Professional Services Firm Veritec Reduces Email Traffic and Noise with Enterprise Social Networking
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Veritec is a fast-growing professional services firm in Australia whose existing communication systems weren't cutting it. By reducing email traffic and noise, tibbr gave Veritec an on-premise deployment, great mobile access, and business app integration.
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Professional Services Firm Veritec Reduces Email Traffic and Noise with Enterprise Social Networking
- 1. The Workspace for a New Workforce Welcome to today’s webinar! There will be silence until we begin today’s presentation. Today’s twitter hashtag is #tibbr
- 2. Millions of subscription users 100+ countries Experienced implementation team Customer success program 24 x7 x 365 global support Company OverviewTIBCO Software Founded in 1997 $1.1B revenue in 2013 70 offices, 25 countries 4000 customers 200 partners 3500 employees tibbr
- 4. veritec Presenter: Matthew Ryan twitter: @matthewvryan au.linkedin.com/in/matthewryanveritec/ BUILDING A BEST PLACE TO WORK THROUGH SOCIAL COLLABORATION
- 5. Our Implementation • We did control the information architecture • We did use specific business use cases Our Adoption • 20% active contributors, 50% comment and like, 30% read only • Now an essential part of our organization • Rubber hits the road when habits are formed to visit tibbr like email or voicemail and staff turn off email notifications The email problem • Impossible to sort the important from not important • Impossible to sort the urgent from the not urgent • Unable to unsubscribe from the “reply all” hell • Email is growing exponentially • Productivity falling as a result of more email • Email is a poor medium to host a conversation • Email is a push mechanism Email post tibbr • Evidenced by less email • Conversations are better in social • Staff can control how information comes to them • Can change digest for less important subjects to less frequent • Can follow important subjects • Conversations are structured by subject and conversations grow over time stay in that structure Executive Decision Making Problem • The more executives we have the harder it is to get them in the same room to discuss issues and make decisions • No formal way to record the outcome in a way that can be passed to staff for implementation. Executive Decision Making Post • Quicker with a better outcome • Poll feature allows us to pose the question • Conversations about the matter are welcomed • Executive can elaborate on their simple poll response if they feel the need • Organising events becomes much easier Building Engagement • This sort of thing would do the rounds via email, usually to a group email list that you could not unsubscribe from. • Supportive of our culture • Transparent and engaging Presentation Outline
- 6. Knowledge Sharing Problem • Had no way for communities of practice to have conversations about IP development • Had no way for communities to come together other than through email • No way for communities to form • Email relies on sender knowing who should be in the address block, which means you either miss the opportunity to have the right people contribute. • Or the sender sends the request for knowledge to a mailing list or worse everyone@veritec.com.au • Replies to knowledge requests do not persist • Not accessible by others • 80% of knowledge is Tacit. It is in the heads of our people and is never codified or captured as formal artefacts. Knowledge Sharing Post tibbr • Supports access to Tacit knowledge • Helps organise information into subjects • Consultants follow the subjects they are interested in • Does not rely on someone knowing to talk to • More productive workforce What’s Next • Following business events in our line of business systems • Contract about to exceed its $$ • Birthday of a staff member • Invoice issued to a client • Receivables now 90 days for an invoice Too many mailing lists • Too many lists • No idea who is on them • Staff did not know how to subscribe/unsubscribe to them • “Reply All” still applied • Too much email noise with no control over how to receive messages from mailing lists • Overhead for the support team in keeping the lists up-to- dateCT team in keeping the lists up to date Mailing Lists post tibbr • Single list for important announcements everyone@veritiec.com.au • External facing email aliases which go into structured systems The CRM Problem • No CRM • I did not think people would use it even if we had one • Wanted to see if we could use tibbr to capture intelligence about our clients The CRM Solution • We still don’t have a formal CRM • We use our practice system for structured data • Tibbr has become the place where client care, client intelligence and client needs are posted and discussed. • Simple to do • Highly accessible • Low barriers to adoption Presentation Outline
- 7. Who we are • Professional Services Firm • Established 2004 as Cordelta, • MBO of technology business units completed Dec 2013 • 70 staff and 30 contractors • Best Place to Work 2011 (11th), 2012 (7th), 2013 (10th) • Disconnected consulting workforce • Spread across clients and locations • Teams range in size from 1 to 20 • Engagements range in duration from 2 weeks to 2+ years
- 8. Our Systems • tibbr: Conversations, decision making, feedback, polls • Confluence: project documentation, structured knowledge • JIRA: issues, risks, change requests, EPICs, Storeys, tasks, bugs • Email: External Meessages, Broadcasts • Office 365: Document Libraries
- 9. Our key problems • Too much email! • Inefficient decision making • Mailing List Maintenance • Many different groups/communities • Knowledge lost in email • Practice Group Collaboration • No CRM • No way to monitor activity with clients
- 10. tibbr to the rescue Mr Incredible is a Pixar Character, unsure of his position on tibbr.
