Enterprise 2.0 Black Belt Workshop: Business Case, Planning, and Adoption

© Copyright 2010 2.0 Adoption Council, EMC Corporation, Booz Allen Hamilton & IBM. All rights reserved.

Pre-Conference Workshop presented by:The 2.0 Adoption Council

Enterprise 2.0 Black Belt Workshop:Learn from the Vanguard

2© Copyright 2010 2.0 Adoption Council, EMC Corporation, Booz Allen Hamilton & IBM. All rights reserved.

#e2conf @JamiePappas @MeganMurray @Rawn

Housekeeping

Twi$er Names:

@JamiePappas

@MeganMurray

@Rawn

@20Adop<on

Twi$er Hashtag:

#e2conf Let’s make some digital noise!

Photo tags:

e2conf

Image courtesy of h0p://bow6elaw.wordpress.com/2009/03/



Morning Workshop Agenda

• Who We Are, What We Do

• Ge?ng it Sold – Jamie Pappas, EMC• Building the Business Case

• Weaving it all Together – Megan Murray, Booz Allen Hamilton• Planning, Structure, Staffing, Policy, Mi<ga<on, Response Planning

• Making E 2.0 Part of Your Organiza6onal Fabric – Rawn Shaw, IBM• User Adop<on



Who We Are

Jamie PappasManager, Social Media StrategyEMC Corporationwww.jamiepappas.com@JamiePappas

Megan MurrayCommunity Manager, Project ManagerBooz Allen Hamiltonhttp://meganmurray.net@MeganMurray

Rawn ShahSocial Software Knowledge Practice LeadIBMhttp://bit.ly/rawnshah@Rawn



Building the Business Case

Image courtesy of h0p://www.guildportal.com/Guild/237242



• What are the goals?

• How do they support the yourorganiza<on’s goals?

• How do they <e back to businessprocesses and people?

• This will be your answer to thedreaded ROI ques<on

• Are they measurable?

• Are they realis<c?

• Are they promising the greatest thingsince sliced bread?

Defining Clear Goals

Image courtesy ofh0p://www.easy2order.co.uk/products_new.php/page/4?osCsid=a452339e88f04f5d95024912df9c311e



• What challenges does the organiza<onface that might be mi<gated or alleviatedwith E 2.0 tools?

• Informa<on silos?• Organiza<onal silos?• Lack of exper<se knowledge or ability to locate?• Redundancy?

• What are some tangible use cases?• Play out a few scenarios to talk through as you

pitch the idea!

• What’s all of this going to cost?• Be honest with budgetary needs• Consider a “pilot” or “beta” rollout to mi<gate

up front costs

Addressing Pain Points

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• Is there anyone in the organiza<onalready using collabora<ve tools?

• Is there anyone who’s been asking forthese kinds of tools?

• Know the people that support opencollabora<on ‐ make them your friends.

• Know the people that do not supportopen collabora<on ‐ make them yourfriends.

• Equip people to be advocates to helpbuild the use cases.

• Be open to feedback – don’t haveeverything already figured out.

Executive Sponsors & Key Players

Image courtesy of h0p://cloudtp.com/why‐cloud



• How do you determine what tools to use?

• What tools meet the needs of thebusiness?

• Don’t forget about your pain points – whattools might address those?

• Do not select tools because “everyone elseis doing it”

• Start small and targeted – introducing toomany tools to the mix will be a deterrentto adop<on.

There are so many tools!

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• Do people know how to use these tools?

• Do they know what you expect of them?• Focus on the things they can do with the

tools!• A “Do Not Do This” list is not helpful to

anyone!

• Variety in training is key:• Online & in‐person training• Lunch‐N‐Learns, Podcasts• Wri$en & Video tutorials• Train the trainer

• Don’t forget tradi<onal corporateeduca<on programs

• New hire, sales orienta<on, educa<oncatalogs, etc.

Don’t underestimate education

Image courtesy of h0p://florence22.wordpress.com/



• How do you introduce the idea and towhom?

• Remember your key players andexecu<ve sponsor – tap into them!

• Remember all the work you’ve done sofar?

• Who are the influencers?• Who are the advocates?• Who are the bill payers?• How do the tools address their pain points?• How do the tools <e back to the business?

• All of these answers will lead you toyour audience.

Pitching the Idea

Image courtesy of h0p://www.flickr.com/photos/lumaxart/2136954043/



“This stuff is not for businesses.”

“Social collabora<on is not work.”

