Presentation to Enterprise Collaboration Techfest (March 2016) on the need for Intranets and ESNs to deliver consumer-quality user experiences in order to drive business value.

1. SHARON O’DEA
@sharonodea
Independent consultant
Employee experience
matching millennial
expectations

2. With millennials now making up over half of the workforce, the
need to deliver tools that work for their needs is pressing.
That means choosing and configuring tools to enable people to
exercise choice, to connect and communicate, and that work for
both businesses and individuals in an age of consumerised IT.
Main Message

3. Who are
millennials?

4. • Understanding millennials and their motivations
• Selling the benefits of collaboration to the business
• Why design matters
• Key Points to Take Home
• Questions
What I’ll Cover

5. Millennials: a persona

6. • Flexibility
• Workplace culture
• Collaboration and teamwork
• Transparency
• Two-way communication
• Recognition
What millennials really want

7. What they get

8. • Get value from the network
• Improve productivity
• Engage and retain
• Building corporate memory
• Make work more flexible
The business case

9. The vision
It’s about communication and
connections, building
relationships and being willing to
participate, engage and share.
Personal
Transparent
Inclusive
Authentic
Vibrant
Collaborative
Having a social collaboration platform
was a new way for the bank to
engage and change how they:
 Communicate
 Collaborate
 Create
 Derive value

10. What we did
Microsoft Office:
Microsoft Outlook:
OCS/ Lync:SharePoint:
Jive
 On-premise
 Jive Apps (e.g. for Jira)
 Jive Anywhere
 Jive API

11. Building stakeholder
support

12. Bottom-up approaches
• Keep it simple
• Focus on utility
• Support users
• Give people freedom to
experiment
• Find and nurture champions

13. • Search
• Profiles
• Reducing email
Keeping it simple

14. • Identify use cases across the business aimed at building
adoption
 Go where the energy is
 Challenge what is possible, move quickly
 Plan the ‘what’ test the ‘how’
 Do not recreate or duplicate what is already in place
 This is an iterative process – listen, learn and iterate
 Agile approach
Focus on utility

15. • Wide: gaining low-value adoption from large numbers of users
– eg Women’s Network, International Network
• Deep: gaining high-value adoption and use from small, focused
groups of users
– eg Deal Centre (bespoke groups for small numbers involved in designing
a specific deal)
• Replicable: creating best-practice models for common tasks or
practices which can be deployed multiple times
– eg Project Management, Community of Practice
Use cases

16. Support users

17. Give users the freedom to experiment

18. Find and nurture champions
Benefits for team
 Reduced pressure to meet adoption targets
 Identify issues on the ground
For advocates
 Peer recognition
 Improving their network and profile
 May be seen as ‘go to’ people
 Early access to the Bridge to deliver value in their own work
 Chance to test, feedback and influence the way the Bridge works

19. • Define their role
• Define the criteria for selecting
them
• Ask management to nominate
• Conduct a kick-off session
• Reward and recognise
Finding and nurturing champions

20. • Demonstrate the need
• Show value and impact
• Make it mobile
• Anticipate and manage risk
Top-down approaches

21. • Focus on business benefits
• Set KPIs
• Report regularly
• Capture and share success stories
Demonstrate the need and show impact

22. Business case: increased productivity
Time spent on
strategically aligned
work26%
Reported job
satisfaction
38%
Employee productivity
15%
Employee turnover rate
24%
Operational cost
24%
Better aligned, more satisfied staff Top line growth, bottom line savings
Source: “How Social Technologies are Extending the Organisation”, The McKinsey Quarterly 2011, and 2012 Jive Customer Survey

23. Business case: improve innovation and productivity
Innovation
4%
Time to market
5%
Work
quality31%
Source: 2012 Jive Customer Survey
Productivity
15%
Email load
21%
Meeting load
16%
Innovation Improved productivity

24. Business case: operational costs
Satisfaction
10%
Onboarding time/
cost23%
HR issues
logged70%
Employee efficiency and productivity
Source: BUPA and Cerner Case Studies, and 2012 Jive Customer Survey

25. • Show it works for people on
the move
• Coach support staff to curate
for them
Make it mobile

26. Anticipate and manage risk
I
n
d
e
x
Autonomy
Search
Records
Management
Module
Activity: Posts, comments,
likes, shares, etc...
Activity records sent
to Enterprise Vault
records archive
Records Archive
queried according to
Bank standards
Data is stored on the Bank’s
systems. Configured to meet data
privacy requirements
Records retention and monitoring
enabled through Records Management
module

27. Bottom up
• Keep it simple
• Focus on utility
• Support users
• Give people the
freedom to
experiment
• Find and
nurture
champions
Top down
• Demonstrate
the need
• Show value and
impact
• Make it mobile
• Anticipate and
manage risk
Combined approaches
=+

28. Design matters

29. A lesson learned

30. • Utility is the number one driver of adoption – focus on user
needs and deliver something that works for users
• Different approaches are needed to build support top-down and
bottom-up
• Design matters – it communicates who you are, guides the user
and shows them you care
• Employee expectations don’t sit still – continue to iterate and
improve
Key Points to Take Home

32. E: sharon@sharonodea.co.uk
W: sharonodea.co.uk and intranetizen.com
L: linkedin.com/in/sharonodea/
T: @sharonodea