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Editor's Notes

• #3: Focused on helping organizations drive innovation, discover untapped expertise and simplify business processes HQ in Denver with offices across the globe Growing portfolio of enterprise customers WW including MSFT Recognized by some of the largest analyst firms and MSFT for what we have done in the market
• #18: Change in the organizational management philosophy is often linear -- Social change, however, is more humanistic, developmental, and iterative We found there are 3 key pillars of driving adoption and you’ll find that you can’t ever be successful if you just focus on one or two of these areas The pillars that we need to bring in alignment are Technology, Business and People – right where they meet in the middle is the sweet spot and where you will find the most success With the 3 pillars, we can think of two separate tracks – Technology side of the house and the People / Business side of the house. They tend to run in parallel and leverage different resources but remember – they all become aligned in the middle to make social real
• #22: Oppenheimer Funds Mini Case Study – Highlights Campaigns & Change Management Tile 1 (Logo) Talking Points – About OppenheimerFunds Our work with OppenheimerFunds nicely highlights these 2 critical areas for social adoption OFI is one of the largest and most reputable investment management firms in the country The original Oppenheimer fund was first offered to the public in 1959 Now OFI manages more than $208 billion in assets for more than 12 million shareholder accounts (as of March 2013) They purchased 2K licenses of Social Sites 2010 Tile 2 (Campaigns Outcome) Talking Points Awareness is all about helping people to understand how social will change and improve their work. OFI was keen to learn methods for driving awareness and use of the portal. NewsGator services team assisted by: Hosting an on-site workshop where they covered best practices and ideas around communication campaigns Provided access to eNGage so that OFI could learn from other companies that have implemented social Provided samples such as tri-folds, cheat sheets, scripts, documentation Reviewed communications plan and materials as needed OFI combined their own ideas with NG’s suggestions and executed a pre and post launch campaign that included: Announcements on the old portal Email about what’s coming that highlighted features Videos about the portal and its features Posters around their various offices/locations CTO blogs and microblogs – Jim Bailey blogs every day at 4am; he included portal info in his blogs - tips, suggestions on activity to perform, and info about the benefits of the portal. He even recorded a video of himself using the portal Scavenger hunt with prizes – asking users to use the social features of the portal to find answers to questions such as ‘what is the title for John Smith’ and first person to answer given question would get a prize OFI tracked key metrics to judge success – two key areas were communities joined and commenting Week 1 saw great levels – a total of 800 combined community joins and comments made and even better they saw those activity levels increase each week – for example during week 5 there were 1,140 community joins and comments – a 43% growth over week 1 levels! OFI offers an excellent example of how helping people understand the social initiative’s features and benefits can drive adoption and usage of the system. Data Source – March 22, 2012 Oppenheimer webinar. Tile 3 (Change Management Outcome) Talking Points As OppenheimerFunds was developing their Social Sites features they saw major viral adoption within the test system (more than with the straight mysites that were in production) and they realized they needed a Change Management team and process to help integrate social/collaborative work styles into their corporate culture. NewsGator assisted the Change Management team by providing An on-site workshop where the OFI business and culture was assessed and where best practices for change management were shared Recommendations on how to drive social change within OFI that was inline with their culture but that also accounted for how cultures change with social, examples include Which functional areas to include on the change management committee What communities to implement to drive change and system adoption How to communicate the change to end users How to incent users to change behavior and use the new system How to roll out change in manageable pieces for the end users – starting small and broadening out over time This quote nicely highlights how OFI valued change management processes and how the culture shifted with social adoption. As employees saw that they were encouraged and recognized for collaborative work the use of the system increased. Quote Source – Oppenheimer Webinar, March 12, 2012
• #23: Oil & Gas Mini Case Study – Organizational Assessment & Socially Enabled Processes Tile 1 (oil drilling photo) Talking Points This customer is an oil and natural gas exploration and production company They are a Fortune 500 company They purchased Social Sites 2010 for 6500 of their employees Their goal was to socially enable online Knowledge Management for revenue producing employees (engineers) Tile 2 (Org Assessment Outcome) Talking Points One area that we will evaluate during an organizational assessment is the level of executive engagement and their level of actual/anticipated activity in the social system When performing the assessment at this company we found about 75 to 80 people on the leadership team – the very large majority of these were not social proponents, had not used social, and didn’t understand the business value of social So, we recommended more training and ‘hand holding’ for the executive team at this company We delivered training sessions to the executive team members to show them how to use the product, how their employees were using the product, and what the business value was We followed up executive trainings with reminders on what type of tasks to complete and with highlights on system features We created 1 page executive engagement document for the leaders with tips and tricks on activity and frequency of activity We did ‘train the trainer’ sessions with the knowledge management (KM) team who would continue to be responsible for executive engagement after the launch We made suggestions to the KM team on contests, training and other things that our customers have done to drive executive engagement And we suggested measuring results – in this case executive profile completion rates was one critical KPI Post training we saw that 50% of the executives completed their social profiles – an okay start but we all wanted more leaders to complete their profiles in order to help drive the engineers to participate as well So the company’s KM team continued to work on executive engagement and they used an IT VP that was a big proponent of social to help them – together they hosted a contest – a bet among the executive team whereby those that did not complete profiles had to buy lunch for the other executives – that got the profile completion level up to 90% In companies where there are lower levels of executive engagement, multiple pronged programs like this are needed and we find it well worth the investment of time in such programs as executive engagement levels are proven to drive a critical mass to participate Tile 3 (SEP Outcome) Talking Points This same company also offers and excellent example of Value – that is insuring that social initiatives are aligned to business goals and core business processes. In working with this company we identified a few key areas of the business where they knew social could have high business impact. We spent time with key stakeholders from these groups ahead of time understanding their business and their goals. We ran use case discovery workshops with representatives from the groups to understand how they currently communicate and collaborate, what their pain points are, how they’d like to be able to work, and what the potential obstacles might be. After the workshops we mapped out the right tools and processes to match the problems (and didn’t fix anything that wasn’t broken just to make it social). We spent extra time with the community managers of each group to migrate any existing content and to configure their communities to meet their needs. We also trained the community managers in engagement techniques, specifically to the needs and potential obstacles we heard during the workshops. We then ran in-person launch “tours” to small groups of end-users, by specific group so we could focus on their use cases so that the stories resonated with the individuals. One of the use cases outlined was to better connect and share knowledge among a group of subsurface/completions engineers that spanned 5 geographic regions Therefore we created a Completions Community and spent time selecting and training community manager(s) for that group, seeding the community, training members of the community, etc. This upfront work to align the social initiative to business goals and core business processes paid off! During the initial launch, A superintendent made a post in that community about a $200K batch of chemicals that they purchased but no longer needed because a project was cancelled An engineer in another region saw the post and responded within one hour that they had a need for the chemicals This saved $200K in purchasing chemicals and the cost and time that would have occurred had the first region needed to dispose of the chemicals Business wins like this help to further drive social adoption!
• #24: Review sections, highlight color significance