“I don’t have <me for this…”

“You expect us to pay our employees tosocialize?”

“Great. One more tool to keep track of…”

“This is going to take way too much <me tolearn.”

“I don’t have anything to contribute.”

“My boss doesn’t support things like this.”

Common Objections

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• An<cipate possible objec<ons

• Acknowledge concerns – do not bedismissive, even if you disagree withthe posi<on

• Engage in friendly dialogue

• Respect cri<cal feedback

• Educate where ever possible• Some<mes it’s just a ma$er of clearing

up misconcep<ons

• Accept that it’s not for everyone –and that’s ok!

Dealing with the Critics

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• Soi launch vs. highly marketed?

• Audience – pilot or full rollout?

• What marke<ng and communica<onschannels make sense?

• WOM is one of the most powerfulways to market.

• Don’t forget your supporters,advocates and evangelists – equipthem to support you

• Again, don’t oversell the poten<al ofthe tools – be realis<c!

• Seed the community with greatcontent!

Time for Rollout

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• How do you measure the impact andsuccess?

• “Find‐ability”

• User par<cipa<on and returns

• Listening to and ac<ng on feedback

• Progressive par<cipa<on – lurkers topar<cipants

• Sen<ment

• Learning

• Improved costs, processes, products,customer reten<on, etc.

What is Success?

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“Corporate Memory”

Exper<se loca<on on a global scale

Learn/adopt E 2.0 behaviors and proficiencies

Break down organiza<on/informa<on silos

Reputa<on management

Provides employees with a “voice”

Listen to and learn from employees

Innova<on and thought leadership

Connect people with people and people withwith informa<on

Personal and professional growth

Cost savings/Green Business Leadership

Some benefits to suggest…

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• Execu<ve and advocate sponsorship

• Funding

• Defined goals/purpose

• Defined “rules of engagement” or bestprac<ces for use

• Partnerships are key• IT, HR, Legal, PR, Business Units, etc

• Group of passionate folks

• Pa<ence

• Perhaps a leap of faith

Going forward…

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You find yourself in the elevator with your CEO,who says:

“So I hear you’re working on our internalFacebook thing…How’s that going?”

What is your response to share the value of yourE 2.0 ini?a?ve with him/her during the short

?me in the elevator?

Activity: The Art of the Elevator Pitch



Planning

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Structure

Taxonomy or Folksonomy: Emergent? Structured? Both.

Automa<on and Par<cipa<on

Suppor<ve but not reliant on the organiza<on

Image courtesy of h0p://www.flickr.com/photos/brooke_anderson/518799434/



Structure – Planning for flexibility

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• Emergent

• Flexible

• User informed

• Validated

• Highly Relevant

http://www.flickr.com/photos/minidriver/386692558/



Structure - Folksonomy Living

User based & system suggested

Flexible

Visible

Reviewed

http://www.flickr.com/photos/banky177/2282734063/sizes/l/



Staffing and Sourcing

What are the roles? What aretheir a$ributes?

Where it will live can driveapproach, but be open tointerpreta<on.

May include a number of roles:Itera<ve Tech Team

Tradi<onal Help

Community Management

Evangelism

Coaching/Strategy

Demonstra<ons

Marke<ngImage courtesy of h0p://www.flickr.com/photos/soldiersmediacenter/461491970/




Technology Team

Change Managers

Community Managers

Moderators

Gardeners

Evangelists

Champions

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Par<cipatory Governance– Who will par<cipate, how will they govern

Engagement– Who will engage, what are their limits, how will

they stay informed

Educa<on– Will educa<on be available, who will deliver it,

how will users teach themselves

Image courtesy of h0p://www.flickr.com/photos/franganillo/3553204471/



Policy

What are the policies? Who will enforce them?

Where can you evolve?

What stretch goals can you accommodate?

Consider:– OCI– Technology Export– Contract Agreement– Contractor Access– Customer Access

What already exists?

Is this risk new?

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User Support – The Help Stack



The Help Stack – Self Help

MultimediaMultimedia

TutorialsTutorials

StrategiesStrategies

ExamplesExamples

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The Help Stack – Community Help

Users Helping UsersUsers Helping Users

User Added Help ContentUser Added Help Content

Organic FAQsOrganic FAQs

User ExamplesUser Examples

User Success StoriesUser Success Stories

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The Help Stack – Community Mgmt

CM ResponseCM Response

Manage Help ContentManage Help Content

CM Interven?onCM Interven?on

Highlight User ExamplesHighlight User Examples

Highlight Success StoriesHighlight Success Stories

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The Help Stack – Help Desk

Functional HelpFunctional Help

Issue TrackingIssue Tracking

MetricsMetrics

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Mitigation & Response

What’s the worst thing that couldhappen?

