Roberts Golden Selling Enterprise Social to the Suits workshop

Moxie Insight Member Conference: ‘Selling *Social* (e.g., Enterprise Collaboration Tools) to the Suits’ WorkshopSara M. Roberts (sara@robertsgolden.com) & Leah Reynolds (leah@robertsgolden.com) Twitter: @RobertsGoldenApril 11, 201144 Montgomery, Suite 600 | San Francisco, CA | 94104 | +1-415-641-5523 | www.robertsgolden.com

Who are we?2Sara RobertsPresident/CEOAuthor & speakerMom & wifeSinger & marathon runnerLeah ReynoldsSVP / Principal ConsultantWriter & speakerMom & wifeSinger & generational expert

Who are you? – At your tablesShare your name, company, roleSomething about yourself that makes you proud3

Today’s workshop…Purpose of today’s session: Build a collaboration success story!You’ll be able to answer: What goes into the business case?How can we demonstrate the ROI?Some associated topics will be addressed through:Our Appendix materialsOther presentations at this conferenceAdditional opportunities to speak one-on-one here at the conference and beyond4

Prepare to address the critics…5“This stuff is not appropriate for business.”“We’re paying our employees to socialize?”“We can’t control this.”“What’s the bottom-line value?”

Building the case for changeAligning the heart, head and handsInfluencing: What people think (their intellectual connection)What people feel (their emotional commitment)How it helps them get their work done better (their environment)It’s actually about SEE > FEEL > CHANGE We believe that change happens as a result of analyze > think > change but in reality this is how most change happens6

Mapping to the Elements of a Solid Business CaseExecutive SummaryIntroduction & BackgroundProblem Definition & Desired Business Goal(s) and ObjectivesAlternativesAssumptionsBenefits Estimates, and Benefit MetricsCost EstimatesRisk AssessmentFinancial AnalysisRecommendationImplementation Approach/Timeline7The elements we’ll discussThe standard components of a business caseThe problem we’re trying to solve The ROIThe visionHow we’re going to mobilize & gain buy-in

The adoption journey for our organizations 8Primary focus for business caseGovernance, policies and guidelinesInconsistent, ad hoc  common guidelines  system/tool risk assessment & governance  coordinated enterprise risk mgmt & governanceSystems and behaviorsPockets of enthusiasm  adoption program  transformed and integrated processes  driving innovationMeasurementProof of concepts  individual systems/tools or LOB  portfolio w/quant and qual  real-time performanceTechnology Infrastructure Research and selection  testing and integrating  agile hosting & deployment  competitively differentiating solutions and processesOrganizational ReadinessStakeholder Analysis | Leadership Alignment and Action Planning | Communications | Training Adapted from Evolution of E2.0 at IBM

Get clear about what you want to do

Identify a problem you want to solveDecrease turnover across the enterpriseFind a specific and measurable business problem that can be addressed through social networking (and turn it into a use case)Be aware:ROI at the enterprise-wide level can be difficult to quantify and may not be as compellingLocal or department-level applications may not translate into enterprise-wide ROI10Broad or specific goal?Speed up on-boarding of sales associates

Many different ways to approach ItTackle identifying key business problems from multiple perspectives:Brainstorm vertical and horizontal use casesLeverage collaborative intents to identify opportunitiesLook at business drivers and metrics you want to move within the organization How can collaboration and enterprise social networking tools better enable your company’s strategic initiatives?11

A suggested process to define where you want to focus your collaboration effortsGet a cross-functional team togetherAlign on biggest opportunities for “disciplined collaboration” within your organization (Remember: the goal of collaboration is not collaboration itself, but rather results)Hint: some of the areas for most potential upside from collaboration are better innovation, sales and operationsUtilize tools such as the “Collaborative Intents”Brainstorm where collaboration is falling down in your organization…What are the biggest pain points and/or opportunities…Within critical functions?Cross functionally?Across the enterprise?12

Know your C-suite and their sweet spot…What CEOs want:Improve the top lineIncrease productivityFacilitate innovationImproved customer loyaltyRetain top talentManage labor costsBased on Gartner’s 2010 CEO survey and IBM’s research with top HR executives13

Activity: Biggest pain pointsUtilizing one of the techniques, brainstorm the biggest pain points that could be improved through better collaborationDetermine if you want to tackle enterprise or group-specificCome up with 3-5 to startAs a group you may want to align on one that seems common to all of your respective organizations1410 mins

The Ten Collaborative Intents – key tasks that benefit from collaborationSource: Tamara J. Erickson / Moxie Insight15

Calculating ROI / Business Value of Enterprise Collaboration ToolsWith industry costs averaging $3-5 per user per month (and no hardware and low management costs) for enterprise collaboration tools even small increases in key performance indicators driven by enterprise social software platforms have the potential to create significant ROI…Do your research to find data that can support your caseBased on your organization’s pain points, you’ll need to determine how to best baseline and estimate for business valueLet’s look at a few examples…17

