View
3.067
Download
3
Embed Size (px)
DESCRIPTION
How can you get the most out of Yammer? These slides will cover: - Challenges and opportunities in developing and optimizing your network- Best practices in deriving benefits, measurable and immeasurable-How Yammer can help you set up your network for continual success
Citation preview
#yamvalue @yammer!
Getting to Business Value June 19, 2012 — 10:00 am PDT"
#yamvalue @yammer!
Speakers!
Sam Loveland"VP of Worldwide Customer Engagement!
Rob Koplowitz"VP, Principal Analyst!
Deb Medsker"SVP, Global Knowledge Management!
Kathleen Rouse"Enterprise Application Manager!
#yamvalue @yammer!
› Yammer Customer Success Services!› The Business Value of Enterprise Social Networking!› Humanizing Global Connectivity @ SMG!› The Manhattan Associates Yammer Story!› Panel Discussion / Audience Q&A!
Table of Contents!
#yamvalue @yammer!
The Customer Success Mission!
Customer"Success"
Managers"Solution"
Engineers" Support" Training"
CUSTOMER ENGAGEMENT TEAMS!
Maximize customer value by ensuring they adopt and engage Yammer in their daily work lives, secure and grow every renewal, and work as one team across Sales, Customer Engagement and Product!
#yamvalue @yammer!
› Yammer enables your most valuable assets – your people!
› Being successful means making the most of this new wayof working!
› The transformation is a journey!
› Need to put metrics where you might not have tracked before!
Being successful means changing how your work!
Business Metrics"
Engagement Metrics"
Adoption Metrics"
People are signing up!"
People are having conversations!!"
How is this helping my business?"
#yamvalue @yammer!
› Models for measuring adoption maturity and network health!› Metrics and measures to support analysis of progress!› Tying it back to organization initiatives!
A proven method of identifying and delivering value!
Define the Vision "" Gain Buy-In"
Define Key Metrics and Measures"
Project Business
Value"
© 2011 Forrester Research, Inc.
Reproduction Prohibited
7 © 2009 Forrester Research, Inc. Reproduction Prohibited
Rob Koplowitz, Vice President, Principal Analyst
June 19, 2012
The Business Value of Enterprise Social Networking
© 2011 Forrester Research, Inc.
Reproduction Prohibited
8
Five big drivers of this shift
§ Consumerization
§ Downsizing of workforce – Global recession
– Baby-boom retirement
§ Smartphones always connected
§ Cloud-based services
§ Geographic spread
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
9
It’s not a generational issue, it’s about business value
Seniors b. 1920-1945
Baby Boomers b. 1946-1965
Gen Xers b. 1966-1979
Gen Yers b. 1980-2000
Base: 1,382 US information workers who use social software at least monthly
Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey
1% 38% 35% 26%
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
10
It’s a business issue
Social software users are:
Managers, directors, or executives (49%)
Well compensated (52% make more than $60K a year)
Late workers (Average 43.53 hrs/week & average 6.91 hrs working outside the office)
Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey #yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
11
Drive pervasive adoption
Executive Support
Business Value
Groundswell of Adoption
§ Workers voluntarily adopt when they see value and low barriers (high usability)
§ Let the community drive the initiative
§ A jam can help drive three levels of support
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
12
Make it actionable
Executive Support
Business Value
Groundswell of Adoption
§ Funding is just the start
§ Ensure that executives are ready to participate
§ Disruption is the goal not an annoyance
§ Expect pressure on some organizational structure
§ Prepare then to be uncomfortable at first
§ But, it gets better
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
13
Demonstrate measurable business value
Executive Support
Business Value
Groundswell of Adoption
§ Identify motivated business leaders as partners
§ Look for discrete business value
§ Build a model to measure value
§ Keep a running tally of wins, big and small
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
14
A typical sales process
Pursue bad business or
use the wrong approach
Higher costs to due to re-creation of
assets
Lose the deal based on not bringing the
right expertise
Inefficiencies due to travel,
poor communications
Identify Opportunity
Define Team
Identify Existing Assets
Create Materials
HUMAN LATENCY
COST/ OPPORTUNITY
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
15
A social enabled sales process
Pursue bad business or
use the wrong approach
Higher costs to due to re-creation of
assets
Lose the deal based on not bringing the
right expertise
Inefficiencies due to travel,
poor communications
Identify Opportunity
Define Team
Identify Existing Assets Create Materials
HUMAN LATENCY
Have we done this before?
