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Forum Executive Meeting Series

Gaining and Sustaining the Edge in


Digital, Social and Mobile Communication

Forum Executive Meeting Series

Gaining and Sustaining the Edge in


Digital, Social and Mobile Communication

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March 2014
Dear Members,
Sincere thanks to the many of you who took time out of your schedules to share
with us your unique, and forward-thinking approaches to the challenges inherent
in digital, social and mobile communication for employees. Your contribution to
our work is indispensable, informing the scope and direction of our research at
every step, and we are grateful for our ongoing opportunity to partner with you
in discovery.
To those Members who worked with us on the development of the best practices
herein, a very special thank you. Your generosity of time and energy has been
tremendous, your commitment to quality exceptional, and your willingness to
share both trials and successes laudable.
It is precisely this spirit of open exchange and shared learning that is at the heart
of Melcrum's Forum and can advance the internal communication discipline. We
look forward to continuing to work with each of you in doing just that.
Sincerely,
Victoria Mellor,
CEO of Melcrum

Kelly Parsons,
Chief Research Officer

The potential benefits of social are clear, but most organizations arent
realizing them fully
Potential Productivity Gains of Social Technologies

% OF AVERAGE WORK WEEK

Reading and
answering e-mail
Searching and
gathering information
Communicating and
collaborating internally

Tasks of
Interaction Worker

Productivity
Improvement

28

2530
19

3035
14

Role-specific
tasks

Total
% OF AVERAGE WEEK

2535

Increased
Value-added Time

7.08.0
5.56.5
3.55.0

39

1015

4.06.0

100

2025

2025

Only 40% of senior


executives say
digital investments
have yielded a
measureable impact
thus far.

% OF WORK WEEK

Source: International Data Corporation (IDC); McKinsey Global Institute analysis

Everyone agrees, its not about the technology

Drivers of Success and Failure in Digital Initiatives

Contribution to the Social Enterprise

IMPACT

Technology
20%
Success
Failure

32%

30%
23%

21%
19%

21%
17%

16%
11%

21%

Culture
Senior Management
Interest

Internal
Leadership

Alignment to
Org. Structure

Good
Management

Re-worked
Business Processes

80%

n=850

Source: McKinsey, Bullish on Digital, Aug. 2012

Source: Gartner, The Nexus Effect and How the Nexus of Forces
Alters Established Architecture Models, Sept. 2012

Internal Communication has its own, related set of challenges in realizing the
potential of digital, social and mobile investments
Gartners Technology Hype Cycle
Peak of
Inflated
Expectations
Plateau of Productivity

Slope of Enlightenment

Technology
Trigger

Trough of
Disillusionment

Internal Communication Challenges

Right-sizing Digital
Investments

Governing Digital
Content and Channels

Designing Fit-for-Purpose
Digital Assets

Catalyzing Change
through Digital Comms

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication
Right-sizing Digital
Investments

Governing Digital
Content and Channels

Designing Fit-for-Purpose
Digital Assets

Catalyzing Change
through Digital Comms

Future-forward Feature
Prioritization Tool

Employee-as-Consumer
Content and Adoption Models

User personas highlight desired tech


features while implementation filters
favor flexible platforms capable of
evolving over time.

A newsroom approach to content


comes together with a marketing-based
approach to adoption to drive business
transformation.

Digital Workforce Group


Digital Workplace Maturity Model
Employee-led assessment of current
and desired digital workplace
capabilities informs decision-making,
steering investments to tools the
organization is ready and willing
to adopt.

Tiered structure clarifies digital


investment priorities and centralizes
editorial oversight.

Digital Experience Steering Committee


Cross-functional governance structure
comes to life via self-directed mandate
and shared KPIs.

Network Support Strategy


Online community, training and
governance tools build skills and drive
alignment across dispersed site editors.

User-in-Motion App
Design Principles

Network-fueled
Collaboration Platform

Mobile app empowers employee


advocates with external news and
information repurposed not for the
mobile device but for the mobile user.

Global intranet brings together bestin-class social, game, and innovation


techniques to connect employees
around projects, ideas, and innovation.

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication

Governance Structures
Content Management
Strategy and Planning
User-centric Design
Agile Design
Community
Management
Internal/External
Alignment
Business Case
Development
Measurement
Adoption
Collaboration
Gamification
5

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication
Right-sizing Digital
Investments

Governing Digital
Content and Channels

Designing Fit-for-Purpose
Digital Assets

Catalyzing Change
through Digital Comms

Future-forward Feature
Prioritization Tool

Employee-as-Consumer
Content and Adoption Models

User personas highlight desired tech


features while implementation filters
favor flexible platforms capable of
evolving over time.

A newsroom approach to content


comes together with a marketing-based
approach to adoption to drive business
transformation.

Digital Workforce Group


Digital Workplace Maturity Model
Employee-led assessment of current
and desired digital workplace
capabilities informs decision-making,
steering investments to tools the
organization is ready and willing
to adopt.

Tiered structure clarifies digital


investment priorities and centralizes
editorial oversight.

Digital Experience Steering Committee


Cross-functional governance structure
comes to life via self-directed mandate
and shared KPIs.

Network Support Strategy


Online community, training and
governance tools build skills and drive
alignment across dispersed site editors.

User-in-Motion App
Design Principles

Network-fueled
Collaboration Platform

Mobile app empowers employee


advocates with external news and
information repurposed not for the
mobile device but for the mobile user.

Global intranet brings together bestin-class social, game, and innovation


techniques to connect employees
around projects, ideas, and innovation.

Knowing current state and where the organization should go with digital
technologies clarifies investment decisions
Digital Workplace Assessment Summary
None

Networking

Communication

Assessing current
performance (black
marks) against desired
state (red marks) on
each of six digital
capabilities guides
IKEAs investments to
what matters most
and away from what
doesnt.

Mature World-Class

Exchange information by speech,


signals, visuals or writing

Plan work and availability for myself


and others

Manage Documentation

Manage and publish documentation


across its lifecycle

Access Solutions

Emerging

Find and activate people with


knowledge

Plan and Organize

Access Documentation

Basic

Search, navigate and subscribe to


knowledge and information

Access to solutions from


anywhere, at anytime

A repeatable and well-understood process of assessing needs and tracking


performance over time provides legitimacy and transparency alike
Digital Workplace Assessment Process

Gather input
(3 weeks)

Analyze

Finalize

(3 weeks)

(1 week)

Conduct interviews and send


out survey

Analyze interview and survey


findings with the Maturity Model

Update Transition Tracker

Interview and Survey


Questions

Maturity Model

Transition Tracker

Quantitative and qualitative inputs provide the nuanced view the team needs
to make the best decisions around digital communications
Questions
Access Solutions
Access Documentation

Structured Survey Process


`` Responses based on five-point
scale: Strongly Agree, Agree,
Disagree, Strongly Disagree and
Not applicable
`` Survey sent to 50% of intranet
users, selected at random
`` Survey questions align with
Maturity Model

Manage Documentation
Plan and Organize
Communication

Networking
To what extent do you agree with the following statements:
1. Experts are easy to identify at IKEA.
2. It is easy to get in contact with people with the right expertise
and competencies when needed.
3. Identified experts have time to answer my questions.
4. For every piece of information (e.g. spreadsheets, reports, search
results, etc.), the associated expert is provided.
5. I have access to all co-workers core competencies and expertise,
which is accurate and systematically updated.

Structured Interview Process


`` Roughly 30 IKEA senior
stakeholders interviewed
`` Different job functions, geographical
areas, organizational affiliations
and tenure are represented
`` Set parameters up front for
interviewees: context, time
commitment (1 hour), follow-up
`` Interviewer captures digital
requirements mentioned during the
interview in a requirements list

6. I have access to experts outside of my organization which I can


utilize in my work situation.
7. There is a culture of networking and sharing knowledge at IKEA
8. Co-workers including myself use Social Networks for sharing
knowledge
9. I feel that the use of Social Networks are encouraged by
leadership

A concrete spectrum of performance levels for each capability allows


qualification of survey/interview data
Digital Workplace Maturity Model
None

Basic

Emerging

Mature

World Class

Lack of structure and


processes

Developing function & capabilities

Fully competent to deliver required


results

Develop/implements best
practices and achieves measurable
impact on business results

Recognized expert / leader


in community and creates a
competitive advantage for IKEA

Networking

No culture of networking

Networking is encouraged

Company-wide networking

Culture of networking

Proven business-value
creation through networking

The ability to
nd and activate
people with
knowledge who
can be helpful
professionally

`` Experts not identified or


accessible

`` Experts included in global search


results

`` No culture of sharing

`` An established set of HR master


data (title, role, competence,
experience, etc.) company wide

`` No established set of job/role


titles company wide

`` Networking events periodically


organized

`` Consistent company-wide, upto-date master data provides


searchable list of experts, driven by
the HR system

`` Ad hoc networking

`` Trainings (e-learnings, class room-,


virtual trainings) in how to find
people with knowledge

`` Community metrics exist in some


form (number of connections,
posts, contributions, comments
etc.)

