Bertrand Duperrin's Library tagged accenture → View Popular, Search in Google

Aug

2011

The Secret To Accenture’s Social Business Adoption Success

"There are a few sensations in life that manage to thrust us into action, or provoke us to work without a motive. Sensations so powerful that we fall victim to a form of altruistic amnesia. We’re driven by its hidden motivational forces and we forget the benefits are for someone else. In short, neither lack of advantage nor lack of compensation deter us."

www.cloudave.com/...hint-it%e2%80%99s-gamification

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casestudies accenture gamification adoption sociabusiness enterprise2.0 emotions rewards sharepoint profiles collaboration newsgator

SharePoint 2010 platform with NewsGator add in for Social
Yammer for microblogging
12 more annotation(s)...
- 115,000 employees have filled out profiles
- Accenture’s social business initiative also includes a broad based video strategy. Starting with Cisco’s Telepresence at the high-end and desktop video at the low end.
- Crawford and his team quickly realized that the key to higher adoption of SharePoint starts with user profiles. They found a direct correlation between the number of customized user profiles, and the amount of internal collaboration.
- Crawford began to organize ‘complete your profile’ contests and publishing stats on the percentage of the company that actually did. Soon however, Crawford realized that the profile page can only tell a small fraction of an employee’s story. The rest of the story lies in learning the details of an employee’s expertise and knowledge.
- “We started an internal recognition program to encourage our employees to contribute to SharePoint,” Crawford said, “We look and we measure how people are contributing, how they are connecting, and how they are communicating, and score them on their activities.”
- , the solution must still provide meaningful value in isolation with or without a gaming dynamic.
- but the novelty fades away if the user experience is unpleasant, no one is using it, or the employee can not find the information they are seeking.
- His team deals badges to Accenture’s employees for accomplishing various tasks or to specify how long they’ve worked at Accenture. “That’s proven popular because a lot of people enjoying see it (on their profiles),”
- There are three primary principles, he submits, in order to maximize gamification effectiveness: sufficient motivation, the ability to carry out the activity, and a well timed trigger. He continues by suggesting the most crucial aspect of these three factors is that they must all converge at the same time. Anything less, and the gamification impact is degraded.
- They’ve created an environment where points and badges are the social currency that rewards and compels employees to contribute to SharePoint.
- But however you start, and as Crawford advises, the architects of the site should know their users’ goals.
- So If your social business solution is experiencing low adoption, I’ll wager you have not created the right environment with the right incentives

Feb

2011

Trust is a Must | Accenture

arnoldbeekes.posterous.com/trust-is-a-must-accenture

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trust accenture management

Dec

2010

Collaboration

"They wanted agile and responsive ways of interacting across our worldwide business operations. Our workforce asked for tools to do their jobs better and strengthen client relationships. Their imperative: faster access to each other, quicker answers and better ways to connect with clients across 120 countries.

Our vision for Collaboration 2.0 was to create a suite of tools that would be so easily adopted that it would answer all these demands. Collaboration 2.0 outperformed our expectations. The trickle-down effects are improved team productivity, reduced travel and phone charges via a new world of virtual collaboration and strengthened client relationshi"

www.accenture.com/...Collaboration.htm

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enterprise2.0 collaboration casestudies accenture collaboration2.0 socialmedia ROI costsavings

With Accenture People (our internal Facebook-like tool) as a foundation, we quickly ramped up adoption of our new tools by linking them to employees’ profiles.
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- Links between Accenture and client companies that also use the same tools are rapidly growing, with obvious benefits for all.
- Increasing usage and adoption
  100,000-plus people use profile pages an average of three times a month to find experts and connect with colleagues.
  About 100,000 Accenture employees have customized their profiles (options include pictures, bios, hobbies, etc.).
  4,634 updates per month made to employee profiles.
  10,706 blogs created annually, increasing at a rate of more than 200 percent annually.
  3,336 microblog posts made per month.
  1,579 specialized groups created to date.
  7,886 items added to Accenture Media Exchange.
  110,850 desktop audio calls made per month.
  764 entries posted to our internal encyclopedia.
  14.9 million IM sessions/conversations occur per month.
  139,269 desktop sharing sessions occur per month.
  3,900 telepresence hours used per month.
  15.17 million audio/video/desktop conferencing minutes per month.
- Reaping cost savings
  More than 20 million minutes of company-standard monthly VoIP audio/video usage, resulting in avoided mobile and landline long distance/international voice costs.
  More than 5,000 annual video conferencing meetings resulting in avoided travel costs.
  Telepresence usage has slashed travel costs and the savings are exceeding our annual targets, thus far returning more than two times our monthly operating cost.
- Improving employee satisfaction
  We have achieved our highest scores to date on employee surveys for: “I can easily find information I need to do my job” and “I can easily find people with expertise/skills I need to do my job.”
  Our employees tell us Collaboration 2.0 plays a crucial part in the timely completion of projects for clients, while improving client satisfaction:

Nov

2008

Millennials Reshaping Work With Social Computing Says Report | SocialComputingMagazine.com

The survey samples the responses of over than 400 North American students and employees within three age groups: 14-17 (youngest millennials), 18-22 (mid-millennials) and 23-27 (older millennials). The survey found an growing demand for mobile devices and social computing technology to connect with co-workers, peers, friends and family, in direct preference to face-to-face contact and communication.

The findings point to a clear disconnect between the technology that most organizations provide their workers today and how young workers both prefer and currently use technology to collaborate and communicate at work.

www.socialcomputingmagazine.com/viewcolumn.cfm

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accenture digitalnatives socialcomputing collaboration communication millenials

Millennials prefer to choose their social computing technology.
Do not seek corporate approval for social computing channels and technologies.
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- Low levels of knowledge of corporate policy
- illennials are insisting on state-of-the-art technology at work
- Organizations will likely need to provide new communication and collaboration channels.