Use Hard Datato Support Your Points – two example data points to leverage for bolstering your business caseMelcrum, 2007 study based on input from 2,100 communicatorsAugust 2009, “Is Optimism a Competitive Advantage?”But, don’t forget to link it – engagement for the sake of engagement or asking them to make the leap doesn’t hold attention with many executives18

Example: Driving Increased Employee Engagement Assertion: Employees, particularly younger workers, using enterprise social software platforms in the workplace are more engaged than similar employees who do not use these tools. Employees are more engaged because they become part of something larger than themselves and their immediate departments. Knowledge and work become more transparent and employees are able to get real-time feedback, visibility, and gratification.Why It’s Important: Based on research done by Gallup, engaged workforces have an EPS that is 3.9 times higher than less-engaged organizations in the same industry -- not to mention, it feels great to work for a company where you and your colleagues are engaged and feel like your work has meaning.19

Hypothesis: Increasing Employee Engagement through Collaboration Tools Will Equal $$$ Some of the Research / Data Points We Can Leverage:Gallup and others shows that engaged employees are more productive, profitable and less likely to leave. Engaged workforces have an earnings per share 3.9X higher than other organizations in the same industry.“Competing on Talent Analytics” (article from Harvard Business Review) stated “Almost every company we’ve studied says it values employee engagement, but some…can precisely identify the value of a 0.1 percent increase in engagement among employees at a particular store. At Best Buy…that value is more than $100,000 in the store’s annual operating income.”If implementing enterprise social software can increase employee engagement by as little as 0.1 percent, based on Best Buy’s correlation between engagement and operating income that would result in an ROI of greater than 800 percent.* (ROI calculation is an estimate)How we Might Measure It For Our Organizations:Incorporate question about social networking usage into company’s employee engagement surveyOr, do a pulse survey asking employees to rate the importance and usage of your enterprise social network / or their own personal usage of community-based tools like LinkedIn, Wikipedia, etc. to getting their job done, interacting with colleagues and/or making it a great place to workAnalyze and outline what you believe the impact the usage of enterprise social networking has on engagement20

Example: Driving Increased SalesAssertion: Enterprise social software platforms provide sales employees with increased ability to share key insights into customer accounts, leverage best practices and utilize proposals, contracts and other items , allowing them to react faster to the customer, increase efficiency and improve effectiveness resulting in more closed deals and an increase in sales volume.Why it’s Important: Sales is a critical KPI for many organizations, driving the bottom line and helping create company value. According to Gartner’s 2011 CEO and Business Executive survey, CEO’s are going to focus on investments that drive cash growth. Therefore, it is imperative to show the cash implications to justify any investment.21

With annual sales revenues of $100 million, a 1 percent increase in sales driven by implementation of enterprise social networking can bring a return of $960,000* * all ROI calculations are estimatesHypothesis: Driving Improved Sales Effectiveness will result in More Closed Deals & Increased Sales VolumeSome of the Research and/or Data Points we can Leverage: McKinsey Web 2.0 Global Survey Results reports measurable business gains – business benefits cited most are greater ability to share ideas, improved access to experts, and reduced cost of communication, travel and operations.Various other studies suggest companies that are leveraging Web 2.0 collaboration tools, such as social networking sites and wikis, are redefining the way sales representatives share insights and lessons learned in the field. Increased levels of knowledge sharing across representatives enables them to have all information needed to close a deal more quickly, thereby increasing overall sales productivity. Looking at conservative estimates that still yield big results – e.g., can we confidently make a case that we’ll be able to make even a 1% increase in sales through improved collaborationHow we Might Measure it Within Our Organizations: Obtain sales results for each of your sales team membersGather data to reflect each person’s usage of enterprise social networking toolsAccount for other factors that could have impacted sales resultsAnalyze the relationship between the use of enterprise social tools and sales results22

Activity – Looking at ROI for Your Pain PointIn your groups, pick one of the top pain points from the previous activityMap out:What is your assertion? Why it’s important if you solve this pain point (in tangible terms)How we might measure itHow we would measure it / look at it to support your assertionWhat research or data points can we recall or what are the sources we would look to in order to bolster our assertion?2315 mns

A Few Potential Metrics to Contemplate24

26Ideating / Visioning >> What can be…Visioning and creating the story of *what’s possible?* - tying it altogetherPainting a vivid picture for leadership and employees on what successful collaboration could look like and what it could do for our businessEnvision it is 1 year, 3 years or 5 years out - what does raging success look like (our best version of the vision)?

