ESNs & the Digital Workplace

ESNs & the Digital Workplace
Enterprise social networks and the Digital Workplace Catherine Shinners Merced Group A conversation with SIKM – August 15, 2017
ESN and the Digital Workplace  About – Catherine Shinners  Elements of the Digital Workplace  Grappling with common gaps in a holistic approach  Structuring an enterprise social network program  About those humans  Approaches Merced Group
CATHERINE SHINNERS In our networked world we’re more connected to our organizations, society, environment - and each other. Catherine brings her background as a change agent, educator, marketer and technologist, to help organizations and people build new agilities and adaptations to the way they network, learn, lead and create value. @catshinners collaboration-incontext.com MercedGroup.com Changeagentsworldwide.com Merced Group Social business consultancy since 2004 Founding member since 2013 Information and Knowledge Strategy Master’s School of Professional Studies Since 2014 Merced Group
Brings web benefits within SLATES, mobile, multimodal (video, voice, text), rich experience, location Pull not push Subscribing, alerts, tagging, social graph Contextuality Immediacy of conversation - Resources, assets are in the flow. Authentic leadership voices. Socializing knowledge – learning as we go. Behavior, capabilities, ethos Transparency, networks of relationships, reciprocity, personal knowledge curation Empowered association Communities of practice, knowledge networks, crowdsourcing Elements of the Digital Workplace It’s all been there for a while, so why does it seem so far away?
GAPS IN A HOLISTIC ESN DESIGN Miss focus on business relevance at the start Just another platform Lack of understanding of Future of Work skills Organizational processes stuck in 1990s Merced Group
ESN Business Architecture Strategy Leadership Community Management Communications & Content Measurement & Business Value Tools & Technology Advocates and Champions Communities of Practice Corporate Initiatives Business Imperatives Adoption & Engagement Policies & Governance Training & Enablement Intranet Business Use Cases Project & Team Collaboration Executive & Internal Communications • Social Media Policy • Business Plan• Business Imperative methodology • Business Imperatives • Executive sponsor • C-Suite advocacy Security • Live training • Video training • Office hours • Business advisories •Community Manager blog •Adoption campaigns •Success stories •Advocates Program •Regular newsletter •Special cohorts •Measurement program •User survey •Narratives • Mobile • Tools integration
THE CONVERSATION AROUND MEASUREMENT How many active users did we have last month? 45,000! Wow, that’s great! Merced Group
Business Value Assessment and Operational Metrics 8 Business Value Assessment Program & Operational Metrics Aligned with strategic business imperatives Quantitative business outcomes • Impact metrics against business use case scenarios Qualitative business outcomes • Narratives that create understanding of impact – success stories, case studies • Sentiment surveys Platform analytics • Measure basic usage, baseline adoption Campaign & communications metrics • Measure employee understanding, awareness, engagement Social Network Analysis/Organizational Network Analysis • Measure increased connectivity, knowledge sharing, cross-organizational knowledge flows Business Value Assessments – used to assess business and organizational impact Program & Operational Metrics – used as indicators of progress in adoption, engagement, communications and training programs – identify gaps and areas for improvement Merced Group by Catherine Shinners
Measuring for Value 9 Business Imperative Business Scenarios/Use Cases Impacted Groups or Organization Benefits Quantitative Benefits Qualitative Organizational transformation • Converge, reduce technology platforms • Employee engagement • Advance culture of collaboration/digital workplace •Intranet •Organizational communication and coordination • Internal communications • Human resources • Senior leadership • Tech $ reduced • Operational $ reduced • Employee engagement surveys show improvement • Sentiment survey • Workplace satisfaction • Adaptive leadership Productivity • Enhance info seeking, sharing • Organize, manage teams • Institutional knowledge capture • Expertise location • Streamline, simplify work processes • Surface institutional knowledge •Team/Dept-level collaboration •Project Collaboration •Knowledge base •Communities of practice • IT • Product development • Sales support • Accelerated product cycles • Cost management/ • Reduction • Accelerated change cycles • Improved customer satisfaction • Success stories • Culture of continuous learning Sales • Improve sales cycle • RFP Process • Deal management • Sales - Pre-sales, RFP response teams • Faster response • Increased # of RFPs • Higher quality output • Better capture, reuse of tacit know-how for continuous improvement Strategic business imperatives identify business relevancy. • Engage and gain buy-in from executive management • Create understanding and rationale for ESN among broad set of stakeholders • Provide value-based focus for measurement of impact and success Merced Group by Catherine Shinners
Humans Working Out Loud Communities Personal Knowledge Mastery Merced Group
