Wednesday, February 12, 2014

Social as Enabler for Corporate Behavior Change #e20s

Now a practice panel about 'Social as Enabler for Corporate Behavior Change'. First up Celine Schillinger who has been addicted to social collaboration by accident.

Celine shares 3 cases in which she has experienced and facilitated change within the company she works for (large pharma company):
  1. It all started with an email from her to the CEO, that received no answer. She forwarded it to a small group of friend-colleagues and it became viral. This multi-disciplinary/multi-divisional group of employees decided to meet over lunch and try to address this in a good way. They continued to meet in real-life and support the community with Yammer (called WoMen - capitals are deliberate). They created 62 crowdsources solutions (related to gender-balance. Then the CEO said: Let's meet over lunch. The CEO proposed to do a workshop with the whole leadership team about this topic. From then on this topic was on the agenda and is 'implemented' in the performance metrics. After this success, Celine wondered if this could be applied to other topics as well.
  2. So, she proposed to create and take on a whole called 'Strategic stakeholder engagement' and focus this on the work that the company is doing around Dengue fever. This was a first cross-functional, cross-divisional role. So, she has stakeholder in several divisions/departments, which some find difficult in the company. For this she used SharePoint. She created a collaborative newsletter to help people work out loud. Slowly but steadily colleagues are sharing more about there work. It started with 10 articles on average, now she's at 24 per weekly edition.
  3. The 3rd example focuses on the external stakeholders. She listened to the external conversations about the Dengue fever using social network analysis (mostly Twitter). They found the convo's were very scattered. People didn't know where to go and who to speak to. They found people were expecting to be able to find more information about this disease. They thought they could help here. They decided to create the conditions(!) to create a community. They were part of the convo, not shape the convo. So this community is run by an alliance of partners (even with competitors!). It's issue-centric, not product-centric. They use a Facebook page to support this. 160.000 followers in 6 months...
Celine also shared some of her learnings (in short):
  1. identify a common purpose
  2. connect with the people
  3. connect people
Celine finally shares her culture change framework consisting of the following, called the VOICES framework:
  • Vision - develop & explain the vision
  • Openness - encourage external connections
  • Information - inform and educate about social
  • Culture - impact on leadership culture
  • Enterprise 2.0 - develop collaboration networks
  • Success metrics - monitor defined kpi's
Next speaker is Remo Ponti. Remo started his talk by sharing all kinds of research facts about enterprise 2.0 and social (mis-/non-/)use. Like: knowledge is power, HR sees employees as slave, struggle between communications and IT, etc.

To improve the way they work and the systems they work with they asked the users to come with ideas for improvement. What are they doing now?
  • communicate complex things and management vision via video (videoblogging, webinars with microblogging)
  • communication is becoming more personal (microblogging)
  • use virtual worlds to teach employees complex thing
  • make it easier to find out who does what, what department does what by creating a dynamic org chart. You can click in the org chart on text describing what the department does in an informal way
  • saved 1,5 million euro for IT department saving (crowdsourced)
  • 3000 ideas to hack the back office
  • they integrated instant messaging and collaboration in their traditional intranet

blog comments powered by Disqus