The Enterprise Social Network (ESN) meets a desired set of target features that's believed to be desired within the organisation, such as employee profiles, document sharing, microblogging, news feeds, file syncing, or mobile knowledge access, along with supporting technical capabilities like application integration, search, administration consoles, and governance features.

1. Enterprise Social Network
Comprehensive study

2. “… this process, which goes to the heart of much IT adoption and
optimization, means that we only have a rough idea of what we’re really
doing and we need full contact with reality — namely actual business
processes — to see if we’re on the right track. Unfortunately, our internal
stakeholders are usually uncomfortable being the subjects of such
experimentation.”
The Value of Social Business: Exploring the ROI Question
Dion Hinchcliffe April 2012

3. KINSHIP enterprise Overview
Empower, collaborate and transform into a successful social business.
KINSHIP
enterprise
empowers
you
and
your
employees
to:
• Listen
to
and
be,er
engage
internal
audiences
• Easily
and
openly
communicate
with
people
up,
down
and
across
your
organisa9on
for
produc9ve
collabora9on
and
engagement
with
business
goals
• Improve
agility
by
connec9ng
with
the
right
people
to
share
informa9on,
reducing
costs
and
9me
to
value
• Tailor,
scale
and
enhance
pla>orm
func9onality
to
con9nue
to
evolve
with
business
needs
and
social
opportuni9es
The
result?
An
agile,
insigh>ul
and
collabora9ve
organisa9on.

4. Executive Summary
1. Objective - Engagement at Scale
2. Business results are driven by process simplification, collaboration,
integration, and change management
3. Enablement of Future of Work
4. Notion of social everywhere
5. Business enablement through Centre Of Excellence (repeatable
platform, processes & governance)
4

5. Talk doesn’t cook rice.
Chinese proverb

6. ESN Two Selection Lenses
“Target
Features"
Lens
“Business
Requirements”
Lens
The
ESN
meets
a
desired
set
of
target
features
that's
believed
to
be
desired
within
the
organisa9on,
such
as
employee
profiles,
document
sharing,
microblogging,
news
feeds,
file
syncing,
or
mobile
knowledge
access,
along
with
suppor9ng
technical
capabili9es
like
applica9on
integra9on,
search,
administra9on
consoles,
and
governance
features.
The
ESN
meets
a
more
abstract
set
of
business
requirements,
selected
to
address
a
list
of
long-­‐standing
func9onal
challenges,
e.g.
increasing
employee
engagement,
enhancing
collabora9on,
be,er
access
to
knowledge,
reducing
travel
costs,
speeding
up
business
processes,
or
enabling
the
future
of
work.

7. Overview of Business Benefits
ESN provides tangible and intangible business benefits, under 3 main categories:
v Improved Efficiency and Business Culture via:
1
2
3
4
5
Leveraging knowledge across Business Units, Locations, Age and Experience*
Increasing communication speed*
Increasing Employee / Stakeholder engagement and work satisfaction*
Simplification of processes
Breaking down silos
v Increased Revenue via:
6
7
8
9
Improving speed to market
Solving problems quicker (customers / providers)*
Increasing innovation*
Increasing productivity
v Minimising variable Costs such as:
10 Training / On-Boarding*
11 Printing / Emailing / File sharing
*refer Sandy Carter IBM VP Social Business Sales & Evangelism July 1 2013
7

8. Team Business Benefits
social inside can help on these counts :
v Talent on-boarding and induction
1. Continue induction experience beyond formal group sessions
2. Help bond and form relationships in workgroup
3.
v
v
v
Highlight relevant people and knowledge groups – “crack the
knowledge networks”
Cross Sales
1. Finding expertise
2. Knowledge exchange
3. Training e.g. repository of voice calls
Cross Departments Connection
1. Finding knowledge and expertise
2. More efficiently communicating with other teams
3. Innovation
Corporate Communications
1. Share and connect effectively across time zones
2. Management of issues across time zones
3. Better document and media sharing & management

9. Corporate Business Benefits
In addition to the Team Business Benefits there is an important “horizontal”
or Corporate Business Benefit:
v Wide executive adoption and engagement is a key success factor
v Success stories which are relayed by executives are a powerful
motivator
v All staff need to have a “minimum standard” profile
v With all staff enrolled the seeds for emergent collaboration are sewn
v Changing culture requires mind-numbing repetition – the system
provides an avenue for this
For example, based on employees’ roles and place in the corporate
hierarchy, people could be automatically enrolled in particular
groups with recommendations on people to follow, documents to
read, training courses to take, etc.

