The anatomy of the perfect collaboration use case

StuartMcIntyre

WHOISTHISJIVEGUY,ANDWHYISHEPRESENTINGATANIBMEVENT?

StuartMcIntyre

IBMandLotusBusinessPartnersince1995IBMConnectionsuserandconsultantsince2007(intheinitialbetaprogram)IBMChampion2011-12,2014and2015FounderoftheSocialConnectionsusergroupFormerhostofThisWeekinLotuspodcast

Andnow…

SeniorStrategistatJiveSoftwareinEMEA

@StuartMcIntyre

So hold the tomatoes and rotten fruit!!

SowhatdidIlearnfromalmostdecadeofConnectionsprojects?

• Verytechnical• OftenrunbyIT/CIO• Tendencytoward‘Builditandtheywillcome’• Focusedonfeatures,appsandintegration• Lackinginmeasurementandmanagementrigour

• Focusedonspecificexistingteamsandprojectprocessversusondesiredoutcomes

IT’SALLABOUTTHEUSECASE!

Thepotentialvalueofcollaborationissignificant:

HowyouimplementSocialCollaborationmakesadifference

Customer Results

Increase Overall ProductivityImprove productivity by setting the right strategic agenda and aligning employees around it

Overall Revenue Improvement of 2% to 3%

SOURCE: Customer survey, Nov. 2012. Completed by a Top 3 consulting firm.

Reduce employee turnover from more engaged employees

Reduce Employee Turnover Rate

Increase InnovationsSpeed time-to-market, foster a culture of innovation, and reduce time spent re-inventing the wheel

9%

Reduce Support CostsDrive down internal support costs by reducing in-bound support call volume and reducing call time and escalations

15%

24%

4%

DriveAdoptionandBusinessValue –TheBig5

Q4Q3Q2

Usa

ge

Nurturing

* The Big Five:1. Critical Business Initiative

2. Executive Sponsorship3. ROI Defined

4. PS Implementation Plan

5. Deep and Wide Use Cases

Q1

Roadmap in place

Live: Use Case 1 and 2(1x wide and 1x deep)

Live: Use Case 3 and 4

Big 5 - In Place *

4simpleingredients…

+ =A group of people… …doing something … …to achieve value.

Ownership

Whatarethedifferenttypesofusecases?What is a use case?

DEEP U

SE C

ASE

DEEP U

SE C

ASE

DEEP U

SE C

ASE

WIDE USE CASE

Wide use cases provide the foundation for collaboration across an organisation and deliver measurable business benefit where all employees participate. • support broad employee or customer bases • enable a new level of connection and

contribution within an organisation • are typically “open” by default

Deep use cases address specific business processes and drive business benefits for specific business areas. • support processes within individual work

groups, functional team or business groups where “work gets done”

• enable a new level of collaboration and productivity

SowhatmakesagoodUseCase?What is a use case?

Factors DescriptionClear Purpose Linked to company strategic imperative at a high level and mapped to

a business processSolves a Problem

Addresses a business gap or connects business processes. Users can do something (e.g. perform a business process) more efficiently, or at scale, or get something done that was not possible before

Sponsorship Has backing from a strategic leader who approves and sponsors the use case for the business topic

Community Management

Has a community manager assigned to seed, lead, engage and moderate interaction in the use case. Also responsible for onboarding and coaching new members

Membership Involves more than one member with clearly defined membership roles

Delivers Value Achieves business value (increases top line growth, reduces time / costs, improves productivity, drives innovation, etc.)

Communications

Best practice sharing

Onboarding & development

Structured Q&A

Communitiesof practice

Sales IT HR CustomerService Marketing

BUSINESS FUNCTIONS

IMPL

EMEN

TATI

ON

PAT

TER

NS

© Copyright 2000-2014 Jive Software. All rights reserved.

Horizontalgrowth:Repetitionofpatterns

Phase 1

Phase 1

Phase 2

Phase 2

Phase 3

Phase 3

Phase 2

Phase 2

Phase 3

Phase 3

Drive adoption by replicating established patterns across the business

Communications

Best practice sharing

Onboarding & development

Structured Q&A

Communitiesof practice

Sales IT HR CustomerService Marketing

BUSINESS FUNCTIONS

IMPL

EMEN

TATI

ON

PAT

TER

NS

© Copyright 2000-2014 Jive Software. All rights reserved.

