Day 2 Case Study Summary at Enterprise 2.0 Summit

Day 2 at the Enterprise 2.0 Summit, and more case studies. The first session was on enabling output improvement, interesting in that it was financial  services, which has extra issues with the “3 Amigos” – Legal, Security, Compliance

Dan Florescu – ING
Project to increase engagement and collaboration started in 2010, many people only work 4 days a week, some on 3 – need to learn to manage an army of job sharers. Used Sharepoint, not social at time [I can support that – AP] so did mods, which was expensive – later added Sitreon as an overlay. Put system in using scrum approach.

Business aims were to
– enhance profiles with skills and allow people to find the right person easily
– reduce meetings (used online agendas setting and hash tags to cover topics)

Lessons learned:
– Legal, Security, Compliance – the “3 amigos” – very powerful in a financial company. Had a simple user agreement, and a report button to cover these issues.
– Anyone can start a community, but you wind up with a lot of ghost groups. They do a 40 – 60 day clean up – 40 days notification if no activity, 60 days delete
– Had a 25% increase in activity from 2012 to 2013 but need to get more people and doing more stuff to really add value (a critical mass?):
New head of HR – companies these days less likely to listen to bosses, more comms/collaboration/etc needed

Raphaele Naud – Fidelia
Multiple-Site, info in silos, 3000 people, very hard to get info from right person fast. Wanted to centralize info and transform workplace. Choosing tools, used consultants, chose XWiki after an RFP with user requirements – has customisable, good Interfaces. Debut “Wikidelia” 2010, started piloting and onboarding mid 2011, started to adapt system by asking people for feedback, requirements.

KFS for Wikidelia
– critical to have useful information at beginning of system life so first application was online data/document repository
2012 started with community building capability
– management support
– heavy user involvement in task force
– info had to be easy to find information
– must be easy to use or users won’t use, especially to write/add stuff
– set up teams, communicate with managers up front, then all in pilot
– used feedback and learning to adapt and roll out further
– buzz launch – T shirts, info as to where stuff is, SOS helpline, mascot design, then vote

Impacts
– a move from oral to written culture
– had 500 seasonal workers, very fast onboarding
– “un-siloed” the information as it is now held centrally
– now 500 visits a day
– got lots of people getting engaged with helping amend, allowed people to add their own stuff

Now implementing Ideas Box – started off by asking about business strategy issues but
– have a continual operating committee to add stuff, 2 day response to proposals,

Discussion with Dan & Raphaele

Some points:

– Need to understand managers are not as familiar with social as staff are, bigger journey for them
– Banks do have to ensure compliance of documents
– Fidelia uses socnet plus document mgmnt, continual scrutiny
– ING documents are in team databases, socnet only for collaboration

Where the company is making the money, that’s what social should help – motivates managers, makes employees see sense of using system

Benchmarking – did you look at best practice? Managers felt safer if they could see other companies doing it.

Main Success Factors:
– Community mgmnt
– Sponsorship
– Deliver value

The second session was on using social technology to foster innovation.

Mathilde Parlier Blot – Peugeot

Aim was to drive Main driver was not to just stack ideas, needed to make it real, and make it cross discipline
Idea competition – collaborative v competitive balance. – 1000 connected users – predefined deliverables, used gamification and incentives (not sure how). Actions:
– Company wide commas, weekly newsletter, inspiration space with information relevant to competition
– Voting – at least 5 comments to get out of pool for evaluation by specialists
– Got 7000+ uniques, 1300+ participants, 1000+ ideas, 3500 comment prizes – car, health and wellness voucher etc
[AP cynically, gamification means lots of valuable ideas for free, only need to pay for a few]
– 200 useful ideas,

Parallel quick win “Costbuster” idea, shorter/sharper program
– 30,000 + visits, 17000 comments
– 117 Costbusters (short term cost reduction) ideas vs 200 innovation idea
– Euro 40 mil savings

Latest plan – Fusebox – external challenge – 350 visitors to date

Hurdles
– Not Invented Here
– absorption capacity – limit to how much company can deal with
-IP rights
-HR policies at odds with requirements and desired behaviours

Plusses
– break down organisation silos
– higher value on behavioural skills
– customer driven naturally
– positive communications.

Jerome Introvigne – Groupe POULT

It was all in French so its taking me some time to translate it, not a language I’ve ever learned and my Latin doesn’t help a lot 🙂

The following were not strictly case studies, but are notes from an indicative session on structuring Social technologies within the overall business processes

Accenture –  Joao dos Santos

Business Procsss Mgmnt (BPM)  is good for stable, repeatable processes. BPM and ERP doesn’t see Ancillary activities [what I call informal systems spring up to support this], non structured data and non accountable people “moments of truth” decisions

Adaptive Case Management – (ACM) Accenture term = social tech + case management + BPM + Enterprise Case Mgmnt. Case combines events, data,content, people, policies etc. ACM is more lightweight than BPM. It gives you a huge audit trail and traceability from the social data as well

2 Roles of Social Interactions in ACM:
– collaboration drives runtime collaboration, innovation etc – user case management is best tool
– integration with external networks which generates information from market, eg customer complains on Twitter – use various tools for this, open a case to cover eg Twitter complaint

Challenges:
– Need to get closer to beneficiary of the process eg client
– Must be very goal driven
– Transaction drives process, not process driving transaction
– Systems continually self configure.

My take, confirmed by Joao – ACM is aimed at parts of a business with case management potential, eg customer service

Bertrand Duperrin – NextModernity

Requirements
1. Design for BRP ( Bareley Repeatable Processes)
2. Design social for structured activities – how does this tool help me with my business goals, not all your social goals
3. bring social services into context of bus application and vice versa

Challenges
1. It’s not about adding but transforming – but social is very touchy feely, very hard to do predictable, reliably, measurably
2. measuring the impact – don’t know what to measure in social activity, but do know what to deliver in processes – so see how the social processes impact the business metrics
3. managers must adopt not as average users but as managers
4. technology adoption and open standards – yes tech is 20% but it’s the first 20% and really matters.

The thing that stood out to me is that Social technologies do not really give any advantage with repeatable processes, they are more effective at dealing with “barely repeatable processes” and unstructured information. The slide I’ve used at the top is from Bertrand’s talk and illustrates this well, with a useful quote from Theory of Constraints originator Eli Goldratt – use appropriate systems for appropriate tasks.  The ERP systems are not going to go away, in my view a similar arrangement will arise where Social technology will be the “mid-range” system between one-off projects and the  main production systems – much the as the product/process matrix works for manufacturing operations