10. Leading Vendor Solutions
- ability to deliver business benefits
Knowledge
Sharing
Comms
Speed
Engage
-ment at
Scale
Simplifi
-cation
Breaking
down
Silos
Speed to
Market
Problem
Solving
Innovation
Producti
-vity
Onboarding
Email /
Print/ File
Sharing
Jive
Google +
tibbr
Chatter/
Jam/
OSN
Yammer
Social
cast
Open
Text
News
Gator
Telligent
IBM
Connect.
1

11. Overview of ESN Functions (1/2)
FuncCons
Details
AdopCon
Applica9ons
(forums,
blogs,
wikis,
files,
calendars,
etc.)
Beyond
micro
blogging
and
ac9vity
streams,
specific
applica9ons
to
support
diverse
ac9vi9es.
Func9onality
matches
users’
needs
and
ac9vi9es
more
closely.
Not
9me
wasted
using
yet
another
tool.
Authen9ca9on
&
Membership
(login,
permissions,
)
Integra9on
into
iden9ty
management
systems
and
fine
grained
permissions.
Rich
user
profile
(details,
roles,
points,
connec9ons,
teams,
own
contribu9ons)
and
personalisa9on
of
layout,
content,
language.
Ease
of
access
via
single
sign
on,
simple
and
unclu,ered
naviga9on
and
content
due
to
data
segrega9on
and
permissions.
A
rich
profile
for
users
to
present
themselves
and
a
personal
space
for
them
to
work
from.
Customisa9on
Branding,
naming
conven9ons,
naviga9on
and
layout.
Easy
customisa9on
and
extension
using
scrip9ng
languages
and
administra9on
console.
Create
new
applica9ons
using
a
pla>orm
API.
Looking
good
+
branded
=
enjoyable
&
familiar.
Familiar
terms,
not
imposed
by
the
solu9on.
Simplicity
and
UX
consistency
of
screens.
Create
new
func9onality
and
don’t
mul9ply
tools.
Integra9on
&
Add-­‐Ons
Mail
gateway
and
integra9on
with
enterprise
solu9ons
(e.g.
Lync,
SharePoint,
Fast,
..).
Mobility.
API
available
to
build
more
integra9ons.
Users
can
follow
conversa9ons
and
even
contribute
via
email
or
in
a
mobile
applica9on.
Useful
integra9ons
with
other
Enterprise
Apps
(e.g.
Ac9vity
Stream
or
Related
Content
in
CRM)
Search
Advanced
search
for
content,
people,
place,
etc.
Integra9on
with
enterprise
search
solu9ons
(e.g.
Fast).
Finding
everything
and
anything
easily
via
keywords
(topics),
authors,
places,
and
more.
1

12. Overview of ESN Functions (2/2)
FuncCons
Details
AdopCon
Security
Permissions
to
access
(view)
or
contribute
to
the
community
and
specific
areas
(teams),
applica9ons
within
teams,
and
documents
in
applica9ons.
Defence
against
intrusion
(solid
authen9ca9on,
SSL,
banning
of
IP
addresses
or
users),
spam,
and
offensive
content.
Logging
of
events.
Legal
discovery.
Simplified
view
of
a
poten9ally
complex
community
structure.
Reliable
confiden9ality
of
informa9on
both
within
the
collabora9on
pla>orms
(members
permissions)
and
externally
(non
members).
Safe
and
clean
environment
free
of
spam
and
other
offensive
content.
Social
Engagement
Micro
Blogging
and
Ac9vity
Streams,
@men9ons,
#tags,
files,
conversa9ons,
friends/connec9ons.
Comments,
Ra9ngs,
Like,
Report.
Reputa9on,
author
and
content
scorings.
Familiar
and
very
up-­‐to-­‐date
experience
inspired
by
social
web
solu9ons
(online
forums,
blogs,
wikis
and
social
networks
we
already
use
in
both
our
personal
and
professional
lives.
Teams
Structuring
collabora9on
/
conversa9ons
in
teams
(groups)
and
sub
teams
=
by
areas
/
depts.,
topics,
projects,
or
other.
Allowing
to
join
teams
(and
sub-­‐teams)
freely,
or
with
valida9on
or
even
invita9on
only.
Content
is
organised
and
can
be
subscribed
to
selec9vely.
Private
or
open
groups
can
be
established
to
suit
organisa9on.
Mul9ple
levels
a
plus.
Tools
/
Deployment
Administra9on
and
developer
tools
including
licenses,
site
permissions,
naviga9on
and
content
customisa9on,
event
logs
and
excep9on
reports,
jobs
scheduling,
emailing..
Admin
users
or
power
users
without
technical
knowledge
can
easily
deploy
&
configure
without
the
need
for
IT
or
vendor
support.
1

