By Anthony Poncier, Director of Social Business, EMEA, MSLGROUP,
and Sébastien Faure, Social Media Strategies Consultant, Publicis Consultants
Optimising Digital
Collaboration from
the Inside Out
How Digital Collaboration Boosts
Employee Engagement, Knowledge Management,
Company Culture and Customer Relations

Contents
01 Introduction
01 Optimising Digital Collaboration from the
Inside Out: Fad or Fundamental?
02 New Business Models Spur New Behaviours
03 Behind the Scenes at Airbnb
04 Digital Collaboration Leadership
05 Digital Collaboration Transitions Backed
by the Executive Committee
06 Governance to Support the Vision
08 Case study: Behind the Scenes at Cannon
10 Boosting Employee Engagement
11 The Crux of the Transition
12 From Information to Participation
13 A Culture Change for Employees
15 Case study: Behind the Scenes at Ahold USA
16 Digitising Customer Relations
17 Ongoing Actions and Reactions
19 Organising in a Branded Content Setting
21 Conclusion
22 A Fresh Vision of Your Company
23 About the Authors

Introduction
When Andrew McAfee, now a research scientist
at Massachusetts Institute of Technology (MIT),
coined the term,“Enterprise 2.0” in 2006, he
called it, “the use of emergent social software
platforms within companies, or between
companies and their partners or customers.”1
More simply put, it’s all about companies using
social media, collaborative tools and social
networks to connect people, information and
company assets in more effective ways.
Companies have come a long way since those early days, with many
seeing significant improvements in operations, people satisfaction and
bottom line results. Among the lessons learned is that it’s not just about
technology. Determining digital collaboration’s role, how it will be used
and how to incorporate it into company culture are what really matters.
The focal point: improving internal and
external interaction
Smart companies use digital collaboration technologies to improve
interaction within their ecosystems of employees, stakeholders,
customers, partners and prospects – all of whom use various
applications to network and streamline processes. Usage is growing,
with 89% of top managers believing digital technology has a major
impact on their companies.2
This is far from a fad, but rather a
fundamental response to a world where the pace of work, change
and collaboration continues to accelerate.
Technology expectations: target vs. truth
We all know the world is moving faster and faster, decisions must
be made quickly and employees must be able to find the right
information, right now. What companies need and what they’re
getting, however, are two different things.
The truth is, companies must substantially increase knowledge
worker productivity, the same way management increased manual
worker productivity in the 20th century.3
Employees today waste
about 5.3 hours per week due to inefficient processes.4
Two-thirds
can’t find the help they’re looking for.5
Sixty percent of employees
in European organisations spend at least an hour a day duplicating
other employees’ work.
Digital technologies and collaborative processes help significantly by
creating links between people, information and resources. Seventy-seven
percent of networked organisations have increased their employees’
speed of access to knowledge, 63% have increased their marketing
effectiveness and 45% have increased supplier and partner satisfaction.6
Technology certainly helped achieve these results, but it takes a
change in a corporate culture to inspire employees to behave differently.
Collaboration is the first thing CEOs seek from their employees; 75%
consider it critical.7
Optimising Digital
Collaboration from
the Inside Out:
Fad or Fundamental?
1 Andrew McAfee, Enterprise 2.0, version 2.0,
andrewmcafee.org/2006/05/enterprise_20_version_20/
2 CSC 2015 Survey on the Switch to Digital Technology
3 The productivity of knowledge workers increases by
between 20-25% if we improve the communication
and collaboration processes. McKinsey: The Social
Economy: Unlocking value and productivity through
social technologies, McKinsey Global Institute Report,
July 2012
4 Measuring the Pain: What is Fragmented
Communication Costing Your Enterprise?: enterprise.
siemens.com/open/se/docdownloads/secure/
UCSurvey.pdf
5 Harris Interactive and Tacit Knowledge Systems Poll,
2003
6 McKinsey Quarterly: The Rise of Networked Enterprise:
December 2010
7 IBM: Leading Through Connections’ - Highlights of the
Global CEO Study, IBM Institute for Business Value,
May 2012
some employees in
European organisations
spend an hour or more
duplicating the work
of other employees
every day.
some companies have
increased the speed of
their employees’ access
to knowledge
some companies
have increased their
suppliers’ and
partners’ satisfaction
some companies have
increased their marketing
effectiveness
60%
77%
45%
63%
01

Introduction
There’s nothing particularly new about
Enterprise 2.0 or “social business” concepts.
What’s new are nontraditional competitors who
are changing the playing field by interacting
with customers in nontraditional ways. These
may be pure players or companies from
completely different sectors adopting new
approaches. Free of the usual constraints and
expectations, they are reshuffling the cards and
redefining markets.
This change is occurring at a rate that traditional businesses struggle
to follow. Uber in transport, Amazon in commerce, Airbnb in hospitality
and Google in any number of areas are designing a networked society.
There are endless examples in every sector including energy, telecom,
transportation and so on.
The shift may motivate you to rethink your business model, not just
because of new competitors, but because it shows customers’ habits
have changed. They accept and demand an increasingly digital culture
based on interaction, sharing and commenting.
There’s no question the new environment calls for technologies to
improve your supply chain, customer service and employer brand.
The biggest change, however, comes in adjusting your culture. These
models require engagement among internal and external stakeholders
to improve the experience and user pathway. Otherwise, “uberisation”
awaits you,8
primarily because:
Social ties, mobile technology, real time, new web applications
and digital tools make this requirement even more important and
necessary.
The relationship with the outside world and specifically your
customers and prospective customers is driving you toward this
change so you can meet these new demands effectively.
It is not the technology that’s important, but what it provides and
the new culture it spawns.
New Business
Models Spur New
Behaviours
8 “Everyone is beginning to worry about being Uberised.
The idea is that you suddenly wake up and find that
your traditional business has disappeared. Customers
have never been as disoriented, or concerned about
their brand and their business model.” Maurice Levy
http://www.ft.com/cms/s/0/377f7054-81ef-11e4-b9d0-
00144feabdc0.html#axzz3rMtVIyGG
Consumers’ new practises
are forcing companies to rethink
their organisational models
Social Mobile Connection
and real time
02