`` Co-workers network mainly with


people in their surroundings

`` Networking behavior encouraged


throughout IKEA

`` Networking behavior rewarded/


recognized to some extent

`` Corporate yellow pages with job


titles, contact information and
relevant skills

`` Communities of practice exist in


some form
`` People profile data available to
co-workers with info (contact
information, organizational
belonging etc.)
`` Co-workers can maintain their own
expert profile and are encouraged
to keep it up to date (>25% profile
completion in key workforces)

`` Community Leaders appointed and


engaged

`` Social Networks for bringing


groups of common interest
together

`` Social Networks established goals


and measured value
`` Culture of borderless networking
`` Experts own and drive communities
of practice
`` Community activities monitored and
followed up upon
`` >50% profile completion in key
workforces
`` People are measured on size
of network, (quality of)
contributions etc.
`` Centrally designated experts pushed
on top of search results
`` Displaying co-workers contributions
in their people profile
`` Networking behavior rewarded and
recognized

`` Search for expert source, indicating


experts based on content of
conversations
`` Dedicated experts with dedicated
time for knowledge sharing
`` Clearly established, well formed
and active communities and
expertise networks
`` Company Social Networking tools
widely adopted
`` External experts part of internal
communities
`` Competitive advantage through
world-class networking, proven
and documented
`` Integration with talent
management e.g. skills tracking,
performance management
`` Access to relevant experts (internal
and external)
`` Established ideation tools

`` Leadership actively participating in


communities

10

Critical analysis by digital workplace experts and process owners establishes


the gap between current and desired levels of digital maturity
Process

The Digital Workplace Council Members

Activities
`` Discuss any updates to the Maturity Model
`` Go through the model in order to get everyone
on the same page
`` Discuss interview and survey findings to get
consensus
`` Analyze findings against Maturity Model
content

Outputs
`` As-Is and To-Be positions on
Maturity Model

Chair, Deputy
Information
Manager

Manager,
Group HR

Manager, Group
Meeting and
Travel Service

Solution Area
Manager,
IT Demand
Support

Process Owner
Internal Digital
Communication

Process Owner
Group HR

11

Demonstrating progress toward the desired state of digital maturity justifies


investments, while gaps highlight the path ahead
Tracking transition on the Digital Maturity Spectrum provides IC with a clear path
Transition
Tracker
forward for the next (3) years and a
compelling
business case for ongoing investment.
`` The As-Is position captures
employees assessment of
IKEAs digital state of the
union.
`` Opportunities for this
position to move along
the scale each year (in
priority capabilities) boosts
Internal Communications
legitimacy and leaderships
buy-in.
`` Annual tracking may be
too frequent as digital
change always takes
longer than estimated.

As-is relates coworkers inputs and


industry best
practice.

As-Is position
As-is situation

Manage
ge Documentation
Documentation

Unstructured
way(s) of
publishing
content

Access
ng Documentation
Documentation

Knowledge
not managed
or accessible

Access
cessing Solutions
Solutions

IKEA solutions
only available
on site

None

Innovative
organizing
solutions

Project
management
success is
measured

Ad hoc
organizing

Plan and
ning & Organizing
Organize

Unified
communication

Rudimentary
customization of
communication

Peer-to-peer
communication
using traditional
channels

Communicating
Communicating

Proven business
value through
networking

Company-wide
networking

No culture of
networking

Networking
Networking

To-Be position (end of FY XX)


To-be situation (end of FY XX)

Proven value
creation through
knowledge
management

Majority of
workforce has
documentation
routines

Superior
knowledge
management with
direct benefits

Relevant
knowledge
accessible to
co-workers

High usability of
integrated and
accessible
solutions

Standardized
solutions
implemented
across IKEA

Basic

Emerging

Mature

while To-be relates inputs


from co workers, the Digital
`` The To-Be
Workplace Councils
long position
an
short-term strategy
as
a
captureswell
IKEAs
time/effort aspects.

performance against
industry benchmarks,
inputs from employees,
and the Digital Workplace
Councils long and shortterm strategies.

`` Not every To-Be


position should be at
world-class staying
realistic is important.
`` Its important not to
move the goalpost before
giving yourself time
to meet it. The To-Be
position should remain
the same for at least 3
years.
`` Gaps between As-Is and
To-Be differentiate quick
wins from slow ones.

World-Class 5

Time in Years
12

While the pace of progress is slow and steady, high-impact projects take
Tracking transition on the Digital Maturity Spectrum provides IC with a clear path
precedence
forward for the next (3) years and a compelling business case for ongoing investment.
As-is relates coworkers inputs and
industry best
As-Is Dec. 2011
practice.

Transition Tracker
As-Is Dec. 2012

As-is situation

Manage
ge Documentation
Documentation

Unstructured
way(s) of
publishing
content

Access
ng Documentation
Documentation

Knowledge
not managed
or accessible

Access
cessing Solutions
Solutions

IKEA solutions
only available
on site

None

Innovative
organizing
solutions
Proven value
creation through
knowledge
management

High usability of
integrated and
accessible
solutions

Standardized
solutions
implemented
across IKEA

Emerging

Investments in culture
change trump roll-outs of
new technology.

Superior
knowledge
management with
direct benefits

Relevant
knowledge
accessible to
co-workers

Basic

`` User Adoption Program

Unified
communication

Majority of
workforce has
documentation
routines

`` Training Framework

`` Improved Change Communication

Project
management
success is
measured

Ad hoc
organizing

Plan and
ning & Organizing
Organize

Proven business
value through
networking

Rudimentary
customization of
communication

Peer-to-peer
communication
using traditional
channels

Communicating
Communicating

To-Be (end of FY16)

To-be situation (end of FY XX)

Company-wide
networking

No culture of
networking

Networking
Networking

As-Is Dec. 2013

while To-be relates inputs


from co workers, the Digital
WorkplaceAssessment
Councils long anOutputs
short-term strategy as well a
time/effort aspects.

Mature

World-Class5

Time in Years
13

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication
Right-sizing Digital
Investments

Governing Digital
Content and Channels

Designing Fit-for-Purpose
Digital Assets

Catalyzing Change
through Digital Comms

Future-forward Feature
Prioritization Tool

Employee-as-Consumer
Content and Adoption Models

User personas highlight desired tech


features while implementation filters
favor flexible platforms capable of
evolving over time.

A newsroom approach to content


comes together with a marketing-based
approach to adoption to drive business
transformation.

Digital Workforce Group


Digital Workplace Maturity Model
Employee-led assessment of current
and desired digital workplace
capabilities informs decision-making,
steering investments to tools the
organization is ready and willing
to adopt.

Tiered structure clarifies digital


investment priorities and centralizes
editorial oversight.

Digital Experience Steering Committee


Cross-functional governance structure
comes to life via self-directed mandate
and shared KPIs.

Network Support Strategy


Online community, training and
governance tools build skills and drive
alignment across dispersed site editors.

User-in-Motion App
Design Principles

Network-fueled
Collaboration Platform

Mobile app empowers employee


advocates with external news and
information repurposed not for the
mobile device but for the mobile user.

Global intranet brings together bestin-class social, game, and innovation


techniques to connect employees
around projects, ideas, and innovation.

14

To benefit from shared information, improved access and a connected workforce


requires digital communications that are strategically designed and managed
Digital Workforce Group Strategy
DWG Mission:

Empowered
Workforce

Enable the workforce to


connect digitally
To...
find information, do their jobs well,
connect with each other and be a
best place to work
So we can...
better serve the member

Kaiser
Permanente
Strategy

Copyright 2014 Kaiser Foundation Health, Plan, Inc.

