Presentation on theme: "Why Enterprise Social Networks Fail & What You Can Do About It Andy Jankowski 1 Founder and Managing Director"— Presentation transcript:
@AndyJankowski @EnterStrategies Why Enterprise Social Networks Fail & What You Can Do About It Andy Jankowski 1 Founder and Managing Director Andy@EnterpriseStrategies.com @AndyJankowski @EnterStrategies
@AndyJankowski @EnterStrategies Enterprise Social Battle Cry: 3
@AndyJankowski @EnterStrategies 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
@AndyJankowski @EnterStrategies When we moved social, we forgot something(s). 5
@AndyJankowski @EnterStrategies 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
@AndyJankowski @EnterStrategies Harry is back running the show. 7
@AndyJankowski @EnterStrategies 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
‹#› Businesses are failing to integrate enterprise social into current business processes. An enterprise social implementation is a process change. Lack of Context 11
@AndyJankowski @EnterStrategies 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.
@AndyJankowski @EnterStrategies 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
@AndyJankowski @EnterStrategies 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
@AndyJankowski @EnterStrategies 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 email 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
@AndyJankowski @EnterStrategies 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
@AndyJankowski @EnterStrategies 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.
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