Q
Would you introduce yourself
and Airbnb?
A
Airbnb, which was founded in San
Francisco in 2008, is a community
platform that connects people who want
to rent all or part of their homes, with
travelers from all over the world. We
connect people in more than 34,000
cities and 190 countries.
We opened a French office in Paris in
2012, which I manage. Before joining
Airbnb, I was the regional manager
at Groupon France, after working for
McKinsey as a consultant.
Q
What has changed in Internet
users’ behaviours and/or practises
that made the collaborative
economy take off in such a
significant way?
A
The collaborative economy
represents practises we are familiar
with on a small scale (swaps between
neighbours, for instance). It has
increased significantly over the past
few years for these reasons:
• Technological: the Internet has
enabled development of local
practises (barter, swaps and rentals)
on an international scale.
• Societal: people have a genuine
desire to escape from individual
consumerism to focus on more
human models.
• Financial: French residents’
purchasing power has fallen by 4%
since 2009, resulting in searches for
“good deals.”
Indications are that the collaborative
economy meets a need and a desire,
i.e., consuming in a different way. If we
take the example of Airbnb, the travel
experience has not changed much, even
though global tourism has continued
to grow. Airbnb not only provides
additional accommodation capacity, but
a new, more local and genuine travel
experience. Accordingly, we believe
that this new form of travel will stay the
course and will continue to expand in
the coming years.
Q
What impact does this have
on the way your employees work?
A
We all use collaborative
consumption services! This is
undoubtedly reflected in our way of
working as well: our teams collaborate
naturally on cross-functional projects.
We use collaborative corporate tools
like Google Documents and Hackpad.
Trust and discussions, together with a
spirit of enterprise, are key collaborative
consumption values, which are also
found in our corporate values. We
reinforce these values with team
activities outside work.
Q
What makes you stand out from
your main “traditional” competitors
in your business sector?
A
Airbnb offers trips that are more
focused on “experience:” sharing good
times with your host, obtaining the
advice of a local in order to take part in
activities that are off the beaten track,
staying in less touristic areas, etc. We
also have a very strong community with
which we have established relations
based on trust and goodwill. Airbnb
is much more than a website – it is
a concept that can change the way
individuals discover the world.
Introduction
Indications are that the
collaborative economy
meets a need and a
desire, i.e., consuming
in a different way.
Behind the
Scenes at Airbnb
An interview with
Nicolas Ferrary,
Director of Airbnb France
03

Digital
Collaboration
Leadership

Digital Collaboration Leadership
Digital
Collaboration
Transitions
Backed by
the Executive
Committee
For a long time, collaborative working was
all about the tool. It was thought that a new
technology tool would naturally inspire
employees to start collaborating. This
assumption led Gartner to estimate that more
than 80% of social network projects conducted
by information technology (IT) departments
would fail, as these departments are used to
providing technological solutions, not solutions
focused on the value to businesses
or customers.9
Nowadays, executives know the transition to digital collaboration
goes far beyond the tool – to organisational structures, attitudes and
governance. Accordingly, 74% of executives have a digital strategy
aimed at changing the way they work and meeting these new
challenges.10
Escalating collaborative technology decisions to management, which
is increasingly frequent, is good news, as we are actually talking about
overall change in organisational structure. Let’s be honest, though.
Many people still focus on the “tool” instead of the “transition.” Digital
collaboration tools may have spurred the transition, but they are not
the central issue by any means.
Management must commit
Sponsorship at the highest levels has been one of the keys to successful
digital collaboration implementation. Therefore, companies must adopt
a collaborative enterprise view, which goes beyond merely implementing
a technology tool. The desire to change is increasingly important, since
88% of companies surveyed by Altimeter Group are introducing a
system to transition to digital technology.11
Companies must “stand on both feet” and adopt an approach that
addresses short- and long-term issues. It will show employees the
company is not focused just on cost-cutting, but on a long-term view
where all employees have a role. This strong signal opens up new
prospects and enables organisations to move forward. The goal is
not to add complexity, but to overcome stumbling blocks to change.
Top management must focus on providing direction and measuring
results, and less on micromanaging teams. They should help speed
decisions, review and act on feedback, break down silos and encourage
transparency as a result of information circulating more easily.
Action steps toward change
If your executive committee is removed from digital collaboration issues,
an inverse mentoring approach12
to raise their awareness is one possible
solution. Caution: even if the executive committee backs the project, it
must not give rise to a top-down approach.
9 http://www.cio.com/article/727817/Gartner_Social_
Business_Software_Efforts_Largely_Unsuccessful_for_Now
10 Forrester: State of digital business 2014
11 Altimeter Group: Digital Transformation Survey, 2014.
12 The roles are reversed: it is not a senior employee who is
transmitting their experience and know-how, but a younger
employee, who will share their knowledge and bring the
older employee “up to speed” on certain issues, such as
digital technology.
05

