Updated NAB user-led innovation case - Australian Sharepoint event Melbourne 110613
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The document discusses using Yammer to promote user-led innovation within a large company. It notes that customers expect companies to be agile, build relationships, and innovate without adding projects or people. Yammer allows for new flows of informal conversations that can generate ideas (12% of conversations), solve problems (12%), and provide input to others (13%). These conversations across the company help drive strategy, customer experiences, and business goals in an engaged community. The document encourages embracing this "chaos" of user-led conversations to foster connections and innovation.
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Updated NAB user-led innovation case - Australian Sharepoint event Melbourne 110613
- 1. Embrace the Chaos Creating value with user-led innovation in Yammer Simon Terry Chief Executive Officer, HICAPS @simongterry 11 June 2013
- 2. 2 We need to be Innovative, Agile & Adaptive • Over 12,000,000 customers • 50,000 people, operating more than 1,750 stores and Service Centres globally. • Our customers expect that we are – agile & adaptive, – building deep and authentic relationships & – Add more value through innovation.
- 3. 3 Ask your CXO what he or she wants • More engaged people • More customer focus • Better execution of strategy • More innovation AND …delivered without any additional projects or people.
- 4. 4 Yammer – New Flows of Conversation Social MediaInternet IntranetSharepoint People Tacit Knowledge Formal Knowledge
- 5. 5 Conversations about Sharepoint Content Sharepoint Blog Yammer Thread
- 6. Conversations about Customers & Benefits 6
- 7. Conversations to build a Business Case 7
- 8. 8 Sharing Stretch Development Opportunities
- 9. Conversations to Drive Digital strategy 9
- 12. 12 Our People create Innovative Conversations • 12% of conversations generating new ideas • 25% solving problems or providing input to others • Less than 6% of conversations are non- work related Discussion & Opinion 38% Social Praise 13% Input for others 13% Problem Solving 12% Ideas 12% Informal 6% Source: University of Sydney Business School analysis of NAB Network Riemer & Richter: SOCIAL http://ses.library.usyd.edu.au/handle/2123/8845
- 14. 14 Growing Impact to Our Strategy • Driving engagement and enablement of our People • Improving our Customer Experiences and winning new customers • Deepening connection with our Community • Delivering our Financial goals and Business strategy
- 15. Embrace your Community • Allow people to pursue interests & passions • Foster natural connections or groups • Encourage discussion with listening & questions • Foster champions to lead, facilitate and manage your network • Back great ideas with “Go for it!”. Celebrate successes. Learn from failures Treat it as any other forum for work conversations Embrace the chaos 15
- 17. Thanks to the Sponsors
Notes de l'éditeur
- Enterprise Social Media is not magical. It won’t happen immediately and it takes time to build community and practices. We are 5 years into our journey and we have learned a lot.We have delivered benefits to all of these areas through volunteers in our organisation creating innovation because it added value to them. We have had no projects or additional people assigned to moderate or govern our network. It is another way we talk at work.
- Connecting knowledge and making it visibile.Encouraging people to share the many things that they know and the tacit knowledge that they have.