15

A governing body the Digital Workforce Group (DWG) brings the mission to
life through decision-making and governance of digital channels and investments
Digital Workforce Group Structure

Executive Governance
Business Infrastructure Project
Approval Committee

Provides program direction, makes key


decisions, ensures funding
(MONTHLY)

Program Steering

Experience and Editorial Governance

Accountable for program and project


issues, risks and priorities

Accountable for real estate, content,


editorial IA, and user experience; makes
key decisions on InsideKP experience

(WEEKLY)

(QUARTERLY)

TOP TIP Study other cross-functional teams to see what works, and
what doesnt. The DWG structure and processes are modeled after the
group charged with managing and making decisions for KP.org.
Copyright 2014 Kaiser Foundation Health, Plan, Inc.

16

The Executive Governance Group provides direction, makes key decisions


and helps secure funding
Executive Governance Group Operating Principles
Scope:
T he Executive Governance committee will focus on issues related to the
DWG mission

Benefits:

Decisions: Make and/or approve decisions that have wide-ranging impact for the
program, or where a final decision has been elusive

`` Funding and resource allocation


is no longer biggest guy
wins; overlap with Business
Infrastructure Group helps
maintain focus

Support: Ensure the adoption and efficacy of the decisions through appropriate resource
allocation and organizational communication

`` Global strategic perspective and


voice is pervasive

Purpose and Process:

Status: High-level review of any significant project delays


Alignment: Provide recommendations, as necessary, to ensure continued alignment of
DWG with Kaiser Permanente goals

Membership:
Business Owners, Brand Communication, Physician Group, IT, End User Services, HR
Internal Communication

Copyright 2014 Kaiser Foundation Health, Plan, Inc.

17

The Program Steering Committee and Experience and Editorial Governance


Council work together to bring strategies to life
Program Steering Committee

Experience and Editorial Governance Council

Scope:

Scope:

A
ccountable for program and
project issues, risks and priorities

Strengthen connections and


synergies across business groups

Decision Method: Consensus;


when consensus cant be reached,
recommendation is sent to Exec.
Governance

Increase transparency of
decisions

Scope: InsideKP, wiki, IdeaBook,


mobile

Incorporate a data-driven
approach to decision-making

Workforce: Content, editorial,


information architecture, real
estate, user experience, publishing,
communications, testing

Improve the quality of digital


content across the organization

Purpose and Process:


Provide advice, updates and
oversight of DWG initiatives

Membership:
IT, Project Managers, Internal
Communication

Communicate a plan
for governance-related
communications

Purpose and Process:

Membership:
Internal Communication, IT, My
HR, Regions, Ad Hoc Members,
Brand Strategy, Web Standards,
All Content Owners

Deliverables: Establish,
enforce, direct, and provide
change management as it relates
to the scope

Benefits
`` Powerful work shared
across the portal and the
organization
`` Visibility into ongoing
projects and editorial
priorities up, down and
across the organization
`` Formal process,
and responsibilities,
accompany requests for
new content assets

Copyright 2014 Kaiser Foundation Health, Plan, Inc.

18

A strategic vision reframes the role of digital in supporting employee


engagement goals, and raises the bar for governance
`` DeloitteNet will evolve from a traditional
enterprise portal to a multi-channel digital
platform experience.
`` Data will be centralized for all channels
and practitioners will get to choose
how to consume information in a way
that best fits the content and their needs.

Slide Title

Deloitte Digital Experience

Content:
SharePoint &
Applications

Traditional Web

Desktop Apps

Mobile Apps

[Laptop/Desktop Browser]

[Desktop Application Store]

[Deloitte App Center]

Copyright 2014 Deloitte Development LLC. All rights reserved.

19

A self-directed mandate and shared goals provide the foundation for ongoing,
effective collaboration
DeloitteNet Digital Experience (DDE) Steering Committee Charter
1. Oversee the vision, direction and governing policies for the digital experience of a U.S practitioner leveraging the DeloitteNet platform.
Define a well-articulated end-state to each of these areas in order to communicate objectives, guide usage, and provide a well thought out
experience for all DDE users.
2. Govern the portfolio of U.S based products that are Powered by DeloitteNet utilizing DeloitteNet content or data. These include mobile
apps / Digital Engine apps and windows 8 Tiles and Applications developed by the DeloitteNet ITS Team.
3. Prioritize suggested investments in portal, mobile and windows 8 as well as additional areas that arise.
4. Own the product roadmap and guide development of a next generation user experience. Review any major deviations from the roadmap
approved at the start of the fiscal year.
5. Own the operational model for the DDE and encourage compliance with agreed-upon standards. Approve major changes in information
architecture/super channels.
6. Share relevant information from TWG, ITS PMO and specific business areas of relevance to other group members.
7. Ensure the user experience is not compromised and that Deloittes business needs are met.
8. Oversee social business enablement tools wherever possible. Be cognizant of
usage of global tools and drive adoption.
9. Provide advisory input for global platforms and the global mobile catalog.
10. Resolve conflicts / issues, as needed.

Copyright 2014 Deloitte Development LLC. All rights reserved.

TOP TIP Going off-site with key stakeholders to


craft a vision and charter pays dividends in longterm alignment and shared commitment. Repeat
when needed.
20

A tiered governance structure provides tactical support and strategic direction


to the DeloitteNet program
Deloitte Digital Governance Structure

CIO
DeloitteNet Digital Experience Steering Committee
`` Provides overall strategic direction for DeloitteNet program
`` Approves of Roadmap and governance, oversees changes to these
`` Chaired by KM with representatives from Communications, IT and Talent
`` Monthly meetings

DeloitteNet Digital Experience Working Group


`` Advises Steering Committee on strategic issues related to DeloitteNet
`` Develops Product Roadmap and governance materials related to DeloitteNet
`` Identifies and addresses potential problems or issues
`` Advises on broad content issues
`` Identifies and tracks digital KPIs
`` Biweekly meetings

DeloitteNet Digital Experience Product & Operations Team


`` Provides tactical support for DeloitteNet product launches and day-to-day operations
`` Existing resources from FY13 with resource shifts to India for some roles
`` Manages the nuts and bolts of DeloitteNet
`` Primarily KM and ITS
`` Weekly meetings

Copyright 2014 Deloitte Development LLC. All rights reserved.

21

The Working Groups clarity of purpose and objectives ensure priorities


and work streams are well understood and properly resourced
Digital Experience Working Group Charter

1x: DNN Transformation


`` DNet site redesign*
`` DNN Daily mobile email*
`` DNN.com feed (int/ext)

2x: Channel Innovation


`` Mobile (DNN, Ch1, Del Life)*
`` Windows 8 tiles
`` Channel One redesign FY15

3x: Editorial Excellence

Our Objectives

4x: Reader Centricity

`` To connect Deloitte
people with key messages
by expertly leveraging
communications channels
and best-in-class technology

`` Brand ambassador support

`` Grow and cultivate the


brand identity of Deloitte
News Network, Channel
One, and Deloitte Life as the
firms trusted, high-quality
and authoritative sources
for company news and
information

5x: Measuring Success

`` Feedback & surveys


`` DNN reader council

`` Digital metrics dashboard*


`` KPIs
`` Results loop to FSS comms

6x: Knowledge Exchange

`` Editorial Board

`` Online comms best practices

`` Documentation & templates

`` Web design best practices

`` Content prioritization

Copyright 2014 Deloitte Development LLC. All rights reserved.

* FY 14 priority project

`` Selling vs posting content

22

A bold new experience puts the user and their network at the center
of DeloitteNet
Design Strategy
`` Bring Deloitte Brand front and
center
`` Direct access to FSS content
from the homepage
`` Consistent user experience
across platforms
`` Responsive design
`` Global navigation across
DeloitteNet
`` Adaptive design (shaped by
metrics)
`` Targeted content
`` Quick access

Content Strategy
`` Establish DNet Editorial Board to provide
content direction and strategy
`` Rationalize amount and type of home
page content into strategic themes

Copyright 2014 Deloitte Development LLC. All rights reserved.

Features Under
Consideration
`` Integrate social experience
`` Richer media experience

Actions
`` Single sign-on capabilities
`` Embedded Yammer content feeds
`` Permanent Yammer presence on DNet

23

Rigorous tracking provides the Working Group and Steering Committee the
feedback they require to continuously improve Deloittes digital channels
Digital Metrics Dashboard

`` Consolidates weekly and


monthly metrics on internal
channels into a high-level
dashboard format

Copyright 2014 Deloitte Development LLC. All rights reserved.