Digital Collaboration Leadership
Although the transition to digital
collaboration is not merely a matter
of tools, top management must
understand the challenges and
opportunities associated with these
technologies.
Creating a digital culture does
not happen overnight. It involves
establishing a robust governance
process, which can prevent the silo-
based and hierarchical environment
that exists in many companies.
Processes must be flexible enough
to adjust to what exists, as well as
support practises that will evolve.
As important as governance is, only
16% of respondents to a 2014 survey
believed governance systems are
well understood and rolled out in
organisations.13
A governance process that
serves corporate needs
To be legitimate, the governance
process must genuinely support what
the digital enterprise will be and its
impact on employees’ and customers’
day-to-day lives. In a nutshell, it
must have meaning and bring your
employees onboard to respond to new
customer challenges.
Digital collaboration must enable
companies to meet business
requirements and simplify existing
processes before going further to
develop new practises and meet other
requirements. When raised to the
highest level, this helps you avoid
reproducing existing silos within your
information systems via separate
collaborative solutions, while covering
most end-users’ requirements and
practises.
In addition to enabling employees to
interact differently, governance also
helps employees understand the new
culture and want to commit to it,
entering into a win-win for themselves
and the company. This is one of the
main keys to digital collaboration
success. Bringing employees onboard
ensures they apply new practises to
existing processes initially and develop
new processes later.
Action steps toward change
There is no perfect governance process,
and the process must be suited to your
company. It should address project
governance (which can be more or
less centralised), information systems
governance and an overall operating
process that enables everyone to share
their experiences.
Yes, the tool matters
While the tool may take a backseat
and blend into the background, it
can become a genuine hindrance if
it’s not ergonomic or does not meet
user requirements. To avoid this
situation, you must start with business
requirements that can be turned into
collaborative practises. Don’t restrict
yourself to a short-term view; as your
employees become more experienced,
their collaborative practises will change
over time. Although collaborative
working did not wait for the 2.0 version,
its expansion within companies is
linked to the ramp-up of collaborative
tools such as corporate social networks.
These technologies make collaborative
practises more tangible, just like e-mail
in its day, which significantly simplified
companies’ communications, even
though they had done just fine without
them until that point.
The tool can hide a forest
of other problems
Infrastructure is important, but it is
only the vehicle for new collaborative
practises. Results depend first and
foremost on you. Your investment and
engagement will make the difference,
so don’t neglect preparation before
launching the platform.
People often blame the tool when a
technology project fails. The tool is
rarely the problem. The reason for
failure is more often the lack of getting
employees to buy into the tool and use
it in their day-to-day lives.
Governance
to Support the
Vision
13 Altimeter: Social Business Governance: A Framework
to Execute Social Business Strategy, November 2014.
An unbalanced breakdown of
the budget between the staff
and the solution
Technology
budget
Human
resources
budget
20% 80%
80% 20%
06

Digital Collaboration Leadership
Action steps toward change
There is no miracle technology solution
that will meet all your requirements.
Instead, look at your business and end
user requirements, then find a solution
that meets those requirements and
works with existing constraints such
as knowledge management, social
customer relationship management
(CRM), co-creation and open
innovation. Likewise, think about your
targets, your requirements and your
strategy from an external standpoint.
Communications director
at the helm
As long as digital collaboration is
seen as tool-based project, the IT
department is responsible for it. Today,
IT departments are responsible for 29%
of digital transition projects.14
Now that these kinds of projects have
been escalated to executive committee
level, companies should assign them
to a cross-divisional function that
serves business lines internally and
externally. Organisations often turn to
the communications department and
to human resources (HR) when the CEO
does not back the project directly.15
HR, which remains somewhat in the
background, rarely spearheads these
initiatives and may be completely
removed. Communications is typically
more proactive on this issue and takes
over to back it at the company level.
Internal communications
leads the charge
The internal communications
department, which is used to social
networks, is usually more aware of the
digital culture and issues. In addition,
communication processes are the first
ones affected by the introduction of
a corporate social network tool and
collaborative environment. The tip of
the iceberg is the infamous intranet – a
symbol of top-down communications.
Change management, which will lead
users to adopt the new tool initially
and new practises later, is often driven
by the internal communications
department. This doesn’t mean they
should be the only department backing
it, but they should facilitate others who
are involved, including IT, business
lines and HR.
Do you need a chief
digital officer?
Chief digital officer (CDO) and
director of digital technology titles are
appearing more frequently16
at large
companies. These professionals often
find themselves in difficult positions.
Sometimes they are attached to the
board, which gives them a kind of
moral authority, but they have no
troops and find it hard to act. In other
cases, they are attached to a division
such as Communications, Marketing
or IT, and end up engaged in trench
warfare. They’re often either internally
or externally focused, depending on
their personal career paths, but they
must manage both dimensions, as one
cannot exist without the other in social
business.
An effective CDO has a wide range of
skills in technology, communications
and change management. In addition,
he/she must be able to:
1 Establish a sense of urgency
2 Create a coalition of change
sponsors
3 Articulate clear goals
4 Communicate the philosophy
5 Give people independence and
authority to implement programs
6 Celebrate short-term victories
7 Build on the gains achieved
8 Institutionalise change
Action steps toward change
Should you start by rethinking the
internal operating process? Putting
a corporate social network in
place? Reviewing the organisation’s
operating process? Reviewing the
business model? Reviewing your
customer relations?
The issue of digital collaboration did
not appear at your company for no
reason. There have been trials, at the
very least, and people have experience
on the issue. Put your key people
around the table to see what you
have, your strong points, your weak
points, expectations, support and
potential obstacles.
14 Altimeter Group: State of Digital Transformation, 2014
15 Ibid. 42%
16 40% of companies in the CAC40 Index have already
hired a Chief Digital Officer (Microsoft Techdays Ideas,
February 2015)
Managing change,
an illustration
Based on Kotter’s
8 stages of change
1
5
4
8
2
6
3
7
07