What do the basic responses looklike?

How can I balance our desire foropen with the fear that someonewill cause a problem?

Image courtesy of h0p://www.flickr.com/photos/txberiu/2247233431/



Activity: S-W-O-T Analysis

Strengths Weaknesses

Opportuni<es Threats

Posi?ve Nega?ve

Internal

(a$ribu

tes of th

e organiza<o

n)External

(a$ribu

tes of th

e en

vironm

ent)



The Adoption Dance

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The Adoption Dance

Start off with describing the style not the steps

Make it relevant to each person

Show off successes: “If they can do it, so can you”

Engage the eager ones

… but look under the leaves

Reward good behavior

Set guidelines and shared principles

Create prac<ce areas

Set a rhythm and prac<ce regularly

Take it in strideImage courtesy of h0p://www.flickr.com/photos/casol/4388591509/ BY 2.0



Start with the style not the steps

2

1

Image courtesy of h0p://www.flickr.com/photos/janekm/2255931768/in/photostream/ & Rawn Shah

• Think big picture of how fits into worktasks

• Consider pain points, audience andmindset per job role or business area

• Speak plainly



Make it relevant to each person

Image courtesy of IBM

• Make it directly relevant

• Work on common themes ofbenefits

• Think of the differentcollabora<on contexts theywork in

• Try different tac<cs fordifferent people



If they can do it…

• Collect and share iden<fiableexamples as success stories

• Build a collec<on over <me fordifferent scenarios and job roles

• When sharing, recall the relevantSuccess stories

Naoya Moritani – Japan

Impacts: Teams

Blurb: Using an internal, and an externalcommunity with clients, they now stay organized,visible, and can easily receive feedback fromclients.

Benefit: Increased Team Productivity

Active words: clients, external, sharing content

Images courtesy of IBM

Jason Dumont– Worldwide team

Impacts: Teams

Blurb: Switched to web conference meetings bothwithin the team and with clients

Benefit: improved satisfaction and attendee rates

Active words: web conferencing, satisfaction,attendee rate



Engage the eager ones

Look internally or externally foropen enthusiasts

Recruit them as evangelists andsupporters

Learn how to put them intoac<on

Image courtesy of h0p://www.flickr.com/photos/as6que/2616947651/ CC BY‐SA 2.0



…but look under the leaves

Not all who produce results are vocal

If you support them, you’ll find theybecome your evangelists

Look for people who take ownini<a<ve to collaborate

Accept that not everyone will be aseager

Image courtesy of Rawn Shah



Reward good behavior

Recognize the enthusiasts who dogood things

Reward as appropriate to effort andimpact

Reward ≠money

Try public acknowledgement




Set guidelines and principles

Be who you areBe who you are

Don't pick fightsDon't pick fights

Use a disclaimerUse a disclaimer

Add value Add value

Respect your audienceRespect your audience

Speak in the first personSpeak in the first person

Use your best judgmentUse your best judgment

Be the first to respond toBe the first to respond toyour own mistakesyour own mistakes

Don't forget your day jobDon't forget your day job

• Set visible common expecta<ons

• Hold people accountable for theirbehavior

• Be broad

• Guidelines ≠Governance



Create Practice Spaces

Not everyone will want toexperiment publicly

Provide “safety zones”

Let them prac<ce at their own pace

Forgive errors and offer help




Set a Rhythm, Practice Often

Set a rhythm of regular eventsearly on

The ‘peacock’– The big show

The ‘woodpecker’– Hammering the idea into heads

– (from Jamie Punishill @jpunishillfrom Ci<bank)

Image courtesy of h0p://www.flickr.com/photos/kjarre0/414145670/ CC BY2.0



Take it in Stride

It takes effort & <me to learn

Be understanding




Activity: Imagine your successes

Social Brainstorm – Let’s each imagine the success stories that you would loveto discover in your company. It doesn’t have to be real. Be crea<ve.

Name or ID:Your job area:

Impacts: (the job role, business process, project)

Blurb: (2-3 sentences on why this is a winner)

Benefit: (2-5 word phrase on key win)

Active words: (keywords, tags, adjectives, verbs)

Success story headline



Engage. Evangelize. Empower.

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Enterprise 2.0 Black Belt Workshop: Business Case, Planning, and Adoption