How our ESN impacts the bottom line - Kevin Austin
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The document discusses Shell International's enterprise social network and its impacts on financial efficiencies. It notes that the network now has over 44,500 connected employees worldwide, with 5,500 new posts and 4,000 likes per month. The network helps Shell achieve business goals like selling $1 billion in premium lubricants in 2014. Leaders see the network as powerful for engaging people and driving objectives. Employees have found the network helps spread their messages far and launch new global programs.
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How our ESN impacts the bottom line - Kevin Austin
- 1. Copyright of Shell International Financial Efficiencies How our Enterprise Social Network impacts the bottom line Kevin Austin Collaboration Consultant
- 2. Copyright of Shell International 5 YEAR GROWTH 44,500 CONNECTED EMPLOYEES WORLDWIDE 5500NEW POSTS PER MONTH 4000LIKES PER MONTH 500 AVERAGE NEW NETWORK MEMBERS EVERY MONTH 1200CONNECTED DEPARTMENTS
- 3. Copyright of Shell International ADOPTION LEARNING EVENTS CONTENT CHAMPIONS
- 4. Copyright of Shell International 5 YEAR GROWTH 44,500 CONNECTED EMPLOYEES WORLDWIDE 5500NEW POSTS PER MONTH 4000LIKES PER MONTH 500 AVERAGE NEW NETWORK MEMBERS EVERY MONTH 1200CONNECTED DEPARTMENTS
- 5. Copyright of Shell International BUSINESS FOCUS What are they trying to achieve? How do they make money? How do they measure success? STRATEGIC EMBEDDING What processes help them achieve their targets? Who are the people responsible for delivering success LEADERSHIP How can leaders contribute to success? Are they familiar with how to use the tools? What’s in it for them? COMMUNITY What are they talking about? Who is driving the conversation What happens to the discussion? HOW TO REALISE ROI FROM SOCIAL COLLABORATION
- 6. Copyright of Shell International SHELL’S GLOBAL LUBRICANTS BUSINESS AIMS TO SELL $1,000,000,000 OF PREMIUM SHELL LUBRICANTS IN 2014 BUSINESS FOCUS
- 7. Copyright of Shell International YAMMER WILL BE THE CORE STRATEGIC TOOL TO HELP BUILD A ‘PREMIUM CULTURE’ ACROSS GLOBAL LUBRICANTS. STRATEGIC EMBEDDING
- 8. Copyright of Shell International PEOPLE ARE ENGAGED IN DRIVING OUR PREMIUM OBJECTIVES AND THAT’S VERY POWERFUL LEADERSHIP - ANDREW HEPHER GM MARKETING GLOBAL LUBRICANTS “
- 9. Copyright of Shell International COMMUNITY I NEVER DREAMED SHARING A STORY ON YAMMER WOULD HAVE AS FAR AS AN OUTREACH AS IT DID. - SASHA ARASTEH US PROMOTIONS IMPLEMENTER “
- 10. Copyright of Shell International THE TRADE INFLUENCER PROGRAMME WAS BORN AND LAUNCHED AROUND THE GLOBE!
- 11. Copyright of Shell International
- 12. Copyright of Shell International BUSINESS STRATEGY COMMUNITY LEADERS ROI
Notes de l'éditeur
- What’s it about : Pragmatic approach to deploying ESN : Explained through a real use case from our global lubricants business Who am I : Worked at Shell for 10 years: Mainly as a BA : Collaboration Consultant 3 years ago Tasked with making ESN a success Always learning : bringing new insights into Shell : trying new things in company not changed for 100 years
- Snapshot of Our ESN : We use Yammer Healthy network : lots of activity : still growing
- Accelerate adoption Usual things Virtual training and demos Yam jam’s and competitions Interesting content to spark discussions Champions to promote within business areas Celebrated how great we were Took our stats to senior leaders Had a different take…
- Confused Showed them the stats again
- But look at everyone collaborating and being awesome They said…
- We were very upset Knew they were right, we need to prove ROI In search of ROI and talked to the communities Came up with a method
- 4 key elements to realising ROI Talk through them using best example from Shell
- We wanted a business focus Avoided functions Avoided time and efficiency savings Found out their top objective Ambitious target
- Talked to senior leaders Dug deeper on how they would achieve the goal Discovered Yammer was integral to strategy It was in the GPA of all employees Share success, challenges, news in Yammer
- UNDERSTANDS why they are doing it Wants it to SUCCEED BELIEVES in it
- Didn’t see the value at first Posted because it was in the strategy Recognition from senior leaders
- Included in the Strategy Forced agile approach New yammer group
- Tracked & shared influencer progress around the world Product Training Application Promotions replicating success Feeding back Continuous loop of best practice and collaboration
- Focus on how the business makes money Encourage them to make it part of their strategy Onboard leaders, train, talk about the money Keep a close eye on what’s being shared Creating a collaborative environment linked to ROI