Digital Collaboration Leadership
Q
Can you tell us a little bit about
Canon, its history and your role in it?
A
Almost everyone will have heard of
Canon. Synonymous with photography
and visual imagery, the company has
been going strong for nearly 80 years
since it was founded in Japan in 1937.
Most people know Canon from its
consumer business of cameras and
printers and we are frequently named
as one of the world’s most popular
brands for this reason. However, there’s
a lot more to Canon than that. Not
only are we involved in lots of varying
industries from medical imagery to
CCTV (closed circuit television), but
for a company with such a rich history,
we’re actually incredibly innovative too.
We file an average of five new patent
registrations every day in the U.S., and
for almost 30 years we’ve consistently
been in the top five most prolific
companies in this area.
Most importantly, it’s our company
culture that allows this to happen.
It’s really special and something Canon
and all our employees are very proud
of. We call it Kyosei, a Japanese word
that means, “living and working for
the common good,” and it shapes the
way we treat our people and conduct
our business because we are mindful
of how our activities impact our
customers, employees, partners and
the world around us.
On a personal note, I’m part of
the Marketing and Corporate
Communications team within EMEA
and I recently led a project we called
“Miru,” which was designed specifically
to bring our employees closer together
and enact Kyosei across all areas
of the business.
Q
What was Miru, and why was it
necessary when you already had such
a proud company culture?
A
Everyone is very aware of our
culture and lived it in their own silos,
but we wanted to broaden it so teams in
different areas, different countries and
different parts of the company could
reap the benefits of sharing knowledge
and working together easily. In the
most basic sense, it is a new company
intranet but in reality, it’s more like
a digital workspace that’s engaging,
inclusive and – most importantly –
incredibly useful.
Miru means “to see” in Japanese and
the intended function was twofold.
Firstly it was to encourage behavioural
changes that would encourage diverse
teams from across the broad Canon
spectrum to work collaboratively,
instead of just within their own offices.
Behind the
Scenes at Canon
An interview with
Neil Barnett, European
Marketing Manager,
Canon EMEA
08

Digital Collaboration Leadership
Secondly it was technological. Our
people weren’t fully empowered to
behave according to Kyosei because
they didn’t have all the necessary tools.
In less than a year, Miru introduced
lots of really useful, cutting-edge digital
and social platforms such as Yammer,
Skype for Business and OneDrive that
have genuinely become part of Canon
employees’ daily lives. Now everyone
can – and does – work collaboratively,
innovatively and with more agility and
responsiveness than ever before.
Q
How long has it taken to do this,
and what have the challenges been?
A
It’s taken about a year to
conceptualise and start implementing
Miru – nowhere near as long as you
might think for a company that employs
17,000 people throughout 116 countries
and with the obvious language barriers
that go alongside this. In just a few
months, we’ve got the vast majority of
employees using Miru in some way and
the feedback from this time has been
inspiring – a 67% uptake of Yammer
versus an industry standard of just
16%; an average of over 90% positive
feedback from leaders, mentors and HR
directors across the board; and dozens
of business successes that have come
about directly thanks to Miru.
The challenge is an ongoing one,
because we don’t consider the process
“finished” – and it may never be. While
we have made good progress with Miru,
we know that it is very easy to fall back
into old habits and, because technology
is evolving rapidly, another challenge
is to become comfortable with ongoing
change.
But this is actually a big opportunity
for us. A lot of the digital change we see
in the world is tightly interlinked with
products and services Canon can offer,
including trends such as 3D printing
and virtual and augmented realities.
Having Miru in place means Canon
is much better aligned with how
quickly this new world moves, so we
can be proactive instead of reactive
when it comes to emerging digital and
industry trends.
Q
What’s next?
A
We keep innovating by using
the growing digital dexterity of our
employees, which is – and always has
been – really important to Canon.
It’s about delivering a more consumer-
like computing environment that’s
better able to facilitate flexible working
practises.
We believe that, to be successful,
companies need to support the digital
workplace by shifting their culture from
“knowledge is power” to “knowledge-
sharing is power” – no longer rewarding
heroes, but celebrating collaboration.
That will breed faster sharing of ideas,
more innovation and the ability to make
changes quicker, which is what Miru
does, and will continue to do, for Canon.
Companies need to
support the digital
workplace by shifting
their culture from
‘knowledge is power’
to ‘knowledge sharing
is power.’
09

Boosting
Employee
Engagement

Boosting Employee Engagement
The Crux of the
Transition
Research shows that around 80% of employees
are not committed to their companies and
many do little more than show up.17
Many
factors influence this situation, including
management styles, leadership, company
reputation, working conditions, opportunities
to get involved, interesting work, recognition
and personal development programs. Digital
collaboration can help with most of these,
provided you don’t just install a tool, but use
the tool as a driver of cultural change.
It is important to understand how a digital collaboration engagement
will lead to a win for the company, its employees and its customers.
The goal is a better process flow to make life easier and the work more
rewarding for all stakeholders.
This is especially necessary since, as part of an approach based on
the symmetry of attention principle, the quality of a company’s relations
with its customers is equal to that of the company’s relations with its
employees.18
This internal-external mirror can be used in the context
of an e-ambassadors program involving employees, as we will see later.
17 http://www.gallup.com/poll/165269/worldwide-employees-
engaged-work.aspx
18 Employees First, Customers Second, by Vineet Nayar,
published by Editions Diateino, http://www.amazon.in/
Employees-First-Customers-Second-Nayar/dp/1422143872/
ref=sr_1_1?s=booksie=UTF8qid=1435146809sr=1-1key
words=employees+first+customers+second
Symmetry of attention
11

