The document discusses using Yammer to promote user-led innovation within a large company. It notes that customers expect companies to be agile, build relationships, and innovate without adding projects or people. Yammer allows for new flows of informal conversations that can generate ideas (12% of conversations), solve problems (12%), and provide input to others (13%). These conversations across the company help drive strategy, customer experiences, and business goals in an engaged community. The document encourages embracing this "chaos" of user-led conversations to foster connections and innovation.

1. Embrace the Chaos
Creating value with user-led innovation in Yammer
Simon Terry
Chief Executive Officer, HICAPS @simongterry
11 June 2013

2. 2
We need to be Innovative, Agile & Adaptive
• Over 12,000,000 customers
• 50,000 people, operating more than 1,750 stores and
Service Centres globally.
• Our customers expect that we are
– agile & adaptive,
– building deep and authentic relationships &
– Add more value through innovation.

3. 3
Ask your CXO what he or she wants
• More engaged people
• More customer focus
• Better execution of strategy
• More innovation
AND
…delivered without any additional projects or people.

4. 4
Yammer – New Flows of Conversation
Social MediaInternet
IntranetSharepoint
People
Tacit
Knowledge
Formal
Knowledge

5. 5
Conversations about Sharepoint Content
Sharepoint Blog
Yammer Thread

6. Conversations about Customers & Benefits
6

7. Conversations to build a Business Case
7

8. 8
Sharing Stretch Development Opportunities

9. Conversations to Drive Digital strategy
9

10. Conversations on Improvements
10

11. Engaging our people

12. 12
Our People create Innovative Conversations
• 12% of conversations
generating new ideas
• 25% solving problems
or providing input to
others
• Less than 6% of
conversations are non-
work related
Discussion &
Opinion
38%
Social Praise
13%
Input for others
13%
Problem Solving
12%
Ideas
12%
Informal
6%
Source: University of Sydney Business School analysis of NAB Network
Riemer & Richter: SOCIAL http://ses.library.usyd.edu.au/handle/2123/8845

13. S.O.C.I.A.L Use Cases
13

14. 14
Growing Impact to Our Strategy
• Driving engagement and enablement of our People
• Improving our Customer Experiences and winning new
customers
• Deepening connection with our Community
• Delivering our Financial goals and Business strategy

15. Embrace your Community
• Allow people to pursue interests & passions
• Foster natural connections or groups
• Encourage discussion with listening & questions
• Foster champions to lead, facilitate and manage your network
• Back great ideas with “Go for it!”. Celebrate successes. Learn from
failures
Treat it as any other forum for work conversations
Embrace the chaos
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16. Embrace the Chaos

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