Download - Enterprise Social Networking Benefits
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WHEN EMPLOYEES CONNECT,COMPANIES THRIVE.
The Benefits of Enterprise Social Networking
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Contents
AlignmentCollaborationProductivityInnovationCustomersExpensesKnowledgeEmployeesCommunicationCultureFlexibilityAgility
030915212733394551576369
The performance and productivity benefits that emerge from deploying an enterprise social network can be substantial. In this document we identify the top twelve business cases and 60 individual use cases.
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Alignment
YAMMER (2013)
Business Case 1
51% of employees reported that they felt more connected to their organisation’s mission and goals.
Create
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Use case 1: 1
help employees to see the big picture
Connectthe dotsinternally
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Use case 1:2
shared vision, strategy and objectives
Developshared
understanding
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Use case 1:3
connect the top to the bottom
Flatten theorganisation’s
hierarchy
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Use case 1:4
improve cross-boundary communication
Eliminateinternal
silos
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Use case 1:5
help leaders to see and understand what’s happening
Improve executiveoversight
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Collaboration
JIVE SOFTWARE (2010)
Business Case 2
Network users reported a 37% increasein project collaboration.
Foster
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Use case 2:1
encourage people to actively contribute
Accesscognitivesurplus
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Use case 2:2
break down geographical barriers
Enablevirtualteams
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Use case 2:3
collaborate on projects in shared spaces
Facilitatecross-functional
teamwork
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Use case 2:4
share data and documents in context
Fosterinternal
collaboration
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Use case 2:5
create more and deliver more
Achieverapid
breakthroughs
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Productivity
MCKINSEY GLOBAL INSTITUTE (2012)
Business Case 3
Research predicts these networks have the potential to reduce the time spent reading and responding to email by 25-30%.
Improve
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Reduceemail
overload
Use case 3:1
conduct online conversations in context
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Fewerinternal
meetings
Use case 3:2
resolve issues on the network
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Findinformation
faster
Use case 3:3
reduce time spent looking for ‘stuff’
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Improve employees’workflow
Use case 3:4
eliminate friction and choke points
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Streamlinework
processes
Use case 3:5
re-engineer work processes by making them social
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Innovation
MCKINSEY & COMPANY (2013)
Business Case 4
Executives reported that, on average, they were able to cut launch schedules by 20%.
Drive
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Crowdsource new ideas
and innovations
Use case 4:1
access your workforces’ collective wisdom
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Accelerate launch
schedules
Use case 4:2
make it happen faster, reduce friction
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Use case 4:3
connect internal and external communities
Increase customer intimacy
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Use case 4:4
make decisions openly and inclusively
Open up the decision-making
process
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Obtain theviews ofexperts
Use case 4:5
gain input from internal specialists
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Customers
JIVE SOFTWARE (2010)
Business Case 5
Network users reported a 33% increase in their customer satisfaction numbers.
Serve
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Buildbrandequity
Use case 5:1
stay abreast of customer sentiment
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Reducenumber of
support calls
Use case 5:2
resolve issues in online communities
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Increase customer
satisfaction
Use case 5:3
resolve customer problems faster
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Increase customer retention
Use case 5:4
stop customers leaving due to poor service
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Increasenumber of brand
advocates
Use case 5:5
turn customers into fans
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Expenses
MCKINSEY & COMPANY (2013)
Business Case 6
Executives reported that, on average, they were able to achieve a 10% reduction in operating costs.
Reduce
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Use case 6:1
eliminate the need for some travel
Reducetravelcosts
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Use case 6:2
drop redundant communication channels
Reduce communication
costs
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Use case 6:3
employee satisfaction = employee retention
Reduce recruitment
costs
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Use case 6:4
get rid of redundant IT platforms
Eliminatelegacy
systems
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Use case 6:5
flexible working leads to fewer permanent desks
Reduceoffice space
costs
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Knowledge
CHATTER SURVEY (2011)
Business Case 7
Network users reported that employees were able to find the information they needed 52% faster.