Boosting Employee Engagement
Circulating information within a
company has always been fundamental
and heavily controlled by the internal
communications department.
Today, this top-down control is partly
obsolete. Remember, 50% of useful
information comes from conversations
around the coffee machine. Although
this mode of communication is obvious
and natural for employees, especially
younger generations, the company and
communications department don’t see it
the same way. Corporate networks tend
to be used as top-down intranets rather
than channels for conversation and
employee interaction.
The end of top-down
communications
Breaking with the top-down approach
to communication means reversing
the flow of information in a traditional
intranet, which is top-down by nature.
You want dialogue, not a monologue.
This may involve losing control of the
message, possibly calling the timetable
into question and creating the need to
answer questions before you’re ready.
Historically, the communications
department was in full control of
the announcement timetable and
production processes for a potential
event. Once a collaborative approach
is introduced, conversations emerge in
various communities that affect timing
and actions required. Information flows
across divisions and among employees
while the communications department
becomes a mere spectator. This doesn’t
mean they do nothing. Their jobs shift
to curating, optimizing and sharing
information for the benefit of employees,
stakeholders and the company.
There’s no need to panic
Despite its bottom-up nature,
collaborative communications are not
intended to be a forum for employees to
say anything they want. Discussions
can be guided, thanks to theme-focused
communities. The lack of anonymity
leads to self-censorship rather than
people going overboard with their
comments.
It will probably be harder to manage
a lack of content than to moderate
comments, but you must realise
discussions can become emotional.
These situations requires management
to step back and allow people to speak
up. You must trust your teams. This is
the first step toward cultural change.
Action steps toward change
Companies must address the issue
of moderating comments in the event
an employee “overreacts.” Many still
lack the trust that forms the basis of
collaborative working. You can’t expect
people to engage if the message at the
outset is, “We don’t trust you.”
Meanwhile, this absence of trust is
mutual. Many employees wonder what
will happen to them if they voice their
opinions on the corporate network. This
refusal to let go on both sides stems
from the fact that collaborative working
goes against current management
methods, which are more “command
and control” than participatory. It is up
to you to make your management style
more inclusive and send out the right
signals.
From
Information to
Participation
12

Boosting Employee Engagement
As mentioned, projects of this kind
have traditionally been implemented
by IT departments, which applied the
change management processes of large
IT firms. Likewise, organisational and
management consultants, who are more
process-focused, have produced a large
number of change management kits,
which are undoubtedly useful and well-
designed, but do not solve the main
problem: how to gain employee buy-in
to a new culture.
Unlike an integrated software package
where use is mandatory, involvement
in corporate social networks is typically
more reliant on goodwill and voluntary
participation.
Boosting employee engagement
Getting employees to engage means
the internal communications work will
take place in two stages. It will initially
involve producing a genuine change
communications campaign (on the
condition, obviously, that management
has decided on genuine change;
otherwise it risks a promise that will not
be kept). This will trigger employees’
curiosity and make them want to
embark on the “digital adventure.” It
will be hard to get employees on board
without this emotional connection.
Since a communications campaign
is not enough to manage change, a
network of change officers should also
be set up. This will create support and
more extensive employee buy-in to
these new practises and the resulting
culture.
Changing mindsets
Ultimately, a culture change is a
change of mindset. Digital enterprise
is not limited to using a corporate
social network “properly” or aligning
a few business processes. We are
talking about a change of stance and
leadership for the management team,
i.e., agreeing to give before receiving,
sharing, copying, offering opinions,
making suggestions and so on.
This implies freedom of expression and
discussion, which leads to inclusive
management and taking collective
decisions by the entire team. Managers
must not be perceived solely as part of a
power and hierarchy-based relationship.
They will play a role more akin to that
of team leader or facilitator. They will
need to know how to coordinate without
centralising, and lead with no hierarchy.
If the management process is inclusive,
presumably there is also significant
day-to-day delegation.
The time a manager saves by
delegating will enable them to develop
their teams, review and give meaning to
their actions and differentiate between
priorities in order of rank (important
and/or urgent). This process embraces
fundamental concepts including:
• Respect instead of domination
• Trust instead of discipline
• Transparency instead of opaqueness
• The collective rather than the
individual
• Promotion rather than appropriation
Although the communications
department is not the only one that
should promote this change of mindset
and go beyond an informative role,
it is the primary backer of this kind
of transitional project. They have
already been faced with rebalancing
the relationship between the company
and its customers via social media.
The same change will be necessary
for internal issues.
Action steps toward change
Your managers are the conduit to
employees. You must rely on them to
move the digital collaboration culture
forward. Begin by making them aware
of the issue and changing management
guidelines so they have a reason to
change their way of doing things.
Managers need incentives, like
everyone else. There must be a desire to
change and organise micro-events such
as “lunch and learn” or “innovation
breakfast” events to raise everyone’s
awareness of new challenges and make
them want to go further by awakening
their curiosity.
A Culture
Change for
Employees
19 A hackathon is an event where developers meet
in order to program on a collaborative basis, with the
aim of producing an application prototype in a few
hours. The term is formed from hack and marathon.
The participants are mainly driven by merit.
20 http://mashable.com/2014/05/16/full-new-york-times-
innovation-report/
Respect
+
The values of the
collaborative company
Collective working
+
Transparency
+
Promotion
+
=
Trust
13

