I am aware that the title of this post makes a pretty big commitment to the reader, and I don’t blame you for thinking I am about to reveal the holy grail of social collaboration or Enterprise 2.0. I am sorry to disappoint you.
Unfortunately there is no definitive roadmap for success or perfect case study we can all replicate. The very nature of Enterprise 2.0 is that the solution needs to be adapted to the one thing that makes every company different: its people.
“Typical,”, I hear you say, “another wishy-washy blog post that only adds to the conundrums we already face!”. Hopefully, not!
The reality is that although the solution is almost certainly unique, the approach to uncovering the solution is relatively standard. It just needs to be focused on the people. So here are a couple of key steps that should form part of your passage into the world of social collaboration, and help ensure a successful outcome:
1) Don’t let the technology define you, you define the technology – “we want to implement platform x because our CEO went to a conference where it was presented, and he loves it” does not make a good business case! Before you select the right platform, make sure you do your homework (see #2, #3 and #4 below). Certainly do not start by selecting the platform. Take a step back from technology and resist the temptation to jump on a particular bandwagon. Most responsible vendors actually advocate this approach themselves, as failure is not in their interest either.
2) Understand the users’ requirements and needs – this is not about getting the users buy-in but about making sure that the solution actually meets the needs of the people who will be expected to use it. Sounds like a no-brainer, right? Believe me, so many organisations still see this step as a waste of time or simply treat it as a box ticking exercise. Gain an understanding of what is lacking from the current system(s), find out how the users are currently working (tools, devices, locations), find out what the users require to work more efficiently and effectively, and what would make their day more productive (and enjoyable!).
3) Ensure the drivers are in place – if your business doesn’t not have a collaborative culture, there is no technical solution or platform that will magically create a social collaborative environment. You need to make sure the business is ready, and that the relevant drivers are in place. These drivers are personal to the organisation and will include essential factors such as culture, leadership and technology.
4) Build a strong foundation (business case) – define the business objectives and the relevant KPIs to measure success. You need to be able to measure your solution, not just to prove you are on the right track, but more importantly to know if you are on the wrong one. The benefits of E2.0 are often intangible (i.e. more engaged employees), making them harder to measure but not impossible. Also focus on the wider business metrics. Define the end-goal or outcome (e.g. innovation, growth, profitability, customer retention), which are measurable.
5) Pilot – the saying that ‘you only have one chance to make a first impression’ is also true within the organisation. This makes pilots so important. They allow you to launch in a controlled environment, steer the project, make observations and adjustments, and perfect your approach before you roll-out to the wider audience.
6) Planning – “a goal without a plan is just a wish” (Antoine de Saint-Exupery). A medium and long term plan is essential. It gives everyone confidence that it is not just a whim. You need to include in your plan governance, community management, communication strategies (for senior stakeholders) and adoptions strategies (for users) if you are to succeed beyond the initial pilot or launch.
6) Identify champions – I have mentioned this various times in previous posts, but it is often under-rated or ignored completely. The whole concept behind E2.0 is that the users own the platform, provide the content and drive adoption. To make this happen you need the ‘innovators’ and ‘early adopters’ (Rogers’ bell curve) in place. So make sure you have identify, motivated and brought on-board the key influencers, gatekeepers and leaders.
7) Clear communication – if your organisation is anything like 99.9% of the other organisations out there, your foray into launching ‘a new solution’ will not be the first the employees will have experienced. By now they probably have a multitude of tools, platforms, apps, and software systems that were, at the time, equally ground breaking as your initiative. Make people understand why you are introducing this new system, why it will be beneficial to them and set aside enough time and budget to train them and provide support.
8) There is no ‘one size fits all’ – as mentioned in my introduction, E2.0 is world where ‘one size does not fit all’. It is perfectly possible that even within your organisation you might need to consider different solutions or approaches for different departments or business units. I am certainly not suggesting implementing a myriad of platforms within one organisation. That would almost certainly end in disaster, but make sure that you introduce your new solution only to those users who will benefit, rather than forcing it on everybody.
When speaking to organisations, I am glad that the conversation is no longer about ‘why’ they need to implement an E2.0 strategy. They get it now. They realise that the workforce is changing, that technology is speeding up conversations, and that social networks have altered the way we communicate and collaborate forever. The question now is no longer about ‘why?’ but ‘how?’.
Unfortunately, it is now in the ‘How?’ phase where organisations are losing their faith and where the money is squandered. In 9 out of 10 cases it is because the initiative did not have the users (the people) at the centre. Focus on the people and their needs, and you will be on your way to success. If you don’t have the resource for this ‘discovery’ exercise, get outside help. It will save you lots of money, pain and resistance in the long run.