Visioning: What Does Success Look Like?10 mns for visioning & 10 mns for sharing20 mns >27

Let’s Play…Cover Story is a game about pure imagination and visioning and encourages us to “think BIG.”Think about an ideal future state, based on the pain point and assertions you developed earlier.Suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known business magazine.Pretend that this future has already taken place – speak about the ROI as if it’s already been achieved!28

Headline & SubheadSubhead—Further explains the purpose and content of the articleHeadline—”I’ll Have My Robots Talk to Your Robots.”—Introduces the topic and draws the reader into the article “Telepresence—communications tools so fast and vivid that people thousands of miles apart can “meet” in the same room—is finally coming of age.”29

Cut-line—Explains the part of the story told through a photo or illustration“Research suggests that people are quick to humanize robots, even when they don’t look particularly human.”“Telepresence technologies in office cafeterias allow workers in different countries to share a meal or a coffee.”30

Team Name:Subhead:Headline:Image (Photo, illustration):Cut-line:31

Key Take-AwaysIt’s not just about the tool: frame and talk about it from the perspective of how collaboration can show improved results in your organization – focusing on the enterprise social networking tool is too narrowIt’s important to incorporate both the head and the heart into your story – they need to feel something >> that’s how change happensThat said, your executives care about hard metrics – do your homework to find how this can translate. It’s there.32

About Roberts Golden, a Moxie Insight Partner

35Who We AreRoberts Golden is an organization performance consulting firm that helps large, global companies solve organizational issues, engage employees and manage major changes to achieve bold business objectives.We’ve partnered with innovative companies in diverse industries to resolve business issues ranging from knowledge sharing, communicating effectively with employees, shifting business models for competitive advantage, and managing organizational transformation during mergers, re-brandings, process initiatives and culture transformation.One of the challenges we’re currently helping our clients with is going social, building and executing strategies that add bottom-line value by creating a collaborative, socially networked culture.

What Our Work Looks Like – Our Consulting Solution ProductsOrganizational model and transition plansCulture and organizational readiness assessmentDefining use cases & business cases for social networking Audit report of findings and recommendationsLeadership alignment facilitation and coachingChange execution roadmapNew behavior definitionGovernance structure and processesStakeholder engagementEmployee communications & internal marketing strategyMessaging by audienceExecutionTraining on new processes, platforms…Roadshows, webinars, eLearning, immersion sessionsMeasurement strategy and toolsRewards / performance objectives alignment36

Additional Offerings – Roberts Golden Enterprise Social Networking WorkshopsAlong with our consulting solutions, Roberts Golden conducts interactive and informative workshops to help organizations capitalize on the bottom‐line enhancing opportunities available through the use of collaborative technologies within the workplace. Workshop modules that address the most challenging enterprise social networking culture and adoption topics. Choose from six modules (each module can be delivered in a 4 or 8 hour format) to create a one to three day workshop.Readying your organization for collaboration & enterprise social networking tools

Selling “social” to the suits

Breaking down cultural barriers to successful collaboration

Lighting their fire: Internal marketing strategies for increasing adoption

The governance balance: walking a fine line of control and adoption

Measuring enterprise social networking for results37

A Snapshot of our Team’s Change Management and Organizational Performance Experience38

Connect With Roberts GoldenLearn more at : www.robertsgolden.comFollow us: @RobertsGolden Call or email -- Sara Roberts, President/CEOsara@robertsgolden.comHeadquarters office:44 Montgomery Street, Suite 600San Francisco, CA USA 94104+1-415-641-5523 (o)39

Appendix: Additional Advice & Ideas

Learn from the Most Successful Companies – Some of our Best Practices Learned Through our Work41Evaluate and benchmark cultural readinessEducation and immersion overcomes mountains of resistance Analyze the organizational influencers to get the right champions (leverage social network analysis)Involve champions from each territory in the design and implementation phasesPick 2 or 3 key territories to run a pilotConsider and clearly define the business purpose ofeachplatformIterate, improve and integrateCreate guidelines, but relax the controlsDon’t recreate the external channels already in useCommunicate launch effectively and demonstrate the benefits for people, continuously

Roberts Golden’s Readiness Audit: Assess Org Readiness Through Multiple Lenses Work processes and interactions consistently reinforce disciplined collaboration Business operating model & strategy are alignedEnsuring that associates, at all levels, have the skills and understands how it translates for their behaviors and work practicesCulture of trust, transparency & empowerment reinforcedBuilding a leadership model that demonstrates a clear commitment to collaborationOrganizational structure & foundation set up to reinforce collaborationCompetencies, reward systems &values are aligned & drive strategy42

Use Tactics to Counteract ResistanceDon’t call it *social* to the suits – speak their languageEquip leadership to be able to defend itGalvanize champions on the backchannelChunk efforts – start small with pilot / POC and galvanize successesInvolve employees in ideating, prototyping and making it happen43

Roberts Golden Selling Enterprise Social to the Suits workshop

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