Boosting Employee Engagement
Trust is the basis for
collaborative working
As noted, top management must
embody a collaborative culture vision
and share the digital technologies
project with all employees. This will
enable everyone to understand what
they are contributing to. Thanks to the
discussions the process may generate,
everyone can contribute to resolving
problems and innovating at their own
levels.
This kind of initiative-taking is
only possible when people trust the
organisation and the right to err. This
view must be shared so the project is
collective and people get involved. This
gives everyone a clear understanding
of the challenges to come and prepares
them to accept requirements for change.
In fact, although decisions come from
management, their application is the
result of employees’ work.
Everyone must understand what is
expected of them in order to commit.
As Peter Drucker used to say, “Ninety
percent of what we call management
consists in making employees’
work more complicated. In a new
management world, I see employees
managing their workload, and asking
a coach for support when they need it.”
To achieve that ideal, employees
need to:
• Be part of something that motivates
them (vision)
• Make sense of their commitment
(project)
• Develop a feeling of belonging
(community)
• Know their work is recognised
(impact)
As you can see, the essence of a digital
collaboration culture is apparent in
these four points. Sharing a vision
is important, while being able to
contribute to the resulting strategy
turns out to be even more effective.
This not only gives employees a better
understanding of the strategy, it makes
them feel they are stakeholders in its
implementation. This dual approach
is both top-down and bottom-up,
and characteristic of a new operating
method.
Action steps toward change
As in the case of the governance
process, you must find the
organisational structure that suits you
and embodies the cornerstones of a
digital collaboration culture:
• A networked organisational structure
that best fits (community, holacracy,
revolving leadership, etc.) and
includes a leadership process to be
more independent, innovative and
responsive
• A networked organisational structure
that goes beyond the company’s
borders to include all external
partners who are sources of added
value
• A networked organisational structure
that is open and customer focused.
Ultimately, if this structure is
driven by “enhanced customer
relationships,” it will spawn
other methods of interacting with
employees to reduce intermediate
layers and increase contact points.
The cornerstones of
digital culture
Motivation
(vision)
Belonging
(community)
Engagement
(project)
Recognition
(impact)
14

Boosting Employee Engagement
Behind the
Scenes at
Ahold USA
An interview with
Kim Cannon, Director of
Internal Communications
Q
Tell us a little about Ahold USA.
A
Ahold USA (AUSA) represents the
U.S. sector of Koninklije Ahold N.V., a
Dutch-based international company
with retail grocery in multiple countries.
AUSA’s four divisions operate more than
800 stores across the Northeast and
mid-Atlantic regions. Our family of stores
includes Stop Shop, Giant Foods and
GIANT/MARTIN’S. In addition, Peapod
is AUSA’s online grocery business.
AUSA stores put the customers’ constantly
changing needs, habits and expectations at
the core of our business. Not only do today’s
consumers want to eat healthier, they want
higher quality, more convenience and to
save money. They want to shop in a warm
and welcoming environment, but are often
too pressed for time to enjoy a casual trip to
the supermarket.
To meet these growing expectations, we
offer better products, a better environment
and better prices. This means containing
costs, improving product selection and
merchandising, and making sure we
have friendly, knowledgeable staff in our
stores. The success of our businesses
depends on Associates’ commitment
and passion. Without their buy-in, our
businesses can’t achieve their goals. It’s
incredibly important to have each and
every Associate on board – and yes, that
means supporting 100,000+ Associates
to help them understand our markets and
strategy and what they can do every day
help our customers save money, save time
and eat well.
Q
How have you traditionally driven
Associates’ engagement with the
business?
A
Most division Associates work in retail
stores or at distribution centers. They
aren’t at computers during the day, and
a 9-to-5 schedule isn’t all that typical for
them. This means our divisions have to
rely on printed materials and manager-led
communications to reach and engage
with every Associate.
Over the past few years, we have
developed a structure to help Associates
understand our customers’ constantly
changing needs. Our divisions hold
quarterly engagement meetings to provide
an inside look at our strategy and our
expectations of them. Our divisions follow
that up with printed communications and
other tools such as sales aids, reference
guides and posters. Recently, we also
implemented recognition programs that
reinforce customer service behaviours
our divisions expect their employees
to exhibit, and reward Associates for
exceeding customers’ expectations.
While this infrastructure has worked,
we’re excited to continue the transition to
digital communications to support store
managers and ensure we understand
Associate concerns and challenges in
real time. This approach allows our
businesses to be more informative,
interactive and inspiring. A few of the
current initiatives underway include:
• Our divisions are launching an
Associate web portal to give in-store
Associates the opportunity to receive
updates on the company’s success,
recognition of associates doing great
work and other interesting news
without cumbersome processes or
logins. Managers and district teams
will be able to issue updates in real
time, which is a huge advantage for
Associates.
• One of our divisions is piloting an
Instagram program with Associates
to further spread success stories
amongst store locations. Associates
can share what’s working in their
stores and spotlight recent successes
or milestones. This program recognises
great work, gets Associates involved
and allows stores to copy each
other’s success.
• Our divisions launched an interactive
digital career tool that allows Associates
to explore all the different directions
they can go in the company and meet
other Associates who have already
advanced along the same or similar
career paths. This helps Associates
plan and develop the skills they need
to grow.
Q
Has going digital been a difficult
sell with leadership?
A
Not at all. Peapod pioneered the
online grocery business and our
company’s digital strategy is central to
its overall business plans. It’s in our
DNA. At the same time, our leadership
wants to ensure we focus on the right
activities and initiatives in this space.
For every digital initiative we consider,
there are a host of questions, starting
with, “Does it support Associates in
focusing on our customers’ needs and
expectations?” In addition, we always
consider the business case from a
financial perspective, as well as the risks,
including the unique risks associated with
social media. Risks are managed with a
thorough discussion of the issues and,
where appropriate, detailed mitigation
plans to give our executives confidence
we’re prepared to address any issues that
arise. This lets us focus on the upside of
driving engagement with Associates to
grow our business.
Q
How will this shift toward digital
change Associate communications
and business outcomes in the future?
A
Our digital strategy is designed to give
us the opportunity to be more responsive
to our customers and our Associates.
We will be able to gather more real-time
insights from Associates about our
customers and about their wants and
needs, so the benefits are considerable.
However, we also understand the
shift toward digital engagement and
communications does not replace and
should support and complement in-person
interaction. It’s simply an added layer
of connectivity, meant to improve the
communications already in place. The
combination of high-touch and high-tech
will create deeper loyalty and commitment
among Associates and, ultimately, lead
to a better overall customer experience.
15

