Presentation on theme: "Why Enterprise Social Networks Fail & What You Can Do About It Andy Jankowski 1 Founder and Managing Director"— Presentation transcript:
Why Enterprise Social Networks Fail & What You Can Do About It Andy Jankowski 1 Founder and
2 1st Oracle Social Network Strategy Partner ’s
Enterprise Social Battle Cry: 3
Don’t be the 80%. 4 80% of social business efforts will not achieve successful results because of poor leadership and too much focus on technology through 2015.” - Gartner
When we moved social, we forgot something(s). 5
We don’t come to work 6 for the relationships. Relationships are the glue of social media. Work objects are the glue of internal social networks.” - Andy Jankowski
Harry is back running the show. 7
It’s about results. 8 $37 billion is the total cost of employee misunderstandings and miscommunication, with a per company average of $62.4 million. ” - The Holmes Report
We are HERE: 9
… & HERE is what we can do about it. 10
‹#› Businesses are failing to integrate enterprise social into current business processes. An enterprise social implementation is a process change. Lack of Context 11
12 Make sure your ESN is integrated with your core business applications Make social a part of your business process, not a separate process Provide employees correct messaging about the Why’s and How’s of working social Mentor executives using the terms and realities of their business Lack of Context & what you can do about it.
Limited Executive Support Because senior leaders fail to set a social example, employees do not place a high priority on communicating, collaborating, or sharing on enterprise social tools. 13
14 Conduct a workshop on the value of social collaboration Provide executives 1-on-1 executive mentoring Start with public time-boxed social interactions Leverage ambassadors to “bring” executives into the conversation Limited Executive Support & what you can do about it.
‹#› Company leadership is concerned with seeing quick monetary returns. A lack of clear business objectives for social initiatives complicates further proof of returns or impact on profits. Lack of Financial Results 15
16 Focus on the small picture, let everyone paint their own big picture Approach qualitative and quantitative on a use case by use case basis Put financial results in the appropriate perspective, similar to pants and Lack of Financial Results & what you can do about it.
‹#› Unsuccessful Pilots Small groups of users selected for pilots are often not a good representation of enterprise value. Many pilots do not take into account the limited time of participating employees. 17
18 Don’t do one (No, really) Focus pilots on testing use cases, not gauging global acceptance and transformation It’s not a pilot, it is a phased rollout leading up to a global communication campaign Unsuccessful Pilots & what you can do about it.
‹#› No Clear Strategy Technology is deployed without a clear purpose or plan to achieve specific business goals. A comprehensive plan that aligns specific priorities and objectives for business units is needed. Governance, education and mentoring and ambassador training are all strategy components. 19
20 Define and explain overarching “social business” objectives in terms of current business-specific objectives Make social a component of other business-objectives-driven strategies No Clear Strategy & what you can do about it. Be stratactical.