24

Maintaining publishing standards among an ever-expanding network of site


editors requires a comprehensive support strategy and mission
Digital Network Support Strategy

Global Comms
Objective

To create a movement for sustainable growth.

Digital Mission

To deliver a step-change in engaging corporate stakeholders and employees through leading-edge digital communications
which motivate employees and promote an understanding of our Strategy and Brand, drive engagement and advocacy for the
business, and protect its licence to operate.

Network Support
Mission

Strategic Pillars

To nurture, guide and inspire a community of digital communications specialists to deliver a network of best-practice
websites that bring their global and local objectives to life.

Be the
authoritative
advisor of digital
communications
excellence

Build an
engaged digital
community

Improve digital
expertise and
knowledge across
the network

Provide
effective
governance
solutions

Maximize
delivery of global
campaigns and
activations across
the digital network

25

Empowered by strategic guidance from the Digital Network Team, Digital


Champions are critical to engaging the community of local site editors
1

Be the authoritative
advisor of digital
communications
excellence
Build an engaged digital
community

Digital Network Team

`` One Champion in each business cluster.


`` Champions provide guidance, support and leadership for website editors
and digital managers within their own cluster.
`` Champions have their own regular meetings on Google Hangout, as well
as dedicated one-to-one calls with the global team.
`` The Digital Champion role up-skills our most talented editors and provides
them with enhanced development opportunities.
`` Digital Champions are acknowledged as an extension of the global team.
`` Two-way benefits: the Champions provide local insight into global initiatives
and local markets benefit from having a direct line into the global team.

RESULT
The Digital Network Support Strategy has allowed us to adopt the best digital
practices across the world, whilst also the freedom to adapt our channels as
per our local requirements. This seamless mix ensures that we retain a common
identity with a local flavor.

Saahil Kalvaani, Digital Champion, South Asia

A high-performance, global digital network requires business-wide consistency


in technology, skills and content and a high level of localization. Our Network
Team drives that through sharing knowledge, promoting our strategy and best
practice, and building a community through regular communication and curating
a social network for our editors.

Neil Atkinson, Director of Global Digital Channels

26

The Digital Comms Hub becomes the go-to resource for publishing best practice
and knowledge, while masterclasses hit the biggest gaps in expertise
3

Improve digital expertise and


knowledge across the network

Digital Communications Hub

Masterclasses

Toolkits
`` Topics are based on trending queries
coming in from site editors

Best Practices

`` When possible, masterclasses are created


in-house e.g. How to write great content.
`` When suitable, masterclasses are designed
for both internal and external site editors
to participate simultaneously

RESULT
`` Average of 3,197 page views per month
`` Most popular areas of the site:
`` Standards and governance
`` Hints and tips
`` Case studies
`` Campaign and project information

`` Content is curated for online toolkits


on challenge areas such as new
functionality

Getting Started (for new website editors)

`` Site editors can contribute to toolkit


content

Quarterly Newsletters

Measurement Advice and Tools


Site Editor and Owner Contact List
Chatter Toolkit

27

Governance solutions reinforce the work of the support team, safeguard the
company from risk and help editors fix their own errors
Escalation Procedure

Provide effective
governance solutions

Web Quality Management (WQM) Tools

(External and soon to be Internal)

STAGE 5: Senior Vice President Global Communication involvement;


Site support is reduced and local comms team
charged penalty fee

STAGE 4: Editor access removed temporarily;


resolution meeting between Senior Digital
Communication Stakeholders

Never

Never

RESULT
Number of errors on external sites
45,000+

STAGE 3: Email to Local Comms Lead


From Director of Global Digital Channels
(Editor and Owner CCd)

`` Automated website quality platforms scan every page


of a website on a regular basis and validate it against a
comprehensive list of compliance checkpoints including:
accessibility, usability, SEO and legal standards, brand and
business standards.
`` Results are presented in an online dashboard and error status
reports about individual websites sent via email.
`` Tools helps editors find and fix problems themselves, making
it easy to see where a website is at risk and to track progress
toward compliance goals over time.
`` Support team discusses automated report and flags
errors that havent been fixed.

STAGE 2:
Email to Site Owner (Editor CCd)

5%

15%
20
2012

STAGE 1:
Email to Site Editor

80% of issues
resolved here

2014 to date

Percentage of sites meeting


publishing standards
71%
56%

Standard
breached after
an allocated
period of time

2013

2014 to date

28

Armed with key communication planning tools, internal and external editors meet
quarterly to ensure digital content aligns with global and local strategic priorities
Roadmap

Maximize delivery
of global campaigns
and activations
across the digital
network

Site Editors Quarterly Call Agenda

(Digital Priorities)

Agenda for Quarterly Editor Call 2/26/14


Presenters
`` Digital Engagement Director
`` External Website Network Manager
`` Digital Network Executive (Internal and external)
Introduction

Changes to the call frequency, intro speakers and agenda
Key achievements from 2013

Projects rolled out in 2013 that had a positive impact on the
network

Comms Planner & Chatter


(Upcoming Campaigns)

Set scene for 2014 key projects


Digital Channels team overview of key projects for 2014
Masterclasses

Poll to ask editors what masterclasses they would
like this year
Internal Roadmap for 2014 & call to action for key projects
External Roadmap for 2014 & call to action for key projects
Wrap up / questions

29

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication
Right-sizing Digital
Investments

Governing Digital
Content and Channels

Designing Fit-for-Purpose
Digital Assets

Catalyzing Change
through Digital Comms

Future-forward Feature
Prioritization Tool

Employee-as-Consumer
Content and Adoption Models

User personas highlight desired tech


features while implementation filters
favor flexible platforms capable of
evolving over time.

A newsroom approach to content


comes together with a marketing-based
approach to adoption to drive business
transformation.

Digital Workforce Group


Digital Workplace Maturity Model
Employee-led assessment of current
and desired digital workplace
capabilities informs decision-making,
steering investments to tools the
organization is ready and willing
to adopt.

Tiered structure clarifies digital


investment priorities and centralizes
editorial oversight.

Digital Experience Steering Committee


Cross-functional governance structure
comes to life via self-directed mandate
and shared KPIs.

Network Support Strategy


Online community, training and
governance tools build skills and drive
alignment across dispersed site editors.

User-in-Motion App
Design Principles

Network-fueled
Collaboration Platform

Mobile app empowers employee


advocates with external news and
information repurposed not for the
mobile device but for the mobile user.

Global intranet brings together bestin-class social, game, and innovation


techniques to connect employees
around projects, ideas, and innovation.

30

Enhanced social features on the intranet give employees an internal user


experience akin to popular external networks
Social as Channels

Blogs

Enhanced Social Experience

Pilot
experiment:
Facebookish
Home

as channels for offical


Corporate Communication

ry for static
mation

as the landing page for all


employees

Wiki: repository
for static corporate
information

11

FB-style Homepage Pilot:


10
landing page for all

Blogs: channels for


official corporate news
31

Socializing a fragmented system increases noise and complexity and precludes


ongoing enhancements
Pain Points

Fragmented and Complex System


adiweb

Collaboration

Tech-centric Design

New Goals
User-centric Design

`` Diverse and scattered


intranet landscape
`` Disconnected intranet and
collaboration platforms
`` Hard to find information
`` Information overload on
homepage

Rigid Infrastructure

Agile Infrastructure

`` Large and heavy, feature rich


`` Hard and costly to maintain
`` Long application lifecycle

Our Employee Engagement Survey revealed that employees were asking for better collaboration tools to live up to the adidas
Group principles of speed, consistency and consumer focus. Simply mimicking external social channel features internally can add
complexity. A user-centered concept and design is the key to truly empower employees to perform at their best.
Group Director of Global Internal Communication, adidas Group

32

Going back to the drawing board, Internal Communication abandons hype in


favour of deep user insight
Persona Example
Design and Process

`` 20+ interviews with adidas Group


employees across 9 segments inform
18 personas:

Age: 36
Likes: Sports, Competition, Success, Structure
Back story
Michael is Dislikes:
German, but his English
is pretty much
fluent. He has a Business degree and has worked in similar roles outside and
Email
overload
within the adidas group, steadily building is expertise and career. He is a numbers-driven, strategic and analytical mind, very
efficient and professional. His work schedule is extreme in the sense that he works very long hours, preparing for calls, Senior
Kit:committees,
Laptop
PC,
Windows
Office
2007,
IE9,
Blackberry
meeting, Steering
workshops,
direct
report meetings etc.7,
His emails
are usually
short, punchy
and contain
lots of
acronyms. Given he travels a lot and moves around, most of his mails are sent from his Blackberry. The tools he uses are ThinkCell,

Functions: Marketing / HR / Sales...

