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"Earlier this month I gave a couple of webinars on encouraging user adoption of your social intranet. As long as we’ve been building intranet software and as long as we’ve been going to conferences, the theme of adoption is always present. And for good reason.
This blog post covers some of the ideas about adoption, what it is, why it matters, and how to encourage it."
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“Driving adoption”, by the way, is one of my least favourite expressions. It sounds like driving cattle. Or herding cattle.
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Usage is contextual – it depends entirely on your organization’s goals and the intranet’s purpose.
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"I also believe that training people on tools puts the emphasis on the wrong things (e.g., which buttons to click), but that training people on new socially-enabled ways of working is paramount.
What business problems do you have that could be solved by collaborating better internally?
What business processes are involved in the cited business problems?
How could you change the way management and employees execute these processes to address the cited business problems?
How will we educate and train management and employees on this new way of working?"
"In our research and others we’ve subscribed to, 60% of today’s companies fall into the Ad Hoc stage, 30% in the Experimental stage, 9% in the Participating stage, and less than 1% fall into what we consider the Strategic Social Business stage. This 1% has mastered cultural change."
"The InformationWeek 2012 study of enterprise social networking revealed that 87% of participants had an internal social network. Only 13% rated the usage success as excellent. The likelihood that a company viewed its success as average to poor? A chilling 62%.
What makes an internal social network successful"
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What's critical to success and what standard thinking doesn't work? Here are my top 5:
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Flexibility, not strategic goals - Having a strategy and an objective for implementing an internal social network is important, but flexibility is more important. By their very nature, social networks evolve and adapt and find their own reasons-to-be.
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" People buying social software want to make sure their employees will use it. They want to understand the best way to phase-in enterprise social networking and work with employees to post and share information.
These questions are logical because they are almost always coming from their past experiences with existing portals and intranets that may not have had the ROI and usage expected of them. Therefore, many prospective buyers of Enterprise Social tools want to really map out adoption best practices, with a heavy emphasis on driving people to actively participate, and measure and track that activity, i.e. posting messages."
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Unlike many intranets where the information is static or out of date, the true value of enterprise social comes from having your entire company engaged in real-time collaboration anywhere they happen to be.
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Of course people who share their knowledge and experiences by posting are critical, but a passive user who is quickly and easily engaged through social business gets tremendous value out of the platform even if they don’t post.
"I naively thought that we were starting to move past this type of thinking but we’re not there yet. I had several conversations with mid and senior level managers at organizations who are tasked with making emergent collaboration successful at their organizations yet in many of these discussions I find that these managers are to act as Roman gladiators. They are thrown into an arena with a tool and are told to “make it work” while many spectate without providing support. It’s a losing battle."
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If they did then perhaps we would see more “serious” deployments that focus on changing behaviors, values, strategies, thinking, and design around how our workplaces our created, but we don’t, why?
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The true collaborative organizations are re-engineering the very core of their companies and look at tools as simply enablers to facilitate this change.
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"“Social is hard!” is something I hear repeatedly by most of my clients and those I talk to. It is one of the issues I continually run across in my work with organizations trying to better understand social software and collaboration tools for their organization as well as helping vendors better understand their gaps and how to close them as social scales.
I have my “40 Plus Social Lenses” that I use to set foundations and understandings to better see issues, gaps, and understand the potential ways forward. Everything requires testing and rarely does the good solution work everywhere as there are no best practices, because what we are working with is humans and how they are social. Humans and how we interact is not simple, we are not simple social creatures."
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As it is with many things, it is not the individual pieces of this 5 part question looking to find a simple answer, but it is almost always a mix of some, if not all of these five elements.
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Far too often the tools have been created outside of the depth of understanding of human social interactions and implemented by IT whom, as was brilliantly broad brush stated by Maciej Ceglowski of Pinboard, is as relevant to do the work as having a Mormon bartender
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"BASF is a well-known German company with over 100,000 employees worldwide. A few years ago, when I visited German companies and participated in Enterprise 2.0 events in the country, there was considerable skepticism that collaboration based on social media would ever achieve significant uptake in a conservative business culture that is highly traditional as well as very hierarchical. Fortunately, this turned out not to be the case. These days, it’s easy to come across successful examples of European (and German) Enterprise 2.0 initiatives, however BASF has become one of the most well-documented and compelling."
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The staffing for the effort consists of two global community managers and three regional community managers plus part time involvement of staff for governance and solution stakeholders/owners. There are also numerous advocates who volunteer time to spread awareness and best practices across the company, as well as users that build and help facilitate communities of practice.
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he platform went from a literal handful of users at the beginning of 2010 to over 15,000 users by the end of that year. Last year saw a continuation of rapid and steady growth, reaching nearly 30,000 users within the company in another year, with the bulk of adoption happening in the last 18 months. Along the way, users of the social business platform created more than 2,300 special purpose communities in which to work
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"Yaniv Corem joined IBM Research – Haifa in June 2010 after completing his undergraduate work at the Technion – Israel Institute of Technology, and earning his master’s degree in architecture and computer science from MIT. Aside from his enthusiasm for rock climbing and bouldering, Yaniv is passionate about projects that use the "wisdom of the crowd" to solve difficult problems, complete tasks, gather data, and more."
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Gamification is the process of using game thinking and game mechanics in non-game applications to increase engagement. Game thinking can be used to make almost anything fun and encourage people to get involved.
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Games bring out that sense of competition within a safe and fun environment, where learning takes place naturally
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"The problem was that I was talking about what I had instead of talking about what they needed. They didn’t want yet another tool or thing to do. They wanted help.
