Chapter 2 ite E-vlns ane Collaboration 75 Should Companies Embrace Social Business? ChSaating focal networking has never been more ‘poplay, with Facebook and iter contin. ing to grow at a breakneck pace, Over half of ll adults vii social networking sites a least once 4 month, and many of today’s employess are Steady well versed in the basics of public social net ‘working, But when companies have tried to harness ‘hoee same technologie within the enterprise, they hhave had unxed resolts, Forester Research's smdy of early 6,000 U.S information workers found that only 28 potcent of workers uke any kind of scl software atleast once # month for their work, and many of those ase only sing a public socal network such as Racebook. ‘A malorty of business technology professionals consider thelr own internal social networks tobe merely average or below average, and the biggest reacon they ct slow adoption rates on the par of employees, According Information Week’s Social ‘Networking the Enterprise Survey, 35 pereant of the ‘companies using intemal social networking systems reported lackluster adoption as « major obstacle to succes, Moreover, enterprise social networking systema were nota the core of how most ofthe surveyed companies collaborate ‘Why do so many’ ofthese internal socal networks ‘sl to pick up stam, and do these projects really ‘fer slgnlican return on investment?As with many technology upgrades, companies that have red to deploy internal social networks have found tht ‘employees are used to doing business in a certain ‘vay, and overcoming th organizational Inertia an prove dificult. I leaders hoping to switch to 8 ‘more sci, collaborative office culkuce usualy find that moet employees still prefer to use e-mail, for example, The employees may feel too time pressed to learn anew sottvare tol Employees who are used to callaborating and doing busines In more tational ways need an Incentive to use social software. Most companies tre not providing that incentive: only 22 percent ‘of socal saftvare users believe the technology to bbe necessary to thelr jobs. You might jin Facebook ‘cause all your friends are ont, but in the ‘workplace, eae of use and increased job efficiency dre mote important then peer pressure in driving sdoption. A repor from the consultancy Altimeter Group, ‘which analyzed 13 technology providers, 185 end ‘sera, nd 8 socal newwork decision makers from ‘companies with aver 250 employees found that only {4 percent of those surveyed believe that inter ‘al networks had made a"slgnifiant impact on team and department collaboration. bout half the respondents aid tha intoral social networks had "ery lite impaet* on employee retention, the speed, of decision making, or the reduction of meetings "organizations noed to take charge to ensure that the internal and external soll networking efforts ofthe company are providing value wo the busines. ‘Content on the networks needs to be relevant, up to dite, and easy to access sere need to beable to ‘connect to people that have the information they ‘ed, and that would otherwise be cut of rach ar ‘iia to reach, Many companies that launch internal soci networks find thereaves ith a host of features that {heie employees never use. The most commonly ‘sed featute of most enterprise networks are profile, Forums, blogs, and wikis are all staples ‘of most offerings but are racely used. "Theablicy to integrate the network with e-mail is also a vital feature Email alerts to nev posts on the network, the ability to link dicey from e-mails to locations ‘on the network, andthe ability to quick respond to ‘comments onthe network via email are all impor. fant ways to make contribution to an internal social network easy and natural, Tutly, companies usvally lack dhe analytics capabilities to measure the performanoe and "alae created by their internal social networks, “Just 26 percent ofthe Altimeter survey respon- dents reported improvement in specific business proceates, and only 7 percent ted these networks to Financial erute. No respondents claimed to measure ‘hee internal scl network: results very wel, ‘Despite the pitas associated with launching an internal social network, thre ae companies Using dese networks succesfully. ‘The entry costs for deploying those systems are extremely low compared to other IT projects. CSC, a $16 billion Information technology and consulting fir, hoped to go social o instill a more collaborative culture {in ta Lrge, lobal organization. The company has6 Part One rare, Manns anh cent ENS a nighr percentage of knowledge wosers han aan capturing that knowledge i «oon ‘th gene way isan important source of a ve ao tned an initiative it called CB, hor Oe cae qammunicats, colors, with #cutng, carne terprioe eal networking product 6 terface, C5 quickly std on Ties Social ‘Dasiness Software solution. anes pened to CSC becanse its consi nt ‘ain th wo major sottrae eoases each YORE va ough nat ie technol wes kel ap with marketplace standards ae arora Ie eco ote sity of ts Soial Business Sate dg internal and extornal commansice #8 soe tai allowed the company tonerwork oti tne company as well as with supios wertor, and examen from uti he rer uonchod asizmontn pot of Se, which aS ae to al of the company’s 82,000 employ wae atin the first 20 weeks ofthe launch, 25,000 te bgan sing the socal busing ol, Wi peep grou lying an average 1 milion Pa 210 a PTapid adoption rate, ported By Us vee anal helped convince management make Ee Permanent collaboration platform, a Dog vo decide whether to auiely promote a hogy, ox let grow vy. CSC 20k 8 ‘ansve