Seniority: Chief / Manager /


Associate...

Function
Global Operations

Function
Workplace
Herzo, Germany
Global
Operations
Communication style

PowerPoint!
Workplace
Technical capability
Herzo,
AdvancedGermany

Workplace: Office / Home / Retail...

Content

Creating and consuming facts


and KPIs
Communication
style
Collaboration
PowerPoint!
Mostly independent but would be

Function
collaborative if he sees the value
Technology: Evangelist / Early Global OperationsTechnical
capability

Adopter / Laggard...

Advanced
Workplace
Herzo, Germany Content

Creating and consuming


Age: Gen X / Gen Y / Gen Z... Communication style
facts and KPIs

PowerPoint!

Character: Enthusiast / Cynic...


Content
Social...

Supply Chain Project Manager

Supply Chain Project Manager


Age: 36
Likes: Sports, Competition, Success, Structure
Dislikes: Email overload
Kit: Laptop PC, Windows 7, Office 2007, IE9, Blackberry

Locations: Herzo / Europe / Asia...

Brands: adidas / Rockport / Reebok...

Michael

Michael

Collaboration

Technical capability
Mostly independent but
Advanced
Role: Consumer / Creator
/
would be collaborative if he
sees the value
Content
Creating and consuming facts and KPIs

Collaboration
Mostly independent but would be
collaborative if he sees the value

PowerPoint and Excel. He also uses SharePoint workspace to exchange information and download reports from GOPS Performance
Managements KPI SharePoint site.
Objectives
Being professional and efficient in delivering his work.
Saving as much time as possible in getting tasks done.
Having restriction-free access to intel such as data, buying volumes, system and process infrastructure, and project management
templates.
Being informed about important management decisions.
Having an overview of functional and corporate strategies and relating project portfolios and KPIs.
Promoting the successes of the projects he is driving via e.g. an article on adiweb or the GOPS intranet.
Getting stakeholder buy in and cross-functional alignment for the goals of the project he is driving.
Getting products on time in full to wholesale, retail, and eCommerce.
The success of Global Operations is important to him and he considers himself an expert in his field.
Motivations
Michaels focus is to deliver his work in a timely and professional manner. He hasnt got much time to waste on tasks he deems
unnecessary such as wasting time on the intranet. He does however read the Global Operations newsletter which gets sent to him
twice per month. He considers it a useful tool as it highlights strategic news about his function. He also never misses an important
call or webex that involves communication from Global Operations Senior Management and also attends the CEOs all employee
meeting. He is keen to stay on top of any topics that relate to the Global Operations strategy and relating projects. He knows of the
importance of working cross-functionally as most of his projects involve stakeholders from all across the company across several
levels.
Frustrations
Inefficiencies, wasted time, unstructured/wrong/outdated data, processes and systems, no clear ownership and
roles/responsibilities, lack of information that is relevant to get his job done, people who waste his time, fluffy communication with
no detail or point/purpose.

Back story
Michael is German, but his English is pretty much fluent. He has a Business degree and has worked in similar roles outside and
within the adidas group, steadily building is expertise and career. He is a numbers-driven, strategic and analytical mind, very
efficient and professional. His work schedule is extreme in the sense that he works very long hours, preparing for calls, Senior
meeting, Steering committees, workshops, direct report meetings etc. His emails are usually short, punchy and contain lots of
acronyms. Given he travels a lot and moves around, most of his mails are sent from his Blackberry. The tools he uses are ThinkCell,
PowerPoint and Excel. He also uses SharePoint workspace to exchange information and download reports from GOPS Performance
Managements KPI SharePoint site.
Objectives
Being professional and efficient in delivering his work.
Saving as much time as possible in getting tasks done.
Having restriction-free access to intel such as data, buying volumes, system and process infrastructure, and project management
templates.
Being informed about important management decisions.
Having an overview of functional and corporate strategies and relating project portfolios and KPIs.
Promoting the successes of the projects he is driving via e.g. an article on adiweb or the GOPS intranet.
Getting stakeholder buy in and cross-functional alignment for the goals of the project he is driving.
Getting products on time in full to wholesale, retail, and eCommerce.
The success of Global Operations is important to him and he considers himself an expert in his field.
Motivations
Michaels focus is to deliver his work in a timely and professional manner. He hasnt got much time to waste on tasks he deems
unnecessary such as wasting time on the intranet. He does however read the Global Operations newsletter which gets sent to him
twice per month. He considers it a useful tool as it highlights strategic news about his function. He also never misses an important
call or webex that involves communication from Global Operations Senior Management and also attends the CEOs all employee
meeting. He is keen to stay on top of any topics that relate to the Global Operations strategy and relating projects. He knows of the
importance of working cross-functionally as most of his projects involve stakeholders from all across the company across several
levels.
Frustrations
Inefficiencies, wasted time, unstructured/wrong/outdated data, processes and systems, no clear ownership and
roles/responsibilities, lack of information that is relevant to get his job done, people who waste his time, fluffy communication with
no detail or point/purpose.

33

While personas expose the diversity and requirements of specific user types,
empathy mapping enriches understanding of how users interact with technology
Empathy Map
TOP TIP
At the end of the session,
ask your team what insights
theyve learned. More
importantly, ask them what
hypotheses they now have
about the users that theyd
like to validate.

THINK AND FEEL?


What really matters?
Major preoccupations?
Worries and expectations?

HEAR?

SEE?

What do colleagues say?


What does manager say?
What do other influencers say?

Environment?

Friends and Colleagues


Industry & Competitors?

SAY AND DO?


Attitude at work?
Behaviors? Activities?

PAIN?
Fears? Frustrations?
Obstacles?

GAIN?
Needs?
Desires?
Measures of Success?
34

Not all requirements can be met prioritization requires Internal Comms, IT


and a business partner to assess value against ease of implementation
Prioritization Criteria
As...

Who is a... Based in...

Persona
name

Persona
type

Location

Bob

Chief
Something

Paulo

Marty

Jasmine

I need...

So that...

Value

Prioritization Matrix

Implementation Priority

10 = highly valuable
0 = out of scope

10 = very easy

Functionality Notes

Requirement

Benefit

Herzo

intuitive navigation /
clear structure

I can find what


I need at one
click.

10

10

100

One click is ideal IA will be designed with


this in mind. One click principle means a lot
more info available on one page this goes
against simple clean design requirement.

Football
Category
Manager

Latam

faster workflow
processes

we can shorten
our calendar

16

To define workflows, but general


implementation of complex process is
costly and involves a lot of development

Field Sales

UK

information that
customers require

I can serve my
customers

63

Quick links to sales area with dashboards


of useful info at their fingertips

Internal
Comms
Manager

Herzo

better image mgmt.


capabilities when
publishing a news story
/ blog

to see performance of
our stores (e-shops)
Amsterdam
in easy to access
dashboards

I don't have to
use a clunky
system

72

10

36

Most social aspect available OOTB in 2013

I can view the


latest KPIs on
my BB

Mobile access. Cross-device compatibility.


For consumption and interaction? Full
capabilities? Fully Responsive

to integrate external
channels (Instagram,
Facebook, Twitter)

I can use an
existing FB
profile.

Not sure if there is integration other than


sharing through social media.

to be left alone by HQ
they arent familiar
with our market

I can
concentrate on
my job

10

This shows a need for apps or sites for each


of the markets. They can manage their own
content there.

Zach

Marketing

Portland

Michael

Supply Chain
Project
Manager.

Herzo

a Blackberry reporting
service

Josh

Marketing

Portland

Sergei

Finance
Accountant

Moscow

I can share
social media functions
my opinion /
(comment, share, have
expertise to the
own internal blog)
community

Image management

Info for customers

VALUE
Dashboards

Social Media
Blackberry
reporting

LOW
2

I can easily
keep track of
progress.

Faster workflow
processes

OOTB image renditions and metadata


management with approval workflows etc.