Phase 1

Phase 2

Phase 1

Phase 2Phase 3

Phase 3

12

Verticalgrowth:TargetssinglefunctionHeighten engagement by building on “social habits” within a single area

Usecasedefinition

Foundation to building a collaboration strategy

Key user populationsKey use cases Heat map Roadmap

How is your company organised?

What work can gain efficiency and value with collaboration?

Which areas should be prioritised?

When will projects be delivered?

Collaboration strategy• Goals and objectives • Program success criteria • Change management

• Program governance • Policies and

procedures • Measurement

Foundation to building a collaboration strategy

Programstrategyheatmap

Value

Timing S: Short term

(0-3 mos) M: Medium

term (4-6 mos)

L: Long term (7-18 mos)

High Medium Low

Use Cases Target Populations

Use Case Executive Sponsor

Community Manager

Enterprise Marketing Sales HR Finance

50,000 5,000 750 4,000 7,500

Strategic Alignment

Thomas Jefferson Dan Quayle S M

Onboarding Ronald Reagan Richard Nixon M S

Sales Enablement George Washington Bill Clinton L M

Marketing Campaign Development

John Adams Teddy Roosevelt L M M

Leader Collaboration

Abraham Lincoln Harry Truman L M

IT Support John Kennedy Jimmy Carter M S L

CollaborationStrategyRoadmap

Q4/14 Q1/15 Q2/15 Q3/15 Q4/15

Q1/16 Q2/16 Q3/16 Q4/16 Q1/17

Approve Funding

Finalise Strategy Use Case A

Use Case B

Use Case C

Use Case D

Use Case E

Use Case F

Use Case G

Use Case H

Use Case I

Use Case J Use Case K Use Case L Use Case M Use Case N

Implement Platform

UseCaseImplementationFramework

Purpose / Objectives

Who are we designing for?

How will they work in the future?

(‘To be’)

How do processes work today?

(‘As-is’)

Manage – who is going to manage?

Design – structure, permissions, UX

Measurement – what does success

look like?

Launch – how are we going to

launch?

