) with Connections 2.5 in
2010
• Decision to move to production in Summer 2011
• Production go live with Connections 3.0 in August 2011
• Current state
– Upgraded to Connections 4.0 November 17th, 2012
– 1,100 users (and growing!)

© 2010 W. L. Gore & Associates, Inc.

Our Conne ctions roll out is focus e d on
globa l proje ct te a ms
• Not all associates receive an account
• Series of “Tradeshows” to peek business leader interest
• Business “pull” rather than IT “push”
• All users are required to acknowledge guidelines for use
before an account will be created
• Profiles and Networking aspects are not emphasized
– Focus is with Communities

© 2010 W. L. Gore & Associates, Inc.

“I’m inte re s te d in Conne ctions for my te a m!”

© 2010 W. L. Gore & Associates, Inc.

Te ll us a bout your te a m

Current tools?
Current issues with Collaboration?
How many members?
Global?

© 2010 W. L. Gore & Associates, Inc.

Ide ntify Te a m Cha mpion(s )!
• Create accounts for Team Champions
• Setup team community with team champion(s)
• Develop a team agreement
• Populate with real examples

© 2010 W. L. Gore & Associates, Inc.

Te a m Cha mpions re vie w with the ir te a m
• Agreement within the team to proceed
– At least 80% of the team should agree to move forward
– If agreement is reached, accounts are created for the remainder
of the team
• Team determines what training will be needed
– Not mandatory
– Training is facilitated with the team using web conferencing.

© 2010 W. L. Gore & Associates, Inc.

S che dule follow up / che ck in

© 2010 W. L. Gore & Associates, Inc.

P a s s iona te Te a m Cha mpions
ma ke a ll the diffe re nce !

© 2010 W. L. Gore & Associates, Inc.

One ba d a pple ca n ruin it a ll!

© 2010 W. L. Gore & Associates, Inc.

Tra ining is ke y
Not how you use the tool technically, but how you do
something real using the tool!

© 2010 W. L. Gore & Associates, Inc.

You s tink a t Colla bora tion
+
Conne ctions
=
You s till s tink a t Colla bora tion

© 2010 W. L. Gore & Associates, Inc.

Live it!
Ea t your own dog food.
(Drink your own cha mpa gne .)

© 2010 W. L. Gore & Associates, Inc.

Diffe re nt te a ms = diffe re nt s ucce s s

Project Teams; working closely together
New teams; no old bad habits
© 2010 W. L. Gore & Associates, Inc.

S hut off old wa ys if pos s ible

© 2010 W. L. Gore & Associates, Inc.

Ta gs !
Teach your users about tags, use the from the start!

© 2010 W. L. Gore & Associates, Inc.

No folde r hie ra rchy in file s :
Ha rd for us e rs to gra s p

© 2010 W. L. Gore & Associates, Inc.

IT us e rs a re a pa in in the ….

© 2010 W. L. Gore & Associates, Inc.

P e ople find va lue in little things

© 2010 W. L. Gore & Associates, Inc.

Re move ba rrie rs ; ma ke it e a s y

© 2010 W. L. Gore & Associates, Inc.

Hire e xpe rt Conne ctions a dminis tra tor(s )!

© 2010 W. L. Gore & Associates, Inc.

Ma na ge us e r e xpe cta tions

Connections is not perfect
Connections takes work
Connections is not best of breed

But…Connections is pretty darn AWESOME!

© 2010 W. L. Gore & Associates, Inc.