13. Leading Vendor Solutions

14. Ability to deliver key functions
Applications richness
Social features
Customisation ability
Integration capabilities
Teams structure
Security & confidentiality
Tools / Deployment ease
Authentication & membership
1

15. TCO versus Application richness
Applications richness
Vendor Pricing Models:
• By seat
• By CPU
• By Functional segmentation
• ULA
3yr TCO
1

16. User Adoption and Business Value at Scale
Integration to file sharing, conferencing
Business Teams
Customization – UX
Applications – Wiki, Blogs
Integration to horizontal processes – HR, Finance
Integrated Deployment – Future of work/Mobile
Integrated Analytics & reputation (people & media)
Gamification
Enterprise search integration
Enablement of Future of work/Mobile
Base Integration – SSO, Security, AD
Vertical Integrated Social – e.g. business process
Social Engagement – e.g. Microblogging
External Communities – e.g. broker
1
16

17. Key Decision Criteria
What
decision
Why
RecommendaCon
Data
privacy
Patriot
Act
and
PRISM
have
clear
implica9ons
on
the
privacy/
confiden9ality
of
company
data
with
most
cloud
solu9ons
hosted
in
USA
Either
restrict
Company
business
use
to
non
confiden9al
data
OR
implement
a
company-­‐controlled
ESN
IntegraCon,
incl.
SSO,
social
everywhere
ESN
could
either
be
a
des9na9on
or
an
experience
delivered
within
business
processes
from
basic
SSO
to
crea9ng
engagement
related
to
business
processes
(business
benefits)
Implement
an
integrated
(simple
but
valuable)
horizontal
and
(integrated
team
based)
ver9cal
ESN
strategy
Enterprise
wide
Deployment
model
to
a
ver9cal
(e.g.
CRM)
and/or
to
the
en9re
organisa9on
Both
model
op9ons
should
be
considered
as
o_en
the
ROI
is
related
to
the
ver9cal
and
the
cultural
change
is
related
to
the
horizontal
Mobile
Varying
level
of
ESN
mobile
support
and
some
solu9ons
have
their
own
app
strategy
while
others
offer
integra9on
Mobility
should
be
enabled
through
the
Company
FOW
strategy
and
the
ESN
should
support
the
socializa9on
of
mobile
app
experience
Legal
discovery
Discovery
would
support
governance,
HR,
and
legal
requirements.
Legal
discovery
is
a
must
AnalyCcs
Understanding
the
team
ESN
use
and
reputa9on
of
people
/
media
would
support
successful
adop9on
The
no9on
of
analy9cs
everywhere
and
reputa9on
is
a
must
ImplementaCon
speed
The
mode
of
delivery
by
the
ESN
vendor
(cloud,
hybrid,
or
on-­‐premise)
will
effect
the
cost,
flexibility,
9me,
and
func9onality
in
deployment
op9ons
Select
an
ESN
solu9on
that
has
a
modular
func9onality
deployment
approach
with
the
target
data
environment
to
be
on-­‐premise
data
Investment
ESN
funding
model
will
support
deployment
Base
level
investment
in
limited
horizontal
func9onality
and
iden9fiable
ver9cal/team-­‐based
business
benefits
(&
related
func9onality)
Customisable
UI
/
personalisaCon
Varying
ability
of
ESN
vendors
to
modify
UI
and
personalisa9on
based
on
role
and
reputa9on.
Customisa9on
is
key
to
business
benefits.
Personalisa9on
is
key
to
user
adop9on
and
business
benefits.
ESN
solu9on
must
be
customisable
at
the
team
level
and
be
able
to
be
end-­‐user
personalised.
17

18. Keys to ESN success

19. 1. Executive Adoption
Sponsorship is not enough! Executives have to change their work habits also.
2. Establish and Communicate Value
Establish gaps, problems. Lead with value, not with functionality.
3. Assemble a Cross-Functional Project Team
Corporate Communications and IT play critical roles. Embrace a move from ownership to enablement.
4. Develop Meaningful Business Benefits
Business benefit templates. Baseline data. Complete business benefits before launch.
5. Identify and Train Champions
You need “feet on the streets”. Early adopters and group owners. Look for the influencers. Train on the WHY
not just the how.
6. Internal Marketing Campaign
Have the Leaders launch the ESN. Market it with tips and success stories.
7. Pro-actively Manage Teams & Engagement
Do the analytics. Weed inactive or redundant groups. Promote conversations and engagement.