Digitising
Customer
Relations

Digitising Customer Relations
Ongoing Actions
and Reactions
Companies are used to external
communications that are top-down and
completely controlled. Interactions with
customers have been relatively limited, both
from a contact and frequency standpoint,
even though most companies now have a
social media presence for customer relations
purposes.21
The communications department will have to
let go22
to respond to a new collaborative culture
that creates added value via the interactions
generated. This means overhauling interaction
methods and developing new practises in
customer relations, such as an employee
ambassador program. This replaces “one to
one” or “one to many” communications with
a “many to many” approach.
21 IBM: CRM Study 2011
22 7 Chief Communication Officers out of 10 approve all
the messages on social media. Corporate social media
governance (March 2015). Enterprise Medias/PCNI
17

Digitising Customer Relations
Smoother inflows and outflows
As mentioned in the previous chapter,
the issue of changing mindsets and
culture has already arisen, due to the
increasingly dominant role of social
media. The conventional internal
organisational structure is far from
optimal to produce content for external
consumption.
In fact, teams are not coordinated and
don’t take advantage of one another’s
experiences or of possible synergies
within the company. Internal and
external aspects cannot be separated;
there is an “ongoing experience”
when sharing information. The
information and knowledge obtained
via social media must be injected into
the company to be processed and
disseminated outside the company.
At this point, you are involved in an
ongoing action and reaction through a
process based on incorporating external
information into a business function that
is usually centralised (we will see this
management process change later on).
Discussions on multiple themes
The various people responsible for
communications on social media
cannot answer all the questions or
support all the requests from customers
or other stakeholders. After all, it is rare
to be a specialist in HR, marketing,
research and development (RD) and
sales at the same time. They must
act as human filters and forward the
information or request to the employee
in the best position to reply.
Depending on the answer to be
provided, either the communications
department will take charge of
forwarding it outside the company,
or a “more expert” conversation will
be required. The communications
department will be the link between
employees and the contact person.
The goal is to give meaning to digital
collaboration on a human scale, as
there can be no engagement with
customers without a human interface,
even if a tool is the intermediary. This
approach may increase the knowledge
of all parties involved and can be
capitalised on if it is transmitted,
especially on a collaborative platform.
Action steps toward change
Collaborative customer communications
calls into question the internal silos
created by various departments who
work on your “external digital presence”
to avoid continually reinventing the
wheel. Everyone must make their
own contributions; however, you must
overcome day-to-day obstacles in the
organisation’s customer relations. This
is the best time to call on the highest
placed sponsor to get everyone into line.
You must first introduce a governance
process that cuts through the usual
silos and allows everyone to express
themselves.
This process will also show where there
are disagreements and overlaps. It will
help you make decisions while letting
people express themselves and
share their experiences and practises.
The goal is to determine the main
sources of value on which to focus
to incorporate digital technology into
your company’s day-to-day interactions
with all stakeholders, short term and
long term.
Inflow
Outflow
Consumer insights
Brand and product content
Competitors’ comments
Direct interactions with customers
Political, economic and
environmental climate
Employees’ comments
18

Digitising Customer Relations
Gathering and using internal and
external feedback are essential
to enrich digital platforms and
create valuable content. Collective
participation does not mean
disorganisation. Curation and editorial
processes are needed. In fact, given
the increasing number of messages
to convey, your company may need to
turn into a communications agency to
manage information flow and capture
the attention of your audience, who
are overwhelmed by emergencies and
requests.
You need to create a newsroom to
gather your employees’, partners’
and customers’ data and content, as
well as stories related to your events,
culture, the market and so on. Every
stakeholder will become a potential
curator who feeds the newsroom either
in push mode (by sending information),
or in pull mode. Your employees can
insert a specific hashtag on Twitter, for
instance, when they relay information,
enabling the “editorial team” to identify
it more easily.
Organising to produce
quality content quickly
The issue is not to produce and
disseminate as much content as
possible to increase background
noise, but to act as journalists and ask
what will interest and engage your
audiences. It means being creative and
going off the beaten track to attract
attention. An information item is only
relevant and visible for a day or two;
this means you must improve the
smoothness of the process to be agile
and responsive when retrieving, editing
and disseminating information. You
must have the right tools (for listening,
sharing, etc.), as well as the right
organisational structure and processes
to meet these requirements.
Content creation in the new
environment means the order of priority
changes from media, themes and
stories, to themes, issues, stories and
media. It means identifying internal
backers among employees who are
positioned to find, draft and share
information internally and externally.
This is the crossroads between know-
how and knowing how to behave, a new
talent management stage, and requires
a well-organised team:
• Analysts to identify weak signals
and uncover trends
• Creators of new digital formats to
change the way you create and tell
your “stories”
• People who will set your campaigns
“to music” to make them visible,
attractive and interactive
This will allow you to keep every
participant in the system informed
of the actions to take, the content to
co-produce and the dissemination
rate to comply with. You will need
ambassadors to make this happen.
Action steps toward change
Eighty percent of useful information is
inside your company; it is up to you to
organise yourself in a network to gather
that information rather than run after
external content. Useful information
does not necessarily mean material
that can be used for a story. As part
of your information-gathering process,
think about what makes a “great story”
to disseminate.
Some information is hard to use in its
raw format, like a long report in PDF,
for instance. A targeted interview with
the author, or computer graphics, will
allow you to highlight the main points
in a more digestible and appropriate
format. Showcase employee authors
to get them to participate.
Content creation in the
new environment means
the order of priority
changes from media,
themes and stories, to
themes, issues, stories
and media.
Organising in
a Branded
Content Setting
19