So I started over.
“Our goal is to make things easier for you. Easier to find answers and experts. Easier to share better ways of working with people who do what you do. Easier to coordinate work in your group and across groups.
If we make all of that easier, we’ll make your jobs better while we unlock tremendous value for our company.”"
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And the tools themselves are convenient and engaging. That means iPad and iPhone access, for example. It means consolidating several of the tools we have into one place. And it means integration with our email system, Outlook.
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Sometimes, you need to go to a place – a destination – to get things done. It could be the latest information on a project or about a client or a product. It’s just a website, but a website with some modern advantages
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To understand the challenges of using collaborative or social software inside business organizations, begin by thinking about the use of similar technologies in your personal life. When we use Facebook, Twitter, Linked In, and most other personal social software applications, we share these experiences:
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To understand the challenges of using collaborative or social software inside business organizations, begin by thinking about the use of similar technologies in your personal life. When we use Facebook, Twitter, Linked In, and most other personal social software applications, we share these experiences:
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- Often we're instructed to use it by someone in authority, rather than invited by friends.
- Little of what we actually get paid to do (or believe we get paid to do) requires information or input from the vast majority of other people on the network.
- Participation feels like dropping pearls into a black hole — there's often no sense of getting something in return for sharing an idea or suggestion.
- We have no control over who sees our information and little idea what "they" are doing with it.
- The site is unattractive and requires a manual to get started.
- The software is generic and requires a work-around to do the specific things we would really like to do.
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"If we have learned anything during the past few years it is that the pace of change is absolutely ridiculous. No matter what part of the organization you are in, your ability to keep pace is challenged daily. If we can accept this as a truth, then there is uniquely one best practice that might stand a chance, how we adapt to change. Other than that, all other ‘Best Practices’ are simply roadblocks to success and excuses to remain irrelevant. "
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“Best Practice is a forensic science, an autopsy on a corpse. Learning is an activity of the living.
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they are stories, there for you to pick out the pieces which make sense to you, your team and your organization. Don’t assume someone else knows best. Has anyone really been doing what you have longer than you have been doing it? Sure, some parts, of course. But all of it?
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"So it behooves smart executives to avoid the pitfalls uniquely inherent in social initiatives. Here are eight missteps that can sink more than your social initiative. While these points relate primarily to internal, employee-facing social initiatives, many of them are equally relevant to customer-facing initiatives as well. "
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No interest from key users: Analysts estimate that approximately a third of workers will download and share new technology, with or without corporate approval
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Too many tools: Technology silos are a reality, but you need a road map for creating a single collaboration platform.
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"As social media adoption continues to move from mainstream to pervasive ubiquity, enterprises will begin to benefit from these advancements in the consumerization of IT (CoIT). Just 18 months ago, early adopters identified 18 Use Cases for Social CRM (SCRM). These ground breaking use cases showed enterprises how to bring social into existing CRM processes."
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- Public relations/ marketing (PR/MA). Key impacted business process: Campaign to lead
- Sales (SFA). Key impacted business process: Lead to deal
- Service and support (CSS). Key impacted business process: Incident to resolution
- Projects (PBS). Key impacted business process: Kickoff to delivery
- Innovation/ product life cycle management (PLM). Key impacted business process: Concept to production
- Supply chain (SCM). Key impacted business process: Sourcing to acceptance
- Human capital management (HCM). Key impacted business process: Hire to retire
- Finance. Key impacted business process: Invoice to payment
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"The data keeps coming in: The sale of social business software continues to rise and is forecast to continue rising for years. But does that translate into adoption? New data shows that while adoption is slowing, it’s indeed happening, with real benefits. If so, what are the most useful lessons we can take away from the early pioneers?"
"“If you want your Enterprise 2.0 efforts to be successful, you have to use words other people understand and care about.”
She went on to say that instead of talking about social media, social business, building communities and why your organization needs to use blogs, wikis, and microblogging, you should be talking about increasing sales, increasing productivity, and cutting costs. If you’re talking with Director of HR, he doesn’t care that you are managing 100 new communities or that 1,000 Yammer messages were posted today. He wants to know if the attrition rates are going down or that new employees are getting acclimated more quickly. For you, building communities might be the goal. For him, those communities don’t mean anything unless they can help him reach his goals."
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This about much more than what words to use. It’s about integrating the use of Enterprise 2.0 tools into the actual business. It’s about realizing that these tools are a means to an end, not the end itself. It’s about understanding that a social business community that isn’t tied to actual business goals isn’t sustainable.
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This is where the Enterprise 2.0 industry finds itself today.You’ve brought social tools to your Intranet? You’ve created a dozen active, vibrant communities behind your firewall? That’s great, but don’t go patting yourself on the back too much. Now, let’s drive it deeper into the business. If your goal this year was to bring Enterprise 2.0 to your organization, your goal for next year should be to integrate those tools into one or more of your business units.
""Social is running out of hours. Social is also running out of people," concluded George Colony, chief executive of analyst firm Forrester Research, speaking today at the LeWeb conference here. What he means: people don't have any extra time for social networking, and it's a saturated market. "
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regarding saturation, Forrester found that 86 percent of people have adopted social networking services. In Canada, it's 88 percent, and in Poland, 95 percent. Urban areas of China are at 97 percen
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The next wave of social services will be "more efficient and more time-saving," he said.
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enterprise2.0 (171)- socialsoftware (37)
- collaboration (34)
- socialbusiness (29)
- web2.0 (24)
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- intranet (15)
- implementation (15)
- enterprisesocialsoftware (14)
- management (14)
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