Drive Collective Action
COST/ OPPORTUNITY
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
16
A social enabled sales process
Pursue bad business or
use the wrong approach
Higher costs to due to re-creation of
assets
Lose the deal based on not bringing the
right expertise
Inefficiencies due to travel,
poor communications
Identify Opportunity
Define Team
Identify Existing Assets Create Materials
HUMAN LATENCY
Have we done this before?
Drive Collective Action
Find Expertise Do we have skills?
COST/ OPPORTUNITY
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
17
A social enabled sales process
Pursue bad business or
use the wrong approach
Higher costs to due to re-creation of
assets
Lose the deal based on not bringing the
right expertise
Inefficiencies due to travel,
poor communications
Identify Opportunity
Define Team
Identify Existing Assets Create Materials
HUMAN LATENCY
Have we done this before?
Drive Collective Action
Find Expertise
Find Content/ Info
Do we have skills?
Existing product to
reuse?
COST/ OPPORTUNITY
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
18
A social enabled sales process
Pursue bad business or
use the wrong approach
Higher costs to due to re-creation of
assets
Lose the deal based on not bringing the
right expertise
Inefficiencies due to travel,
poor communications
Identify Opportunity
Define Team
Identify Existing Assets Create Materials
HUMAN LATENCY
Have we done this before?
Drive Collective Action
Find Expertise
Find Content/ Info
Communicate/Travel
Do we have skills?
Existing product to
reuse?
How do we get the work
done?
COST/ OPPORTUNITY
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
19
People
• Target audience • Social profile
Objectives
• Business outcome • How success will be measured
Strategy
• How to achieve the objectives • Policy, people & processes
Technology
• Social technologies • Information & integration
Use The POST Method to drive value
#yamvalue @yammer!
© 2011 Forrester Research, Inc.
Reproduction Prohibited
20
2012 Activity Streams Wave
© 2011 Forrester Research, Inc.
Reproduction Prohibited
21
1. Gain executive support and promote adoption
© 2012 Forrester Research, Inc.
Reproduction Prohibited
21
© 2011 Forrester Research, Inc.
Reproduction Prohibited
22
2. Establish a social business council
© 2012 Forrester Research, Inc.
Reproduction Prohibited
22
© 2011 Forrester Research, Inc.
Reproduction Prohibited
23
3. Establish social media policy &
employee training
© 2012 Forrester Research, Inc.
Reproduction Prohibited
23
© 2011 Forrester Research, Inc.
Reproduction Prohibited
24
4. Empower the business to solve customer & business challenges
© 2011 Forrester Research, Inc.
Reproduction Prohibited
25
5. Measure business impact always
© 2012 Forrester Research, Inc.
Reproduction Prohibited
25
© 2009 Forrester Research, Inc. Reproduction Prohibited
Thank you
Rob Koplowitz 1 650.581.3854 [email protected] Twitter: @rkoplowitz blogs.forrester.com/rob_koplowitz www.forrester.com
GLOBAL CONNECTIVITY
Humanizing
STARCOM MEDIAVEST GROUP
GLOBAL SCOPE; LOCALIZED NEEDS
110 offices, most with multiple agency brands/divisions 83 countries 7,000+ employees Numerous multi-national clients
YAMMER BRINGS US ALL TOGETHER
email domains merged within one network team groups facilitate global collaboration of global workforce registered
external networks invite client partners to join the conversation
HOW DID WE GET HERE? Soft launch among “social connectors,” March 2009 MarComm push July ‘09 Dedicated CEO/Global Ops presence Market Week
Different global office in the spotlight each week Global attention via CEO “Announcement” Staff introductions, client case studies, notes about the market…and, invariably, elements of fun
MARKET WEEK: OUR OWN 15 MINUTES OF FAME
Starcom Kuwait SMG Russia SMG Iberia SMG South Africa Starcom Sweden SMG Ukraine
MARKET WEEK: TOP MARKET EXAMPLES
EMEA MARKET WEEK RESULTS Actions taken Video views Replies Likes Employee registration
…AND MOST IMPORTANTLY:
Humanized the global network
ADDITIONAL VALUE DERIVED:
• Globally dispersed MNC teams collaborate in single secure space via private groups
• Dedicated-office groups allow seamless communication in the native language (including UI)
• Desktop app provides buying teams instant updates when the market is breaking
• Global brainstorms & collaboration have contributed to dozens of successful new business pitches
WHAT’S NEXT: GLOBALIZING UNTAPPED VALUE
• SharePoint integration
• Mobile push
• Desktop app rollout for overseas trading desks
• Real-time chat/email reduction (dashboard)
THANKS!