Ourimplementationmethodology:Keyobjectives

Drive continued engagement

Define the program strategy

Iteratively implement use-case-based projects

Manage the transition

• Identify goals and success criteria

• Introduce best practices and proven use cases

• Prioritise use cases into program roadmap

• Define high-level governance, adoption, and measurement strategies

• Design the solution for the desired use cases

• Define and implement structural and visual design

• Configure the platform to support the use cases

• Implement custom extensions or integrations as needed

• Test and validate the solution

• Execute business readiness plan

• Drive awareness • Train users • Recruit and

engage advocates

• Refine governance model and measurement plan

• Manage program initiatives

• Measure results • Promote

successes • Adopt new

functionality as needed

• Evolve program strategy to reflect new organisational goals

LAUNCHDESIGN & BUILDPLAN MANAGE & GROW

Ourimplementationmethodology:Keyobjectives

Drive continued engagement

Define the program strategy

Iteratively implement use-case-based projects

Manage the transition

• Identify goals and success criteria

• Introduce best practices and proven use cases

• Prioritise use cases into program roadmap

• Define high-level governance, adoption, and measurement strategies

• Design the solution for the desired use cases

• Define and implement structural and visual design

• Configure the platform to support the use cases

• Implement custom extensions or integrations as needed

• Test and validate the solution

• Execute business readiness plan

• Drive awareness • Train users • Recruit and

engage advocates

• Refine governance model and measurement plan

• Manage program initiatives

• Measure results • Promote

successes • Adopt new

functionality as needed

• Evolve program strategy to reflect new organisational goals

LAUNCHDESIGN & BUILDPLAN MANAGE & GROW

ServiceComponents

LAUNCHDESIGN & BUILDPLAN MANAGE & GROW

Project & launch management

Program strategy Use case definition Business readinessplanning

Custom training

Launchcommunications

SEO strategy

Project team training

Introductory training

Content design

Ongoing training

Upgrade services

Programreview

Community management & moderation

Developer training

Technical consulting

Premium support

Theming toolconsultation

Custom theme design

Data migrationservices

Configuration & implementation

Custom development & integrations

Platform installationOn-premise only

Launchtimeline

Program strategy

Platform configurationMonth 1

Month 2

Month 3

Month 9

Month 12

Month 6

Ongoing technical support

Implement additional use casesIntro training

Use case definition

Content design

Theming toolconsultation

Project team training

Stakeholder training

Engagement planning

LAUNCHDESIGN & BUILDPLAN MANAGE & GROW

ANEXAMPLE:EMPLOYEEONBOARDING

IntroductiontoEmployeeOnboarding

Bringing new employees into an organisation can be difficult and time consuming. The process may involve co-ordination between many different elements. Departments like HR, L&D and IT need to be involved. Individuals like line managers and buddies. It also needs to be tailored for the requirements of individual Business Units and by role. At the root of successful onboarding is the ability to ensure that an employee is engaged – they understand what they need to do, they feel comfortable in their new surroundings and can become productive and effective as quickly as possible.

ACustomerExample

Ricoh uses Rworld for HR and Onboarding. This place contains links and information about benefits, career opportunities, employment policies and FAQ’s to many common questions. The Human Resources place covers all aspects of employment including a section for New Employees at Ricoh.

Ricoh

ACustomerExample

This Human Resources space has a featured video welcoming new employees to the company. It also contains sections for: ✓ Onboarding new employees ✓ Benefits and wellness information ✓ Career development ✓ Company calendars & events ✓ Community involvement activities

Large Financial Institution

Page 29

Anexample–AngloAmerican

Anglo American’s onboarding process starts before a new employee has officially started. ‘Pre-hires’ are invited to join an externally accessible group to begin their onboarding process through simple document sharing, Q&A and connecting to peers and colleagues. Once officially an employee the process continues and they are invited to ‘All employee’, Business unit and individual role dedicated onboarding plans. In line with the focus on the employee, support is also given to Line Managers of new employees and ‘Buddies’ ensuring relevant stakeholders are clear in their roles in the onboarding process.

ACustomerExampleJive Software aligns new employees with the “People and Places (HR) space to begin their onboarding journey. An extensive new hire checklist is provided which leads employees to the appropriate resource and a specific link for what to do and the time frame to complete it. Individual managers will share similar check lists from a department or role perspective. New Hire buddies are assigned to mentor individuals in the group. The People and Places space also provides: ✓ A sub-space (role permissioned) for

manager resources. ✓ Career and job review information. ✓ HR communications and blogs. ✓ A place where new employees ask

questions and learn about culture

Jive Software

Suggested Measures: • Turnoverlevelsat3,6,12

month

• Completionofchecklistitems

• Surveyfeedbackregardingtheonboardingexperience

• Contentrelevancyandusefulness

KeyConsiderationsforOnboarding&Enablement

What does it take to be successful

• Definingasimplebutcompletechecklistandadjustingovertime

• Includinglinkswithinthechecklisttotakeemployeesdirectlytocontent,systemsorrelateditemstocomplete

• Engagingkeysubjectmatterexpertsandexecutivestodriveconnectionintheonboardingprocess

• Engagementandtrackingbymentorsandlinemanagers

Page 31

Howitcanwork

Official start date

Pre-hire Group

HR

New Hire

Role specific

A specific ‘New Hire’ sub-space will allow all generic company onboarding to be collated

More role-specific onboarding requirements (e.g. location, BU, role) should be captured in a relevant space / group

A new employee is able to join a Group that enables them to begin their onboarding process and create connections with other employees

A private ‘New Hires’ group will give employees the opportunity to connect with peers

1

2

34

New Hire Group

ExamplePlaceStructure

• Space and Group hierarchy

• Communications and Change Management Plan

• Place manager training with procedure guide

• Widget placement

Global Overview

Space Sub-

Space Group

HR Home

Global Overview

Department Home

Onboarding Materials

Department Onboarding

Pre-Hires

Contains: • New Hire Checklist • Members include:

- Onboarding Buddies

- Line Managers

Contains: • Role Checklist

New Hire Group

ExampleOverviewWireframe

Welcome to Global Onboarding

• Formatted text (image or text) • Welcome message – calls to action with top 5 things to do

first • Who to contact

FAQs

• Featured content widget

Ask a question

• Ask a question widget

Checklist

• View doc widget

HR Toolkit

• Formatted text widget • Links to global HR content

and places with explanation about each

• Links to external platforms (expenses, timesheet,etc)

Recent joiners or featured joiner

• Formatted text widget or featured user widget

Useful Information

• Formatted text widget • Links to non-HR content

Who is <organisation>?