Disseminate
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Use case 7:1
make it easier to find and share information
Facilitate knowledge
management
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Use case 7:2
let employees become the curators of content
Highlight the most valuable
content
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Use case 7:3
help employees to find the people with the answers
Locatesubject matter
experts
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Use case 7:4
capture departing employees’ tacit knowledge
Preserve corporate memory
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Use case 7:5
share effective work processes
Propagateyour company’s
best practice
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Employees
JIVE SOFTWARE (2010)
Business Case 8
Network users reported a 30% increase in employee satisfaction.
Engage
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Use case 8:1
Attracttop graduate
talentthe top 10% of graduates expect social technologies
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Use case 8:2
get new recruits up to speed quicker
Accelerate employee
on-boarding
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Use case 8:3
deeper relationships, greater sense of belonging
Increase employee
satisfaction
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Use case 8:4
make work literally more engaging
Increase employee
engagement
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Use case 8:5
provide a satisfying day-to-day work experience
Achievebest employer
status
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Communication
JIVE SOFTWARE (2010)
Business Case 9
Network users reported that they were able to achieve a 29% increase in executive communication.
Enhance
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Use case 9:1
give employees a voice and a face
Improveinternal
communication
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Use case 9:2
make the leadership team more accessible
Buildtrust and rapport
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Use case 9:3
more open communication
Enabletwo-way
communication
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Use case 9:4
disseminate content more efficiently
Improve information
flow
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Use case 9:5
help employees to filter communication
Reducecommunication
overload
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Culture
JIVE SOFTWARE (2010)
Business Case 10
Network users reported that they were able to achieve a 39% increase in employee connectedness.
Refresh
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Use case 10:1
make it more open and collaborative
Reshape corporate
culture
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Use case 10:2
develop a more cohesive corporate culture
Foster a one-team
culture
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Use case 10:3
encourage people to become more involved
Build astronger
tribe
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Use case 10:4
less directive and more supportive
Inculcate a new management
style
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Use case 10:5
publically acknowledge people’s contribution
Facilitate employee
recognition
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Flexibility
YAMMER (2013)
Business Case 11
68% of employees stated that the process of communicating with colleagues in different locations was now simpler.
Enable
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Use case 11 : 1
work anytime and anywhere
Enableoffsite
tele-working
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Use case 11 :2
access via laptops, tablets, smartphones
Enablemobiledevices
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Use case 11 :3
help employees who work from home to collaborate
Enableremoteworkers
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Use case 11 :4
upload and download data on the road
Enablefield
workers
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Use case 11 :5
facilitate offsite deal management
Supportsales
people
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Agility
YAMMER (2013)
Business Case 12
80% of employees reported that they felt more informed about what was happening in their organisation.
Increase
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Use case 12:1
increase employee buy-in and commitment
Facilitatechange
management
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Use case 12:2
look beyond the horizon
Sense emerging issues and
opportunities
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Use case 12:3
agree a course of action and respond rapidly
Increaseorganisational
agility
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Use case 12:4
redeploy resources where they’re needed
Quicklyshift
shape
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Use case 12:5
permanent beta, never stand still
Adopt a‘do and learn’
approach
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Research sources
1. Alignment Yammer, Business Value Survey (2013)
2. Collaboration Jive Software, The Business Value of Social Business (2010)
3. Productivity McKinsey Global Institute, The Social Economy: Unlocking Value and Productivity Through Social Technologies (2012)
4. Innovation McKinsey & Company, Evolution of The Networked Enterprise (2013)
5. Customers Jive Software, The Business Value of Social Business (2010)
6. Expenses McKinsey & Company, Evolution of The Networked Enterprise (2013)
7. Knowledge Salesforce Chatter, 50 Ways to Transform Every Department with Chatter (2011)
8. Employees Jive Software, The Business Value of Social Business (2010)
9. Communication Jive Software, The Business Value of Social Business (2010)
10. Culture Jive Software, The Business Value of Social Business (2010)
11. Flexibility Yammer, Business Value Survey (2013)
12. Agility Yammer, Business Value Survey (2013)
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David CrostonSocial Business Strategist