#yamvalue @yammer!
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
Forrester Webinar
The Manha(an Associates Yammer Story
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
About Us
• 20+ years Supply Chain Leadership
• Best-‐of-‐breed solu>ons & services
• Exper>se Focused on Customer Success
• ManhaFan’s SCOPE: Supply Chain Op>miza>on—Planning through Execu>on
40
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
Structure to Achieve Success in Social Collabora>on
Ge5ng answers to most pressing
ques;ons
Saving ;me Making our jobs easier/
be(er
Success is… Driven by…
Oversight
Communica>on & Educa>on
Measurement
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
High-‐level Overview
42
Percent of Engaged Members: 77% in May down from peak of 95% in Feb
Messages Posted per Member: ~1.5 Msgs per Member/Mo down from ~2 Msgs in April
Global Profile Comple;on Stats: 81% populated Exper>se 86% entered a Loca>on 78% entered their Work Telephone 93% uploaded a Photo
Network at 7-‐months: ~2,200 users, ~30,000 messages posted
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
Healthy mix of Cross Departmental Message Contribu>ons
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
Social Collabora>on Program Metrics
Group Metrics Ques;on Usage User Metrics Topic Usage
% of Groups Health: Top 10 Groups
Health: All Groups
% Health % Health % Health
2+ Admins Msgs Exper;se Msgs w/ Topics
Following Taxonomy Answered Loca;on Msgs w/ Topics in Groups
Cross-‐GEO Msg Distribu;on†
Answered in Groups
Telephone Topics w/ 10+ Msgs
Cross-‐Func;onal Msg Distribu;on†
Photo Topics w/ 2+ Msgs
Cross-‐GEO Membership Distribu;on†
Ac;vists (90+ Msgs) *
Cross-‐Func;onal Membership Distribu;on†
Supporters (10-‐89 Msgs) *
Business-‐related Msgs ₒ Listeners (0-‐9 Msgs) *
† Calculated for Support, Design & Client Groups only ₒ Based on number of messages in Interest Groups * Avg of 11 Msgs/User, Std dev of 41 Msgs Industry Standard Dictates Healthy Networks Consist of: 1% Ac>vists 9% Supporters 90% Listeners
Monitoring before determining Adop>on Level
Good Adop>on: 80% and above
Avg Adop>on: 60-‐79%
Poor Adop>on: 59% and below
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.
Recap
Ge5ng answers to most pressing
ques;ons
Saving ;me Making our jobs easier/
be(er
Going back to Success… The Manha(an Journey… Adop;on Metrics Engagement Metrics Up Next… Business Metrics • Billability, U>liza>on
• On-‐Boarding Experience
• Global Scalability of Tools & Processes
#yamvalue @yammer
Panel Discussion!
Sam Loveland"VP of Worldwide Customer Engagement!
Rob Koplowitz"VP, Principal Analyst!
Deb Medsker"SVP, Global Knowledge Management!
Kathleen Rouse"Enterprise Application Manager!
#yamvalue @yammer
Start your business value journey today!!
Visit yammer.com for more information.!For existing customers, contact your Account Manager or Customer Success Manager for additional details.!For new customers and prospects, please call 888.926.7377!