unleashing the power of human capital with e2.0

© 2009 cubeless. All rights reserved.

Erik Johnson

General Manager

cubeless

Unleashing the Power of Human Capital With E2.0

Key lessons from successfulenterprise social networks

AgendaAgenda

• The value of an enterprise social network• How a system to find and connect with people

compliments systems to find and connect with information

• The unique approach to success with a social network

You are lost in an unfamiliar city…You are lost in an unfamiliar city…

Le Galapait “Rome is…Lost Tourists” on Flickr

Which do you choose first: Printed DirectoriesWhich do you choose first: Printed Directories

A phone directory, map and other printed sources of information?

Which do you choose first: The InternetWhich do you choose first: The Internet

A computer with a live Internet connection and ability to search for information on the web?

Which do you choose first: The ExpertsWhich do you choose first: The Experts

A collection of residents and city experts standing on a nearby street corner?

Why people choose the peopleWhy people choose the people

• There still is nothing that replaces real, human interaction– Can pick up nuances in language and tone that machines can’t– Allows for real-time questions and clarifications– Can lead you down new paths you didn’t even know existed

cbcastro “Ask Questions” on Flickr

The workplace is no differentThe workplace is no different

Each day employees face challenges, questions and opportunities thatthey may not have encounteredbefore.

Organizations recognize the need for coordinationOrganizations recognize the need for coordination

78% of executives indicated that corporate growth opportunities require coordination across geographical, function and product lines

(and 79% said they are poor at it). (Source: McKinsey)

amanky “Day 355: Jump” on Flickr

Workers seek helpWorkers seek help

67% of workers believe there are colleagues who can help them do their job better.(Source: Harris Interactive)

Paul-W “1989-negatives-sheet43a-05” on Flickr

So much information, so little accessSo much information, so little access

alexkingorg “Composing an Email” on Flickr

75% of a company’s intellectual capital is locked away in e-mails and attachments not accessible to the company at large.(Source: Enterprise Study Group)

Searching costs time and moneySearching costs time and money

Up to 30% of an average knowledge worker’s time is spent searching for information (at a cost of $18K per employee per year). (Source: IDC)

Limit effectiveness of human capitalLimit effectiveness of human capital

• Very little of our intelligence is documented– Each employee brings a rich

background of skills, knowledge and connections

• Answers aren’t always where they are supposed to be– Need to find expertise where

it actually resides

• Have limited ability to find and connect with the right people when needed

Jeff Werner “Philppines – Report II” on Flickr

Case Study: It all adds upCase Study: It all adds up

• An employee needed to find someone with a specific expertise

• She sent e-mails to 20 people she thought might have the expertise she was seeking

• Each of her 20 contacts sent an e-mail to 10 additional coworkers who they believed might have the expertise

• At 3 minutes each to open, read, consider and respond to the e-mails, this simple e-mail cost the company 10 hours of productive time

• Didn’t get the answer she needed because she only touched 2% of all coworkers

Immediate access tothe collective intelligence ofthe entire organization

So, what is missing?So, what is missing?

Social Media

Case Study: Translating for the VaticanCase Study: Translating for the Vatican

• Sales team needed a translator for the Vatican

• Was prepared to hire a translator

• Asked on Social Network• Found “Fabio”• Benefits to Sabre:

– Saved $3,000– Won the deal– Engaged employee

THE MOST IMPORTANT POINT!THE MOST IMPORTANT POINT!

• PARTICIPATION IN A SOCIAL NETWORK IS VOLUNTARY– Have to be available on an ongoing basis to be most effective– Requires a solution that is compelling and that employees WANT to be a part of

• Social networking is a people challenge– Focus on engagement and adoption

• Social networking is not a technology challenge– Less focus on functionality and deployment

• Must approach decisionmaking with this in mind• Success Requires:

– The right strategy– The right environment– The right execution

Surprising simpleSurprising simple

“Our human nature, with an assist from modern culture, promotes the idea that solutions must be deep and complicated to be valuable. In most cases, nothing could be further from the truth. Lasting solutions are surprisingly simple.”

Tommy NewberryFounder and Head Coach The 1% Club

jspad “Blue Striped Top” on Flickr

Creating the right environmentCreating the right environment

• Clarity of purpose and benefit• Non-intimidating and fun

– Don’t make users learn a new way to communicate– Putting a microwave in a conference room doesn’t make it a kitchen

• Build transparency and trust– Private community compels more open and honest dialogue– No anonymity compels appropriate behavior

• Actionable– Engage the right resources at the right time– Make the system help, don’t require users to be experts at making connections

• Build culture not cliques– Avoid mechanisms that smack of exclusion

Wallyg “Montreal” on Flickr

Creating the right executionCreating the right execution

• Plan for launch and execution– Build a cross-functional council that will over see launch and maintenance– Educate on what is coming (and build suspense)– Help users get started

• Seed it and it will grow– Up to three months to fully permeate organization, be patient– Champions and superusers during the time

• Lead by example– Team that owns the project– Executives

• Use metrics to diagnose the health of community– And act on that information

• Keep it the employee’s community– Resist the temptation to turn it into another company portal– Management are employees, too

• Grow and evolve with the users

SabreTown: Sabre’s Enterprise Social NetworkSabreTown: Sabre’s Enterprise Social Network

• Built and launched SabreTown in 2007

• Receives broad and frequent use– Average between 60% and 70% of

employees using each month– Average 4 visits per month per

employee and 30 page views per user visit

– 90% of employees have profile information

• Compels participation– 60% of questions are answered

within one hour of posting, 90% in 24 hours

– Each question posted receives an average of 9 answers

– 98% of questions have answers– 521 groups have been formed

Case Study: The lost cell phoneCase Study: The lost cell phone

• Daughter lost cell phone while backpacking in Central America

• Father frantic to contact her• Within an hour, seven offers

from coworkers to do what they can to help

• All people with a face, name, reporting structure

SabreTown breaks down barriers between function, geography and title and becomes a place where people are helping people.

Contact InformationContact Information

Erik JohnsonGeneral Managercubelesserik.johnson@sabre.com682-605-3014www.cubeless.comsandbox.cubeless.com

Case Study: CEO who swimsCase Study: CEO who swims

• Employee took up swimming as part of company wellness program

• Was having trouble keeping track of what lap she was on

• System identified CEO as expert on swimming

• CEO provided the first answer to the question (because it was so easy to do so)

Talk happens: Social NetworkingTalk happens: Social Networking

– 67% of online audience visits a member community

– Largest increase 2008 vs. 2007 was in 35 – 49 year old population(Source: Nielsen Online)

paulswansen “Ads in German” on Flickr