20. ESN Success Examples by factors
Key
Success
Factor
Examples
1.
Execu9ve
Adop9on
Wells
Fargo,
Telstra,
Dow
Chemicals,
TD
Bank
2.
Establish
and
Communicate
Value
Walgreens,
Dow
Chemical
3.
Assemble
a
Cross-­‐Func9onal
Project
Team
TD
Bank
4.
Develop
Meaningful
Business
Benefits
Swiss
Re
5.
Iden9fy
and
Train
Champions
TD
Bank,
Swiss
Re,
Dow
Chemical
6.
Internal
Marke9ng
&
Training
Wells
Fargo,
TD
Bank
7.
Pro-­‐ac9vely
Manage
Teams
&
Engagement
Swiss
Re

21. Global ESN implementations - learnings
TD Bank
•
•
Sustained leadership engagement is critical
Invest in communication to build understanding, education and inspiration
Wells Fargo
•
•
•
“Our key learning has been having executive sponsorship”.
Education is key. At all levels of the organization.
Changing culture requires mind-numbing repetition.
GE
•
•
Start with simple yet valuable features
Wait for employee adoption and to rise with existing tools before adding more
Dow Chemicals
•
Key is developing the business case to grow influence and drive new business
Walgreens
•
Tell the compelling stories and connect those to business outcomes.

22. Roadmaps

23. Next steps
1. Select ESN platform
2. Enable the business
•
•
•
•
Setting Business Priorities
Define & deploy horizontal strategy and functional/technical architecture
Prioritize (vertical) business use cases
Define & deploy each business (vertical) strategy and relevant ESN features
•
Develop a repeatable framework including: playbook, change agent, training &
change management

24. Horizontal & Vertical
Enterprise wide
Team Based
Select platform and prepare technical
environment – security, integration
Scope business benefit and establish
baseline - business purpose
Develop high-level “Social Playbook” – why,
who, where, expectations
Start with simple features – training
Risk resolution – Legal, Compliance, Comms,
IT and set guidelines
Find champions and advocates
Establish Steering Group
Ensure sufficient technical and feature
support
On-board executives and relevant others
(with training)
Regularly review wins and clear roadblocks
Prepare internal marketing, Comms and
training - launch
Set quarterly targets

25. People, Processes & Platform
People
Steering
Group
Engage
Execs
Processes
Set
Business
Priori9es
Define
&
Rank
Use
Cases
Pla>orm
(Horizontal)
Select
x
weeks
Architect
&
Install
Team
Champions
Governance
&
Risk
Configure
x
weeks
Enroll
Teams
Repeatable
Playbook
Deploy
Use
Cases
Engage
Group
Admin
Integrate

26. Implementation
Recommendations

27. #1 Start Simple
•
Start with simple yet valuable features that employees will be comfortable with
(such as rich profiles and microblogging)
•
Wait for employee adoption and comfort level to rise with existing tools before
adding new ones
•
Features can be rolled out in any timeline that makes sense to your priorities
and culture
•
Don’t roll out everything at once as it will overwhelm employees and the
learning curve will be steep
2

28. #2 Make it easy & useful
Properly plan, resource and execute the “horizontal” use case:
1. Single-sign on
2. Access to people / profiles – pre-populate as a project
3. Access to data (as determined by the initial use cases)
Aim for the lowest friction in using the system. The goal is engagement at
scale.
2

29. #3 Enterprise-wide Planning
•
Develop high-level “Enterprise Social Playbook” – why, who, where,
expectations
•
Risk resolution – Legal, Risk, Compliance, Comms, IT and set guidelines
•
Establish Steering Group
•
On-board executives and relevant other leaders (with training)
•
Prepare internal marketing, comms and training – launch
•
Nominate a Social Business Change Agent
Do the mundane, procedural issues that have to be in place to make it all line up.
2

30.
#4 Develop a Community Playbook
Guide the creation of communities:
• KISS – keep it simple to start
• Purpose
• Players – intended members and any entry criteria
• Payoff – in business terms as best you can
• Process – who is the owner, the administrator, the champion
• Protection – get risk / compliance sign-off
• Productivity - what is the process to review and improve the
performance
Social business isn't just about collaboration - it's about
making people more productive.
3

31. #5 Design Use Cases Deliberately
Be deliberate in choosing use cases
• Leverage hand-picked business units with clear use cases to become peer
advocates
•
Use deliberate design thinking when it comes to understanding workflow and
then enabling relevant features
•
Ensure leaders & executives are engaged and will be active
•
Train tactically not comprehensively
•
Monitor analytics and react
•
Ensure community management, marketing, promotion, and “wins” is
coordinated across the company – share
3