approach, allowing usr 0 form OUDS om aaa ervawelve ‘champions enlisted more Chat at sates wo help formulate adoption plans, seed aa and eat ver 200 groupe prior tothe poe caetet qroup presidents and other executes eet raat aol by blogging withthe social took THe an Suny leo used sve to ofr "wrt waloe compare non-work related topics help explcy sea ont de tol in a more relaxed set + eb an immediate impact on OSC’ revenie: generation proves, which requires global eam aeration aroes fren ime zones PoP Pare ad proposss for prospective cont. When ¢ a cel employee used C3 to requostpropossl US of formation, the request generated 1 gabe veicr andthe Hight ares froma global cleas3= fn 0 minutes reployes adoption snow at 100 percent with sigufeant amour offequenty sought nee) serrtygonerted within ihe networks COMINGS Pere pope: One exective si of the newark vs at is how work gets done st or CORNY” ‘on! Dranda, the world’s Irgest restaurant campy eth 35,000 restaurants in 300 countries cor rere, choae Jive fr i social networking a well. With franchises inctoding KFC, Pizza iu Theo Bal, and Long Join svar, a aba Ha ain tol reactive categnie, the malorsy seas companys venues and profits ar6 EEN. oe uidete United Saba Yorn hanna of ae on reongizing and sharing know-how to deve aarepaton, and it wanted a sca solution allow Mrrctaplyees to collaborative effectively across tear peal borders. Yom alo wanted aetna searing tre ouside 0” oro vse socal vst die innovation by heressing contmeE aac, Wun ike that Sve was constaly snoving and upting ite Socal Bornes Softee pre plato, led SCHING, was launched Jette a ae pect in one of tele roauran soaks GSC he company markctd the net aren employees a it would with any of ts © aos Te ie plato was curated ae Prerunity members to upload “badges” of sce car lvsual’ profes and orequte that al sree pation be waged to increase searched ag tne approach was diferent fom COC, ‘no ond elt is expected tobe the same: 100 sre Set adoption win dhe rst yea fe awe rer pelioves ii getting significant business value Fam ICHING. Mattagers can solicit input from from players around he world and ane Ne cane oy cont The eyster has helped eliminate xedant resources and allows users to plot revownload documents, many of which WETS 100 ‘igor the compagys emai eystem. Ov 450 a ents were uploaded and a whopping 25,000 decor rlonded over the fiat sx months of the vr ive launch, suggesting that people are Finding ‘fa content they need tbe more efflcint, sae taping, C10 ofthe 3,c0bemployee Red ‘obi anbmager restaurant chai, 2008 @ moMeent i ware at asim to te way they work outside ae, using too that would lt people create see trains, perorm sats update vplond a cones and st ap workup fr smal Pree Ae company decided to try out Yammer an ‘ass e eal approach to deve adoption. i the fist sen, 20 e025 employees started using tnd monty others, with about 400 people nov Using sree: Yammer aage i not 7overwhelnin sre Moin, and about 95 peroent of Red Robin's te Fntion ayetems pects sl use SharePoint it ponple ae experimenting, and Lapingconvinced that if he eight tools ae available and the information systems department provides guid- ‘ance, Yammer wll eventually take hold Yammer ‘would be considerably cheaper than SharePoint, 4nd in Lapine’s opinion, closer tothe way people fcwally collaborate. ‘ven smaller companies ae nding inter. nal social networks tobe a good fit, Den Mat, a ‘S0-employee dental equipment manufactring, campaty, oped to update its teveely outdated {information systoms in 2000. Iwas using a 30-year old legacy system and mostly paper processes across {he business The company selected Salesforce ‘CRM and Salesforce Chater asthe centerpiece of its system moderation efforts hoping for an eventual increase in productivity after the ineviable growing pine st the outset. "Those growing pains never occurred: Den- Mat actually saw increased productivity fom, day one, Dem Mat had staggered the rollouts of Salesforce CRM and Chatter 20 days apart, first to the marketing department, and than t customer service and sles. After the rollout, teams recsived taline taining in the Salesforce system. Chater thabled Demat to switch fom an emai-contric ‘apdate process one using Chatter updates. When 1 project status changes, is noted in Chator fords “Tame communicated efficiently, location became lese important for Den Mats employees to work as [Chapter 2 Global E-snes and Colabraion 77 ‘team, and the company successfully cut expenses tnd ladhed ts eorover rate to just 7 peroent. tar ‘sed Chatter for diacssions with consumer groups and third party vendor. This had not been possible ‘before Becaee teams were collaborating so effec: tively using Chatter, Den-Mat was able to close an ‘underperforming sles office in Indiana and allow ome employoos to work at home, ‘yarns Hern “Etre U's New Dont Loe Renal Manson F372, Dat, rata Bram “anism Enero since Caton Teo co, mraey 2 0); Chae Mahe Te Tn Ce For beri ori Netw Ae top, cy can eae, Wy Emglogees Doe ke ‘Sho ofan Wes Jnsary3, 207 Dad Fa, ‘Wnt epi eri cas Sis He Conon” Inmates Sear 9,22 Gehl Mele, eoating thems Seton Prat er, Deemer 21 ‘unt sande Comer Cus Soy te arava set ‘hn aa "68 Coe ae tye Stora aeoed ‘an CASE STUDY QUESTIONS 1, Identify the management, organization, and technology factors responsible for siow adoption ‘ates of internal corporate social netrorks 2, Why have each ofthe companies described in this ‘case been suocessfl in implementing internal ‘cal networks? Explain your answer 4, Should all companies implement internal fenenpeae social networks? Why oF Why noe?