Ecom
Manager

Clear nav and structure

Calculated OOTB, Questions, Thoughts, Components

Performance area dashboards.


Permission structure to understand what
content is available to all and what isnt.
How is it done atm?

Viola

HIGH

External sm.

LOW

To be left alone

EASE OF
IMPLEMENTATION

HIGH

TOP TIP Projects that are high


value and easy to implement are
clear wins. Projects that are high
value but require more effort should
still be considered.

Priority Score = Value x Implementation


35

The prioritization process ensures not only a more user-centric platform, but a
more agile and future-proof digital foundation

FUTURE INTRANET
Simplified App-based Platform

Fragmented, Complex System


CURRENT INTRANET

Painpoints
o Diverse and scattered Intranet
Landscape

a-LIVE

o Disconnected Intranet and


Collaboration world

(adidas Group
adiweb vs. Country intranets
Enterprise
Outdated technical platforms
Collaboration
Limited capabilities
Not suited to support
a modern digital
Platform)

a-LIVE Home

Improveme
Improvements

o Hard to find information


o
o
o
o

workplace and connected global


enterprise

`` One global platform (phased


o Fully user cente
rollout)

as startpage for
`` One single platform for intranet,
portal and collaboration

o One global Platfo

`` Powerful search engine

o One single Platfo

`` Fully user centric: (my)


Portal and Colla
a-LIVE Home as start page
o Powerful Search
for employees

`` Light, simple, moderno State of the art t

o Enabler for a mo
`` Small, specialized applications
with short, agile lifecycles

workplace and th

`` Easy and cheap to create


and implement

36

The agility and simplicity of a-LIVE make it easier for employees to adhere to
adidas operating principles of Speed, Consistency and Consumer Focus
Features and Benefits of a-LIVE

Faster search

a-LIVE A Single Start Page

User-centric not
company-centric nav

Be Informed
`` Newscenter One single place for all official corporate
communication
`` Corporate Info Center The go-to place for all strategic static info
`` Public Workspaces To enable departments to inform their users
and offer their services

Corporate news
carousel

Corporate content
pinboard

`` Search To make everything easily findable and accessible

Get Connected
`` Microblogging To easily update and inform colleagues, start
discussions and find answers
`` Follow and get followed The Twitter principle
`` Communities Connect and exchange around common topics
or interests
`` People Search Find the experts that you need to get your job done

Get the Job Done


`` myTasks To centralize system workflows in one place
`` Apps A single place to access all your web-based business apps
`` Request Forms One central place to access all request forms

Personal
news feed
Personal favorite apps
and workspaces

`` Workspaces To facilitate collaboration and sharing in teams and


projects

37

In a world of scrutiny and distrust, employees can be a powerful force


provided they have the info they need, when they need it
Thousands of opportunities exist each day for employees

but traditional ways of disseminating information

to engage on critical issues.

dont deliver what they require in the moment

Power of Employee Voice in Influencing Public Perceptions


Edelman Trust Barometer, 2014
50%

Companys CEO

Activist Consumer

Companys Employee

Academic

37%
30%

34%

31% 32%

32%

27%
25%

21%

Media Spokesperson

21% 21%

30%
23%
22%

17%

15%

ENGAGEMENT

14%

13%

12%

INTEGRITY
Y

PRODUCTS &
SERVICES

OPERATIONS

Why an App?
`` Accessibility advantage BYOD

`` Single-minded business goal

`` Quickness factor

`` Remote locations and


unwired employees

`` Sharable content

38

Designing for the mobile user, rather than the mobile device, ensures the
project delivers pre-defined business objectives
User-centric Design Elements

eFacts Applications

`` No superfluous content or calls-to-action to


detract from in-the-moment use
`` Widely-understood icons indicate Search,
Settings and Help information
`` Limited content links designed with single use
case in mind
`` Users able to swipe between facts
`` One-click sharing and likes
`` Content categories reflect broad themes, not
business structure
`` Search function serves as a single point of
entry across all content themes

39

eFacts pulls content being shared externally and repackages it for immediate
and easy consumption by employees on the go
Ongoing Content Curation
`` Cross-functional team (business units and Internal Communication) ensures broad view of whats relevant
`` Three new pieces of content each week keep app fresh
`` Content is consistent across desktops and mobile devices, but is delivered in small bites ready for rapid consumption
`` Google analytics track user demand
`` One-click feedback gives employees a voice in content decisions

External Safety Update

App Version
of Safety Update

TOP TIP eFacts is not a


news app just because
its in the news doesnt
mean it passes the critical
filter: do employees need
this information to be brand
advocates?

40

Reframing to consider every employee frontline opens up the opportunity to


leapfrog existing solutions and deliver a best-in-class, app-based solution
eFacts Usage Map, 3 Months After Launch

eFacts Development:

eFacts Performance:

`` Timeline = <6 months

`` 2,640 users of 11,000+ employees

`` Resources:

`` 6,481 total sessions (visits)

<1 FTE from Internal


Communication
External agency (creative)
IT

`` 60% repeat users


`` 2,479 downloads against a target
of 1,100 in first three months

We already share a lot of information with employees; the challenge for them is how to get quick and easy answers to the hard
questions they face every day. Weve equipped them to have access to that info when and where its needed most.
Andrea Legault, Lead, Internal Brand and Culture Communications
41

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication
Right-sizing Digital
Investments

Governing Digital
Content and Channels

Designing Fit-for-Purpose
Digital Assets

Catalyzing Change
through Digital Comms

Future-forward Feature
Prioritization Tool

Employee-as-Consumer
Content and Adoption Models

User personas highlight desired tech


features while implementation filters
favor flexible platforms capable of
evolving over time.

A newsroom approach to content


comes together with a marketing-based
approach to adoption to drive business
transformation.

Digital Workforce Group


Digital Workplace Maturity Model
Employee-led assessment of current
and desired digital workplace
capabilities informs decision-making,
steering investments to tools the
organization is ready and willing
to adopt.

Tiered structure clarifies digital


investment priorities and centralizes
editorial oversight.

Digital Experience Steering Committee


Cross-functional governance structure
comes to life via self-directed mandate
and shared KPIs.

Network Support Strategy


Online community, training and
governance tools build skills and drive
alignment across dispersed site editors.

User-in-Motion App
Design Principles

Network-fueled
Collaboration Platform

Mobile app empowers employee


advocates with external news and
information repurposed not for the
mobile device but for the mobile user.

Global intranet brings together bestin-class social, game, and innovation


techniques to connect employees
around projects, ideas, and innovation.

42

A crisis catalyzes widespread changes in the way Internal Communication


informs and engages employees
Headlines, August 2012

The challenge:
`` Provide one central place where employees will hear news about HP first
`` Provide context and perspective about major issues
`` Improve employee engagement, understanding of strategy and their role in the turnaround
`` Boost the leverage of HP employees as external advocates

.but first, you have to break through and gain employee mindshare
43

A two-pronged approach looks at employees as consumers to manage the


immediate crisis, remaking Internal Communication in the process
Consumer Elements of HP Strategy

A newsroom
approach to content
management

Preview

http://les.grassrootsenterprise.com/hpnn/preview.php?le=ho...

A marketing-based
approach to employee
mindshare

44

A new approach to content requires new-in-kind skills and roles


HPNN Team

45

A centralized platform focuses on integrating daily news with employees


personal news feeds for desktop or mobile devices
HPNN Across Devices

Preview

http://les.grassrootsenterprise.com/hpnn/preview.php?le=ho...

Preview

1 of 1

http://les.grassrootsenterprise.com/hpnn/preview.php?le=ho...

3/13/14 9:44 PM

46

The platform facilitates a new style of consumer-like communication, from


e-books, photo galleries, blog pages, etc.
Sample Communications

47

News and information meet social collaboration inside and outside the
company walls
External Version

Internal Version

Making content shareable:


A single checkbox enables editors to add a
Share button to the content. The Share function
scrolls with the user and, when clicked, shares
a scrubbed version of the content. Ratings,
comments, related stories and tags do not port over
with the content.