 Growing knowledge work complexity  Rapidly changing environments  Geo-dispersed teams  Dynamic shifting roles  Diverse reporting structures  Workers engage w/ 10-20 people/day  Growing organizational information flows….  Pre-web mental models  Work practices  Management practices  Knowledge management practices  Tools, tools, tools  Information overload Adding more, more, more on old frameworks Merced Group
Team, Group Collaboration Joint project work, artifact development, combine expertise & skills Communities Shared knowledge, augment practice, advance domain knowledge Network Cooperation and Collaboration Emergent learning, engagement within an ecosystem, insight & influence Inside organization Wider world Reporting, project or role-based ties Professional or interest- based ties Develop skills & capacities for people to productively inhabit all domains by Catherine Shinners Merced Group
Personal Knowledge Mastery  Navigating, cultivating networks  Working Out Loud  Mastering filtering  Personal curation  Social learning  Sense-making “Personal Knowledge Mastery (PKM) is a framework for individuals to take control of their professional development through a continuous process of seeking, sensing-making, and sharing.” – Harold Jarche Amidst the proliferation of tools, we leave people to stumble through this on their own Lack of understanding of FOW skills Merced Group
Working Out Loud (#wol) Ethos Bryce Williams (2011) #wol = Narrating your work + Observable work Practice – John Stepper (2015) Working Out Loud for a Better Career and Life  Building relationships  Generosity  Visible work  Purposeful discovery  Growth mindset Merced Group
Digital Workplace DNA = PKM, WOL, Communities Build these capacities in everything you do Community Management Discipline Advocates Champions Keystone Projects Leadership Targeted processes • Stewardship, Facilitation • Exemplary practitioners • Curation • Engagement techniques • Community of CMs • Masters of tools • Adept at applying to work practice • Network connector • Enlister • Special cohorts • Applied to discipline (i.e., project management, communications, support • Influencers in their domain • High impact application of ESN, DW DNA • Aligned with business imperatives • Executive communications • Participatory interaction models • Internal communications • New hire onboarding • Intranet publishing • Learning & development Merced Group by Catherine Shinners
THE CORE ENGINE OF WOL  TRUST - start with small groups and teams  PURPOSE - create a shared purpose  RECIPROCITY - role model generosity, responsiveness & awareness of others  FLOW - identify a few inefficient activities and transform into WOL activities
17 Content change triggers via streams, alerts, filters, or tags improve awareness & accessibility Visibility of work expands knowledge collections and invites diversity of more inputs Sharing updates and expanding connections using robust profiles, brings richer context and stronger cohesion Transparent creation and co-creation of content in the flow of work leads to new conversations and feedback loops WOL DYNAMICS Catherine Shinners, Merced Group Network- based group cohesion & connection More agility & knowledge flows Content awareness & accessibility Transparent conversational flow of work THE CORE ENGINE IN ACTION ME ME WE WE Merced Group
WOL FOR RFP PROCESS AT FORTUNE 100 TECH COMPANY PROBLEM STATEMENT Moving a complex RFP process out of fragmented, narrow and above-the-flow practices into open, in-the-flow WOL processes. 18Merced Group
An RFP response is a complex, cross-functional work process that involves: ❏ technical domain specialists ❏ product specialists ❏ legal staff This Fortune 100 Company needed a quick response to multiple requests for proposals from clients but their response was slowed down by: ❏ A workflow driven by email ❏ Loss of context because of poor coordination ❏ Versioning confusion resulting in poor quality control ❏ Time wasted in status update meetings ❏ Tacit know how buried in emails 19 SITUATION & CHALLENGE - Fortune 100 Tech Company ❏ sales staff ❏ senior management ❏ project management staff Merced Group
(DYNAMICSOFWOL CONT’D) 20Merced Group
WHAT THE TEAM LEARNED ❏ Shorter time to completion of RFPs ❏ Higher overall quality and accuracy ❏ Reuse of tacit know-how for continuous improvement ❏ Increased visibility of team members leading to more cohesive response ❏ Collectively up-to-date through alerts, notifications Easier to track versions, contributions to the project ❏ Conversations, comments around issues and problem-solving visible to all Conversations become valuable artifacts to continuous improvement 21Merced Group
Communities for ChangeAccelerate pace and breadth of change Old change models – slow, push Use network-based social structures – communities - with digital workplace technologies • Broadens learning and practical application • Transparency brings insight to expert stakeholders and business leaders • New cycles of change built on earlier community activity & learning • New networks established across organization Drives growth in new skills, expertise – applied to business Moves culture change – peer-learning, Working-Out-Loud, deeper, direct insight by management Agile Data science Digital Workplace programs Strategic business initiatives Merced Group by Catherine Shinners
Thank you Keep the conversation going @catshinners collaboration-incontext.com catherineshinners@mercedgroup.com Merced Group
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