32. 3

33. #6 Social Business Change Agent
A
•
•
•
•
•
•
•
role, not necessarily a position:
Facilitate appropriate training including training media - videos
Facilitate newsletters, comms, wins
Coordinate with community champions
Support and promote executive engagement
Tell compelling success stories which connect to company goals
Look for new low-hanging fruit
Understand and act on the analytics
3

34. #7 Training – Keep it Simple
Keep training specific:
• Simple features simple training
• One of the most effective techniques for getting employees to use socia
communication effectively is to conduct "day in the life" training
sessions, walking them through a handful of scenarios relevant to their
daily use.
• Teach simple techniques such as format @mention (manager's
username), hashtag (customer name)
• Upload short videos
3

35. #8 Focus - Use Cases & Change Management
The real key to adoption and
use is tied to the change
management efforts during the
implementation and to the
specific use cases.
3

36. The Best Route To Social ROI

37. •
Treat social as a non-linear journey, not a project. Social business is about culture change, process
change, and allowing an emergent strategy.
•
Transactional engagement is just as important as open-ended engagement. Don’t miss a major part
of the value by encouraging only general purpose collaboration, Focus on specific aspects of how the
business work and improving that with social.
•
The adoption process is not sequential, nor will it look much like anything you’ve done until
now. Deliberately cultivating unexpected value creation, and other means of becoming true digital
businesses is key to unlocking both the short and long term value.
•
Feedback loops powered by measurement and optimization = success. Use base cases and ways to
track benefits and the power of the analytics to tune the efforts.
•
Put social into the flow of work, don’t overly compartmentalize or silo it. Connect your systems of
record with systems of engagement or significant value won’t be realized.
•
Aim social squarely at existing business problems. If your social business effort isn’t directed at your
organization’s top problems, then maybe it’s not a surprise it isn’t perceived as delivering major value.
•
You mostly won’t get credit for emergent outcomes, don’t even try. But that doesn’t mean you
shouldn’t do as much as reasonably possible to encourage them.
•
Whatever you do, baseline before and after. This alone will typically validate your effort. All you
generally need to do is measure direct outcomes, that’s usually enough to justify the whole social
business effort.

38. KPI’s

39.
McKinsey Global Institute
Three key studies - Social Technologies in the Enterprise
Results by those companies successfully integrating social (comparative):
• Marketing effectiveness UP 20%
• Sales revenue UP 15%
• Customer satisfaction UP 20%
McKinsey also finds that by fully implementing social technologies,
companies have an opportunity to raise the productivity of high-skill
knowledge workers by 20 to 25%
1. Nov 2011 The social economy: Unlocking value and productivity through social technologies
2. July 2012 How social technologies are extending the organization
3. May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy
Recommended reading: May 2013 Ten IT-enabled business trends for the decade ahead
Nov 2012 Capturing business value with social technologies

40. IBM – Talent Acquisition and Retention
Study of IBM clients using social technologies for HR
In particular for talent acquisition and retention
• 30% faster new hire time-to-value
• 20% increase in employee retention
• 30% faster access to experts
Sandy Carter IBM VP Social Business
July 15, 2013
http://socialbusinesssandy.com/2013/07/15/top-roi-use-cases-for-social/

41. Morgan Stanley Wealth Management
Acquiring new clients and building their books
Of the financial advisors using social daily (during a pilot) 40% had
brought in new business from their social media usage.
MITSloan Report: Social Business: shifting out of first gear, July 2013
2,545 respondents from 25 industries and 99 countries.
Royal Bank of Canada
Customer satisfaction
Recorded an 18% improvement through the use of internal social
technologies
Reported by IBM, June 2012

42.
Social ROI – We’re working on it
“In reality we have very little to prove the worth of the Social Enterprise.
We have some academic studies, we have some anecdotal evidence, a few
(very few) published use cases where metrics are involved, and we have a
whole lot of “it makes sense, just look at it.”
The reason adoption has gone as far as fast as it has is not about ROI.
Rather, it's because of
a) the extent to which the old models are failing and
b) the extent to which many people deeply resonate with the new models.
Predicting the ROI of any enterprise investment can be tricky. At my
company, we have a whole team of people called “Value Engineering” that
dedicate their time to calculating these things. But when the topic is
social business or enterprise 2.0, the challenge is much, much bigger.”
Deb Lavoy in Social Enterprise ROI: Measuring the Immeasurable Apr 12, 2012