48

A straightforward approach to moving beyond click-throughs to measure


channel engagement raises the bar on content
HP News Now Engagement Index

Formula*
[actions] + [ratings * 5] + [comments * 25] + [shares * 250]
[# of stories published]

Weighting

`` 5x rating vs. an action


`` 5x comments vs. a rating
`` 10x share vs. a comment

TOP TIP Indices are only useful in providing


comparative views. Set a benchmark and track
performance against it.
*adapted from Shells Message Effectiveness Index

49

Success in communication comes when high reach intersects with deep


engagement
Story Effectiveness Index Nov.13 to Feb. 14

Story Effectiveness Index Nov.13 to Feb. 14


80,000

Effectiveness Index =
Formula
Effectiveness
Index
=
[shares]
+ [comments/10]
+ [likes and dislikes/50]

70,000

[shares] + [comments/10] + [likes and dislikes/50]

60,000

Unique Page Views

HPNN Story Effectiveness Index

blue = private content


red = public content

Formula

Matter to a Million

Q4 FY13 All Employee Meeting

50,000
40,000

HP Discover 2013 Barcelona

30,000

Meg's view on Q4 2013 HP Earnings


Q4 2013 HP Earnings
Don't forget to attend the Q4 FY13 All Employee Meeting 10 January at 9:30 a.m. PT

Photo Friday
Congratulations to the HP Discover 2013 Barcelona Employee Ambassadors!
shareHP - you can share internal stories externally
President's Quality Award
Leading lady
Meg: Take advantage of the momentum, but fight even harder
Raise your voice
Investment pros sing HP's praises
Something great happened 25 years ago
Chandrakant Patel elected to Silicon Valley Hall of Fame
Its a rap
At Sundance, HP plays a starring role
Photo Friday: All in the family
WATCH! HP Discover 2013 Barcelona recap

20,000
10,000
0

Keeping tabs on it all

200

400

600

800

1,000

1,200

Effectiveness Index Score


1

Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

50

A new approach to content and an enhanced platform deliver stellar


performance and rising engagement
HPNN Performance Indicators
`` 3.7 million visits
`` 6 million page views
`` Average interaction of 5 minutes 46
seconds daily
`` 14,000+ employee comments
`` 4,000+ employee shares (Jan.-Feb. 2014)

HP Performance Indicators
Employee Engagement Index

+15% Improvement over previous year


Even if I were offered
a comparable position,
I would not leave HP.

61% agree

`` Three-of-four visitors return in two


days or less
People Advantage Index

Im proud of a company (and the people) that has the guts


to communicate in this honest way.
Its great that were doing a bilingual story on HPNN! Im
sure our colleagues in China have found it interesting.

+12% Improvement over previous year


I am excited about the
future of HP.

70% agree

I like the new transparency and sharing of this


type of info!
51

A marketing-based approach starts with understanding adoption of new


technologies, so we can better influence behavior and adoption
Law of Diffusion of Innovations

In an age of social media, when


Internal Communication is
influencing teams to adopt change
and new technologies in the way
we work, this model is critical.

The Chasm

Tipping Point
16%

Innovators

Early Adopters

2.5%

13.5%

High

Propensity to adopt

Early Majority
34%

Low

Late Majority

Laggards

34%

16%

Low

Propensity to resist

High

(Everett Rogers, Geoffrey Moore, Malcolm Gladwell)

52

To inform decisions and investments alike, measurement must be rigorous


and consistent, not complex
Measurement Basics
`` Build the model

Sample Model for Audience Acquisition


Wave 1

Wave 2

Wave 3

Employee Base

100,000

100,000

100,000

`` Review performance metrics and behaviors

Current Active Users

30,000

44,000

53,000

`` Make key assumptions for growth and retention

Growth Assumptions

20%

15%

10%

20,000

15,000

10,000

Retention Assumptions

70%

60%

50%

Delta New Active Users

14,000

9,000

5,000

New Current Active Users

44,000

53,000

58,000

% Growth Active Users

47%

20%

9%

% Employee Base

44%

53%

58%

`` Establish benchmarks

`` Set worthy goals: double current active users


Employee Base = 100,000
Current users = 30,000
`` Understand, and improve the economics

TOP TIP You cant lose sight of the millions of


messages employees receive each day getting
them to engage with your platform is about
capturing mindshare.

Campaign

Additional Employees
Acquisition

Net New Active Users


Campaign Cost
Acquisition Cost per Employee

58,000
$500,000
$8.62

53

A set of antiquated platforms for internal communication holds back a


corporate leader in the external provision of knowledge and information
A Disparate and Disconnected Set of Platforms

Separate intranets, portals


and repositories

Challenges Across the Business

Siloed business units,


inconsistent and/or
redundant content,
role duplication,
divisional
customizations.

Operations

Poor user experience and


diminished employee
productivity. Difficult
to find information
and experts,
slow or
Employee
non-existent
Experience
collaboration.

Technology

The One Markets study indicated


there was one site for every four
employees.

Aging, outdated, fragmented, unstable and slow.


Declining availability and increasing incidents over
15 in the last year, some more than 7 hours long.

54

Connected workspace: a new kind of intranet focused on findability, simplicity


and connectability
From

To

INTRANET 1.0

CONNECTED WORKSPACE

`` Challenge to identify who knows what

`` Clear path to get questions answered

`` Decaying content silos

`` Living conversations, managed by the community

`` Resource-intensive bespoke design

`` Simple user experience brings content to the fore

`` Outdated, clumsy team collaboration tools

`` Next-generation tools proven to make teams more effective

`` Inability to monitor content and manage risk

`` More secure and consistent information flows

How We
Get There:

FINDABILITY
Ability to search, browse or
discover formal or informal
content in ambient or
deliberate ways.

SIMPLICITY

Simplify basic use and


access to tools. Streamline
decision-making of
colleagues and teams.

CONNECTABILITY

Ability to build networks of


people, ideas, projects and
products. Establish ourselves
as a social business.

55

Understanding how employees are using social signals latent demand


for a global solution
Existing Social Activity, 201011
The Yammer community has grown almost entirely organically to nearly 23,000 users and
over 700 groups, many of whom depend on Yammer for daily use.

How we use Yammer at Thomson Reuters

It's valuable to me to see what others


are working on within the company
and to share my insights with others.
It's helping to make a large company
into a smaller community.

`` As a sounding board to test ideas..................................................................................... 62%


`` To feel more engaged with our company.......................................................................... 82%
`` As a tool to collaborate with colleagues........................................................................... 75%
`` To get expert advice and help........................................................................................... 68%
`` To learn about and meet colleagues outside my department/location................................. 73%
`` As a way to improve the productivity of my team............................................................. 54%
`` As a way to improve my own productivity........................................................................ 63%

Because I can get quick answers on


almost any technical topic; because I
get connections with people in other
parts of the company; because I can
learn a lot more about the company
internal dynamics; because its fun
and educational.

% of Thomson Reuters Yammer users who use Yammer for the specified purpose

56

Starting with vendor data is good making it relevant to the


company is better
Jive Data
Growth

Efficiency

`` Increase in sales win rate.................................................................... 23%

`` Decrease in the amount of time needed to answer questions............. 32%

`` Improvement in project collaboration and productivity....................... 37%

`` Reduction in the amount of duplicated or redundant tasks................. 27%

`` Increase in the number of ideas generated at our company................ 32%


`` Increase in employee satisfaction........................................................ 30%

`` Reduction in the amount of time needed to find


information or experts......................................................................... 34%

`` Increase in employee connectedness................................................... 39%

`` Reduction in time needed to onboard a new employee...................... 25%

Thomson Reuters Insights


`` Higher sales: Other Jive customers report an increase in sales
wins of 23%, on average. If we see an increase in sales of only
0.1%, or $13,069,000 (based on a percentage of 2010 revenue),
thats multiple times the cost of this investment.

`` More productive employees: If we can reduce the time we spend


looking for information by 2 hours a week (half of the average reported
by other Jive customers), that could result in increased productivity
equivalent to an additional 3,000 employees.

`` Faster to market: More projects in the pipeline, executed more


effectively and on the market more quickly. What would the
effect of bringing Eikon to market 37% more quickly have meant
to revenue?

