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Dec

2011

If Your Company is Still Blocking the Move to Social, Then Join Electronic Arts in Battle

"The world’s largest gaming company is going through a remarkable transformation into a Social Business. Electronic Arts understands that today’s technologies, unlike those of the past decade, are no longer limited to the individual.

They impact everyone. Impact that’s revolutionizing the way customers communicate. Impact that is forcing companies to listen, to learn, to adapt, to change its infrastructure and culture in order to stay competitive. Impact that is causing considerable anxiety in the C-Suite."

www.cloudave.com/...join-electronic-arts-in-battle

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casestudies electronicarts socialbusiness enterprise2.0 sharepoint curation communities profiles yammer knowledge IP

Our goal is to constantly answer the questions: How do we understand our customers better? How do we interact with them? It may sound easy, but it’s very challenging to do in practice.”
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- Still EA wasn’t satisfied and wanted to learn more about their customers, “There’s also deep telemetry and analytics on any online game.
- So does EA apply these same social concepts with their employees? According to Sandie they are just beginning but cautions, “because we work in so many countries, we are careful around privacy and we have offices especially in Europe and Canada.”
- So they obviously want to find other people and find information about them. Yet they might not necessarily have filled in their own profile which is really interesting
- It turns out completed profiles build deeper relationships
- Create critical mass on the platform by first persuading people to create profiles and personalized content. Then, persistently encourage employees to contribute work related content. But be careful not to censure employees. In fact, encourage debate as long as it remains civil
- “you guys built this on SharePoint?” Certainly a surprise since the site lacked any major 3^rd party social apps, Sandie added, “but our goal was not so much about the technology, we cared that it was usable, it was aesthetically pleasing and it was functional. It did all three of those things.”
- But once the social business platform is in place, Sandie recommends companies hire a curator to manage content and help make internal communities more active

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
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- 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

Apr

2011

HR as leader of the social/digital revolution

"If I am sure that communication, marketing and sales have to be revised with a new paradigm centered on the consumer and not on the company/brand/product, I am also convinced that the main lever of transformation is in the field of HR. Obviously, the role of HR is much more strategic and important that some of the actors think. The role of HR is key for many reasons:"

nicolasrolland.tumblr.com/...-the-social-digital-revolution

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humanresources structure coordinatination profiles career humanresources2.0 competences

Structures and coordination: the emergence of new activities in the field of marketing and communication entails changes in the organization with the creation of new positions (new medias, digital marketing,…) and with new close relations between these 2 departments and the need to develop new coordination modes for communicating
Competencies: the way to connect to the consumers with digital marketing or to PR / blogs for communication requires defining new competencies. If a part of the job is the same, the core evolves. It is driven by the consumer centric approach. HR has the ability and the credibility to lead this definition of new competencies not only for marketing but also for sales.
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- Profiles: with the exquisite “job desk”, HR define not only what are the needs but also the profiles of the candidates. It is a great opportunities to introduce diversity in terms of socio-educational background with people having new attitudes and leadership style (ability to network)
- Development: one of the mission of HR is to create on the content and on the form as well, new learning programs or new initiatives to develop the people in place or new entrants around these jobs and activities.

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