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Developing Global Teams to Meet 21st Century Challenges at W. L. Gore & Associates 563 INTEGRATIVE CASE 1.0 Developing Global Teams to Meet 21st Century Challenges at W. L. Gore & Associates* In 2008, W. L. Gore & Associates celebrated its 50th year in business. During the first four decades of its existence, Gore became famous for its products and for its use of business teams located in a single facility. To facilitate the development of teams, corporate facilities were kept to 200 associates or fewer.Wue to the challenges of a global marketplace, business teams are no longer i"n a single facility. They are now often spread over three continents) Products are sold on six continents and u~ed on all seven, as well as under the ocean and in space.Qpe challenge of having a successful global presence requires virtual teams to enable a high degree of coordination in the development, production, an~ warketing of products to customers across the world~s previously, teams are defined primarily by product, but no longer by facility. Team members are now separated by thousands of miles, multiple time zones, and a variety of languages and cultures) Growth and glo balization present significant challenges for W. L. Gore as it strives to maintain a family-like, en- trepreneurial cu lture. According to Terri Kelly, the presi- dent of Gore and a 25-year associate: 1 ) In the early days, our business was largely conducted at the local level. There were global operations, but most relationships were built regionally, and most decisions were made regionally. That picture has evolved dramatically over the last 20 years, as businesses can no longer be defined lry brick and mortar. Today, most of our teams are spread across regions and continents.(Therefore, the decision-making process is much more globaYand virtual in nature, and there's a growing need to build strong relationships across geographical boundaries. The globaliwtion of our business has been one of the biggest changes I've seen in the last 25 year0 Elements of the culture at Gore are cap tured in Exhibit 1. The core belief in the need to take the long- term view in business situations, and to make and keep commitments, drives cooperation among individuals and small teams. This is supported by key practices that replace a traditional, hierarchical structure with flexible relationships and a sense that all workers are "in the same boat." ~The ultimate focus is on empowering talented associates to deliver highly innovative product;J Despite substantia l growth, the core values have not changed at Gore. The objective of the company, "to make money and have fun," set forth by the founder Wilbert (Bill) Gore is still part of the Gore culture. Associates around the world are asked to follow the company's four guiding principles: 1. Try to be fair. 2. Encou r age, he lp , and allow other associates to grow in knowledge, skill, and scope of act.

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Implementing Connections in the real world of Gore

1. Implementing Connections in the real world of Gore: Successes and Pitfalls Social Connections IV November 30th, 2012 W. L. Gore & Associates

2. About Me Brian P O’Neill Social Business & Collaboration Specialist W. L. Gore & Associates, Inc. Elkton, Maryland U.S.A. Fe e l fre e to conta ct me : bone ill@wlgore .com twitte r.com/one illbp311 linke din.com/in/one illbp311 W. L. Gore & Associates

5. J us t a ha ndful of the ma ny Gore bus ine s s e s W. L. Gore & Associates

6. Ye s …we a re e ve n on Ma rs ! W. L. Gore & Associates

7. Gore is a lre a dy “s ocia l”! No Hie ra rchy One to One No Bos s e s Communica tion P owe r of s ma ll te a ms Te a ms orga nize d Colla bora tion a lwa ys a round opportunitie s e mpha s ize d © 2010 W. L. Gore & Associates, Inc.

8. Conne ctions a t Gore • Began with small pilot (~200) with Connections 2.5 in 2010 • Decision to move to production in Summer 2011 • Production go live with Connections 3.0 in August 2011 • Current state – Upgraded to Connections 4.0 November 17th, 2012 – 1,100 users (and growing!) © 2010 W. L. Gore & Associates, Inc.

9. Our Conne ctions roll out is focus e d on globa l proje ct te a ms • Not all associates receive an account • Series of “Tradeshows” to peek business leader interest • Business “pull” rather than IT “push” • All users are required to acknowledge guidelines for use before an account will be created • Profiles and Networking aspects are not emphasized – Focus is with Communities © 2010 W. L. Gore & Associates, Inc.

12. Ide ntify Te a m Cha mpion(s )! • Create accounts for Team Champions • Setup team community with team champion(s) • Develop a team agreement • Populate with real examples © 2010 W. L. Gore & Associates, Inc.

13. Te a m Cha mpions re vie w with the ir te a m • Agreement within the team to proceed – At least 80% of the team should agree to move forward – If agreement is reached, accounts are created for the remainder of the team • Team determines what training will be needed – Not mandatory – Training is facilitated with the team using web conferencing. © 2010 W. L. Gore & Associates, Inc.

Editor's Notes

Been at Gore 13 years Working with Connections since 2010 Came from the Lotus Notes/Domino world. I’m considered IT, but exploring new type of role Technical liaison and IT Champion for Gore’s Connections Project Team Deep understanding of how the Connections tools work Only a high level understanding of technical implementation (i.e WebSphere) Large part of role involves “Vendor Management”
Today, we have more than 9,000 associates worldwide (we refer to our employees as associates, which emphasizes that they are all part owners of the company). Our annual sales are more than $2. 6 Billion, and we remain privately-held (which we very much prefer).
We operate in more than 30 countries globally and have manufacturing locations in the U.S., Germany, Scotland, Japan and China. We try to build as much local infrastructure as possible to enable our associates to have a certain level of autonomy and to enable us to better respond to the local market needs.
Power of small teams Always emphasized collaboration No hierarchy One-to-one communication Teams organized around opportunities
Asynchronous Collaboration Reduced travel Reduced off hours work Supports our Enterprise strategy - “Power of small teams”
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Editor's Notes