Digitising Customer Relations
From creating content to the
role of ambassador
As we have seen, more companies
know they need to focus on the
outside world from a social and/or
digital standpoint and not remain
on the defensive.
This requires working with partners
in a collaborative way and developing
a digital marketing culture so
employees feel at ease interacting with
customers or prospects. Even though
most companies still perform these
tasks in a centralised manner, the need
to call on ambassadors is increasing.
What’s done inside can be
seen outside
To prepare your employees to become
ambassadors, you must give them
resources and prepare them. This
begins by sharing their experience with
other departments, e.g., marketing,
communications and HR, and arranging
areas where these discussions can
take place. This assumes the company
is beginning to organise itself as a
network, at least in terms of themes,
and in its marketing and communication
departments in particular. This is
even truer for a global group, where
interactions will be so numerous that
an isolated department cannot reply
to requests in a holistic way.
Supporting employees
in this new role
You must organise yourself to support
employees who want to embody the
brand as ambassadors. This means
defining roles (watch, curatorship,
content production, etc.), processes
and metrics, and securing sponsors
among top management who support
the project and encourage employees.
It is especially important to support
employees with training, practise and
knowledge sharing, give them tools to
work in a collaborative manner, plan
processes for responding in the event of
a crisis and capitalise on all information
gathered. The entire process should be
coordinated by a center of excellence
or expertise.
It is unrealistic to think all your
employees will want to represent the
company, or that you want to involve all
employees in an ambassador program.
It is up to you to identify your most
enthusiastic employees, e.g., those
who have already established a strong
presence on social media and are happy
to share knowledge on the company’s
social network. The goal is to turn
people into the organisation’s “eyes,
ears and mouth.” This does not
involve them promoting a product or a
service, but embodying the company’s
brand. In a digital approach, what you
do inside can be seen outside, and
vice versa.
Action steps toward change
Although some of your employees will
become ambassadors, you must not
forget that this is not their primary role.
Encourage external ambassadors to
make a commitment and contribute via
employee ambassadors. Enable every
customer to interact at every contact
point along their pathway. This will
increase loyalty, help you understand
their expectations and requirements
and increase business over time.
Another option is to use software
packages that pool messages to be
shared by your employees through their
social accounts. Employee engagement
is often supported by a ranking and/or
gamification system.
Organisation of the newsroom
Consistent planning of the content publication process
Editorial Director
Editorial content production
Factory
Content management
Desk
Creating content
Lab
Identifying and
aggregating ideas
20

Conclusion

Conclusion
You will be required to back a new
digital collaboration vision for
your company that welcomes new
generations of employees, seeks to
increase performance and keeps
pace with external trends that are the
focal points of executive committee
discussions.
It is important to see this as an
opportunity and not a hurdle.
If your employees are the focal point
of your business model, you must
“use” them as a genuine competitive
advantage. That is, give them resources
to produce collective intelligence by
improving communication flows, giving
them margins for independence and
letting them participate.
You must also encourage and reassure
employees in a world that is moving
faster and faster, is increasingly
complex and continually changes – all
of which lead to contradictions. In this
context, management communications
will be central to your system to explain
and share the vision. This is also true
for external stakeholders, for whom
collaborative processes will boost your
corporate social responsibility (CSR)
reputation.
Your company is becoming a structure
where controls and processes are
more flexible to enable improvement
in results, and where every employee
is viewed as a resource who helps the
company adjust to these changes.
A constantly changing
communications department
The communications department is
at the center of this change and must
evolve accordingly. More and more,
the department is losing control over
editorial timetables, information
management, content production
and timing from one end of the
chain to the other. It can no longer
be the sole producer or conductor of
communications. The communications
department is becoming a center of
expertise that supports all stakeholders
in the collaborative culture. They
coordinate contributions to give
meaning to the company’s vision both
internally and externally.
Digital collaboration does not
stop at the intranet
Planning your transition is undoubtedly
based on the usual social technologies,
and their reach is continually
increasing. When used properly,
data gathered on the Internet will
enable you to better understand your
stakeholders and create increasingly
detailed strategies with fewer areas of
uncertainty. The upsurge in mobility
will require you to rethink your
approaches based on a multiscreen
model, not via a conventional intranet
and/or extranet. Connected objects
represent a new world that impact your
products and services, how you interact
with customers and where temporary
or immediate factors alter these
interactions. And what about connected
objects that link the virtual and the
real? That’s a discussion for another
day, but it won’t be long. Stay tuned.
A Fresh Vision of
Your Company
22

AnthonyPoncier
Director of Social Business,
EMEA, MSLGROUP
Anthony is an expert in collaborative
strategy. He helps companies and
project teams set up internal social
networks and specialises in digitising
customer relations.
Anthony is on the Enterprise 2.0 All
Star List, the author of “Enterprise
Social Networks: 101 Questions,”
and “Enterprise 2.0: the White
Paper.” Before joining MSLGROUP,
he was a management consultant
in organisational transformation at
the Institute for Digital Research in
the Humanities (IDRH) and director
of social collaboration strategy at
Lecko. He holds an executive master’s
degree in strategic management and
competitive intelligence.
Sébastien Faure
Social Media Strategies
Consultant, Publicis
Consultants
Sébastien is a consultant in digital
communications strategy at Publicis
Consultants in Paris and helps design
and develop digital relationships
between organisations and all their
stakeholders. He is responsible for
social network strategy, content strategy,
social media, community management,
analysis and reporting. He is an expert
in the deployment and use of change
communication in organisational digital
transformations and also monitors and
assesses the risk in sensitive situations.
About the
Authors
23

For more information, contact:
AnthonyPoncier
Director of Social Business, EMEA, MSLGROUP
T +33 1 44 82 46 48
M +33 6 23 34 08 81
E anthony.poncier@consultants.publicis.fr
SébastianFaure
Social Media Strategies Consultant,
Publicis Consultants
T +33 1 44 82 45 65
E sebastien.faure@consultants.publicis.fr