Why Enterprise Social Networks Fail & What You Can Do About It Andy Jankowski 1 Founder and Managing Director

@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 2 1st Oracle Social Network Strategy Partner ’s

@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

@AndyJankowski @EnterStrategies 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

@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.

@AndyJankowski @EnterStrategies 21 Find us on’s Cloud Marketplace

@AndyJankowski @EnterStrategies 22 RESOURCES enterprisestrategies.com/resources

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. |Oracle Confidential – Internal26 Deployed internally in 2010 Available to all employees through self-sign-up Went global and viral Large adoption across most business units

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Social Collaboration within Sales Large sales organization of over 40,000 people Sales teams are distributed globally Fast moving industry demands quick response time Organization is Highly Mobile, Always On Diverse products require experts Old ways of collaborating were extremely fragmented Made a commitment to social collaboration We Like the results so far!

Real-Time Opportunity Collaboration

Recap: Collaboration in Sales Information Sharing Real-time Opportunity Management Team/Project Collaboration

Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Benefits: Anytime Access Quickly Update CRM Data Facilitate Sharing Better Prepared Anytime Access Quickly Update CRM Data Facilitate Sharing Better Prepared Connect Faster Work Together Easily Engage Expertise Create Your Personal Brand Connect Faster Work Together Easily Engage Expertise Create Your Personal Brand Faster Results Solve Problems Build Knowledge Increase Visibility Faster Results Solve Problems Build Knowledge Increase Visibility Sell More with Optimized Team Performance Know More with Access to People and Information Grow More with Smarter Decisions

Why Enterprise Social Networks Fail & What You Can Do About It Andy Jankowski 1 Founder and Managing Director

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Why Enterprise Social Networks Fail & What You Can Do About It Andy Jankowski 1 Founder and Managing Director

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