• Formatted text widget • Links to content on vision,

culture, strategy, etc.Or email us

• Formatted text widget with button or link to ask a private question

Place type: space

Exampletemplate:OnboardingChecklist

The Onboarding checklist is at the heart of the onboarding use case. The checklist can be updated and maintained by HR: ✓ Add new tasks ✓ Rearrange the order

of tasks to be completed

As a new employee starts onboarding, the checklist is copied into an individual space for the employee to complete steps and to begin collaborating across the company.

SOMEOTHEREXAMPLES

TopSalesUseCases

Salesonboarding.Effectivelyonboardnewsalesteammemberswithactivities,checklistsandaccesstodomainexpertsandpeers.Newemployeescanalsodiscoverandjointeam,departmentalanddivisionalnetworks,searchforexpertsandaskandansweronboardingrelatedquestions.

Salesenablement.Communicatenewproductinformationtothefieldandfacilitateproductfeedbackdialogs.Provideaccesstoupcomingmarketingactivities,events,promotionsandcampaigns.Fine-tunecollateralbasedoncross-teaminputprovidedviacomments,ratingsandothersocialsignals.

Dealmanagement.Provideaccountteamswithasinglelocationtocapturecustomeranddealinformation,locateexperts,leverageexistingknowledgeandcollaboratewithinternalstakeholders.Co-authorpresentations,proposalsandRFPsinrealtime.

TopITUseCases

ITknowledgebase.Shareteamprocessesaroundtechnologyrollouts,trouble-shootingguides,standardsandbestpractices.Individualscancontributetheirownprocessesandtactics.

Newtechnologyrollout.Collaborativelydevelopandpublishbusinessprocessessurroundingtechnologyrollouts,includingorganisationalchanges,coaching,meetingnotesandsupportforemployees.

Projectmanagementoffice.InviteteammemberstocollaborateonPMOmethodologies,processesandstandards,drivingbestpracticesintotheorganisation.

TopHRUseCases

Newemployeeonboarding.Facilitatetheemployeeonboardingacrosstheorganisationbycreatingasinglelocationfornew-hirestobecomefamiliarwithcompanypolicies,benefitsandculture.

Leadershipdevelopment.Createadedicatedprivatecommunityforcompanyleadersfocusedonmanagementskillcoachingandperformancereviewprocesses.

Talentmanagement.Collaborateonorganisationaldevelopmentstrategies,careerdescriptions,performanceguidelinesandcompensationpolicies. HRsupport.Provideemployeeswithasinglelocationforaskingquestions,gettinganswersandsubmittingformalrequests.

TopMarketingUseCases

Competitiveinformation.Collaborateonandcommunicatecompetitiveinformation,facilitatediscussions,answercompetitionrelatedquestions,anddrivecrossfunctionalalignmentaroundkeycompetitivemessages.

Collateraldevelopment.Collaborativelycreatemarketingcollateral,keepcontentuptodateandleverageplatformmetricstodeterminereachandimpactofcontentonaregularbasis.

Campaigndevelopment.Collaborateoncampaigns,brandingmaterialsandcreativeassetswithemployees,agenciesandpartners.

BrandCentre.Createadedicatedlocationtopostandretrievethelatestbrandartworkandguidelines,availabletoemployees,agenciesandpartners.

WRAPPINGUP

Somethoughtstoendwith…

• ThrowawaythoughtsofBlogs,Forums,FilesandLibraries• Focusondesiredoutcomes,workingoutloud,andempoweringusers(includingthoseoutsideoftheimmediateaudience)

• Spendtimeondiscoveryand/definition• Howwillyoumeasureimpact?• TakeafreshlookatbestpracticesfromoutsidetheConnectionscommunity

• Thisisalong-termchangemanagementproject,notashort-termITproject.Planyourstrategyaccordingly!

Anyquestions?

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