`` Faster onboarding: The average knowledge worker requires between


four and six months to assimilate the skills and processes to perform
his job. If we could reduce that time by 5% the net benefit to the
organization would be 251,200 hours of enhanced productivity, or
$11,304,000 (7,850 new employees, averaging $45/hour).
57

Outlining the risks and mitigation plans of technology investments boosts


confidence and buy-in, helping to secure and maintain funding
Risks

Mitigating Factors

`` During or after the pilot, we may decide that while the approach is right,
the partner weve selected is wrong

We have built relationships with many other partners and will be


able to continue with this effort regardless

`` In some instances more robust website publishing capabilities may


be required

We anticipate that users with these needs will use the officially
sanctioned Sharepoint instance

`` This new approach will require MIS and Online Communications teams to
change the way they operate

We are working closely with web operations and social media experts
to identify the right resources and organizational structure required,
and have included some new resources in the business case

`` To keep the costs for this business case low, we have not included any
significant funding for content migration

Teams will need to build these costs into their budgets but we will
provide significant lead time for teams to make the move

`` There may be some employees in the organization who will resist a


social workspace approach for a variety of reasons

We have built user training into the budget to support understanding


and exposure to the new approach

`` Integrating with other internal tools HR & GBS in particular may require
some experimentation

The teams have been working in close coordination and anticipate


being able to collaborate to resolve any significant issues

`` This business case does not account for the time and resources needed
to extend the Google Search Appliance to index complete environment

A separate business case is underway to support our expanded


search requirements and ongoing maintenance

58

Staying true to the goals of findability, simplicity and connectability, The Hub
brings together all the information (and people) employees need, in one place
The Hub Concept

BRINGING THE NEW ORGANIZATION TOGETHER


ONE-to-MANY

MANY-to-MANY

ALIGN THE ORGANIZATION

GET REAL WORK DONE


Team
Strategic
alignment
collabora0on
Execu0ve & HR Breaking down
comms
hierarchical
Access to
and
administra0ve
geographic
tools
barriers
Formal
Accelera0ng
informa0on
idea sharing

JIVEWORLD TRANSFORMING THOMSON REUTERS

59

A single platform, strategically designed and continuously improved,


accomplishes Internal Communication goals traditional and nascent alike
Improve project
collaboration

Increase
employee
connectedness
Increase the
number of ideas
generated
and improve the
quality of them

60

Rich employee profiles connect site elements around what matters


most employees
Employee Profiles: A Top Driver of Adoption and Use

Shared metadata
drives faster
access to subject
matter experts

Dynamic, browsable content


structure supports findability
61

Having the right information about each employee allows for powerful search
and networking, bridging organizational silos for powerful results
Org Chart Functionality

TOP TIP To fully function, a social network requires that employees have the right information about
each other, all in one place. This is a pre-requisite: no platform in the world can fill this gap for you.

Additional Profile Info


Mobile Phone Number:
Hire Date:
Location:
Employee ID:
Given Name:
Last Name:
Assistant:
Floor:
Address:
City:
Post Code:
Country:
Location Code:
SBU:
Business Unit:
Job Family:
Department:
Cost Center:
SAP Company:
SAP Location:
HRBP:
Badges:
62

Gamification elements engage employees in ongoing initiatives and catalyze


change for specific campaigns
Hub Gamification Examples

Campaign Gamification

Financial Wellbeing Interactions

63

Challenges and idea fests use targeted crowdsourcing to drive innovation


against the companys biggest opportunities
Example Innovation Challenges

700

Ideas in the first 7 hours

Live chats with executive


sponsors

2,000+

Ideas submitted for


consideration
64

The benefits of open innovation are numerous, yet success requires structuring
the problem upfront, before putting it out to the community
Problem Solving Process
(InnoCentive)

Challenge Formulation Requirements

Benefits of Challenge Driven Innovation

(InnoCentive)

LIMITED SCOPE by limiting the scope you increase the quality of ideas and
potential solutions

ACTIONABLE a challenge is actionable if the solution unlocks value or solves a critical


problem that enables your business to move forward

SPECIFIC the more specific you are in describing your challenge, the more likely you are to
have it understood and solved by others

SUPPORTED make sure you have the right level of executive and organizational support
and focus on those challenges that, if solved, excites the business

OWNED ownership is important not just at the executive sponsor level, but at the team level
to ensure that youre invested in finding and building upon the right solutions for your business

Sponsor

Employees

`` Demonstrates thought
leadership

`` Experience

`` Encourages collaboration

`` Good for the team/company

`` Discovery of novel ideas &


solutions

`` Opportunity for impact

`` Builds a problem-solving
community

`` Talent display

`` Results orientated focus, payfor-performance model

`` Validation

`` Intellectual challenge

`` Competition
`` Awards & Recognition

`` Talent identification
65

Simplicity and user-centric design drive 100% adoption levels across the
organization, while strategic engagement creates breakout business results
Hub Traffic, page views by month

Twelve Innovation Challenges in 2013


Build Engagement and Success

92,000+ page views

2,533 followers

364 Solutions

From

To

`` Business

`` Social Business

`` Broadcast

`` Conversation

`` Creation

`` Curation

`` Employees

`` Champions

`` Strategy

`` Purpose

11 in Development

4 in IP/Patent Review

66

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication
Right-sizing Digital
Investments

Governing Digital
Content and Channels

Designing Fit-for-Purpose
Digital Assets

Catalyzing Change
through Digital Comms

Future-forward Feature
Prioritization Tool

Employee-as-Consumer
Content and Adoption Models

User personas highlight desired tech


features while implementation filters
favor flexible platforms capable of
evolving over time.

A newsroom approach to content


comes together with a marketing-based
approach to adoption to drive business
transformation.

Digital Workforce Group


Digital Workplace Maturity Model
Employee-led assessment of current
and desired digital workplace
capabilities informs decision-making,
steering investments to tools the
organization is ready and willing
to adopt.

Tiered structure clarifies digital


investment priorities and centralizes
editorial oversight.

Digital Experience Steering Committee


Cross-functional governance structure
comes to life via self-directed mandate
and shared KPIs.

Network Support Strategy


Online community, training and
governance tools build skills and drive
alignment across dispersed site editors.

User-in-Motion App
Design Principles

Network-fueled
Collaboration Platform

Mobile app empowers employee


advocates with external news and
information repurposed not for the
mobile device but for the mobile user.

Global intranet brings together bestin-class social, game, and innovation


techniques to connect employees
around projects, ideas, and innovation.

67

Gaining and Sustaining the Edge in Digital, Social and Mobile Communication

Governance Structures
Content Management
Strategy and Planning
User-centric Design
Agile Design
Community
Management
Internal/External
Alignment
Business Case
Development
Measurement
Adoption
Collaboration
Gamification
68

Suggested Resources
Digital & Social Media

Gamification

Mobility

2013-2014 Change and Communication ROI Study


(Towers Watson Report; Dec 2013)

High Definition: The Gamification of the Office


Approaches (WSJ Jan 2014)

Architecting Mobile Solutions for the Enterprise (Book


by Dino Esposito)

How companies are benefiting from Web 2.0 (McKinsey


& Company Report; Sept 2009)

For The Win: How Game Thinking Can Revolutionize


Your Business (Book by Kevin Werbach and Dan Hunter)

2013 Mobile Workforce Adoption Trends (Forrester


Report; Feb 2013)

Bullish on digital: McKinsey Global Survey results


(McKinsey & Company Publication; Aug 2013)

AMPs use of gamification to amplify event


engagement (Melcrum Case Study)

The Expanding Role of Mobility in the Workplace


(Forrester Report; Feb 2012)

The social economy: Unlocking value and productivity


through social technologies (McKinsey & Company
Report; July 2012)

Total Engagement: Using Games and Virtual Worlds to


Change the Way People Work and Businesses Compete
(Book by Byron Reeves and J. Leighton Read)

14 Surprising Stats About Enterprise Mobility (Kinvey;


2013)

Social, Digital & Mobile Around the World (Slideshare;


Jan 2014)

Reality Is Broken: Why Games Make Us Better and How


They Can Change the World (Book by Jane McGonigal)

Everything is Miscellaneous: The Power of the New


Digital Disorder (Book by David Weinberger)

Gaming can make a better world (Ted Talk from Jane


McGonigal; 2010)

Social Media 2013 by Erik Qualman (YouTube; 2013)

Mobile Stats by Erik Qualman (YouTube; 2013)

For Your Amusement


Intranet Direction Tactic Cards (Resource from Steve
Bynghall and Chris Tubb)
A Conference Call in Real Life (YouTube)
14 Things That Happen on Every Conference Call
(Buzzfeed)
Edward Ford, Enterprise Community Manager for
Thomson Reuters on Twitter @essencebc

69

Forum Executive Meeting Series

www.melcrum.com
Melcrum Ltd. 2014