- 11. Email Jumble/Too Much Noise
- 12. Sorted!
- 13. Decision Making
- 14. Effectiveness & Efficiency 0 3 6 9 12 15 18 21 24 27 30 33 Meetings, Synchronous tibbr, Asynch Email, Asynch Good for shouting! Good for building relationships only. Decision Making – Effectiveness Curve Good for conversations, decisions etc!
- 17. Explicit Tacit
- 18. Example of Social Go Karting or Gardening and Steam Community of Practice Development
- 24. Example of Social Go Karting or Gardening and Steam Social Use Case
- 25. Sales Effectiveness Sales Effectiveness Example
- 27. Take tibbr for a test drive.
- 28. Find customer stories, whitepapers, and more at www.tibbr.com Follow us on Twitter @tibbr Or Like our Facebook page! facebook.com/tibbr.live
Editor's Notes
- Email was killing meImplemented in 2012Not the best rolloutStarted with simple use casesContinued use and improvement over 2013
- So Much NoiseImpossible to sort the important from the not importantImpossible to sort the urgent from the not urgentUnable to unsubscribe from the “reply all” hellEmail is growing exponentiallyProductivity falling as a result of more emailEmail apathy! The important messages get lost in the noise.Email is a poor medium to host a conversationEmail is a push mechanism
- Less NoiseEvidenced by less emailConversations are better in socialStaff can control how information comes to themCan un-follow a subject if loose interestCan change digest for less important subjects to less frequentCan follow important subjectsConversations are structured by subject and conversations grow over time stay in that structure
- Executive Decision MakingMore Executive we have the harder it is to get them in the same room to discuss an issue and make a decisionEmail just a poor mechanism to have a conversationNo formal way to record the outcome in a way that could be passed to staff for implementation.Tried survey tool to capture the vote on an issue but many times more information was required by the executive or points needed to be discussed or expanded.Survey tool did not allow an executive to change their position as more information was exposed.Poll feature allows us to pose the questionConversation is free to occur about the question being asked Executive can elaborate on their simple poll response if they feel the needOrganising events becomes much easier
- Example of less noise,This sort of thing would do the rounds via email, usually to a group email list that you could not unsubscribe from.Noise to someImportant to othersSupportive of our culture
- Practice DevelopmentHad no way for communities of practice to have conversations about IP developmentHad no way for communities to come together other than through emailNo way for communities to form and unformNo way to persist those conversations
- TACIT KNOWLEDGE ACCESSEmail is point to pointRelies on sender knowing who should be in the address block, which means you either miss the opportunity to have the right people contribute.Or the sender sends the request for knowledge to a mailing list or worse everyone@cordelta.comReplies to knowledge requests do not persistNot accessible by others80% of knowledge is Tacit. It is in the heads of our people and is never codified or captured as formal artefacts.TIBBR Provides Better SupportSupports access to Tacit knowledgeHelps organise information into subjectsConsultants follow the subjects they are interested inDoes not rely on someone knowing to talk to
- Too many listsNo idea who is on themStaff did not know how to subscribe to the themDid not know how to unsubscribe to themReply All still appliedToo much email noise with no control over how to receive message from mailing listsOverhead for ICT team in keeping the lists up to date
- everyone@veritec.com.au - used just for important broadcastsExternal to internal lists such asquotes@veritec.com.ausupport@veritec.com.auadministration@veritec.com.auWhich all create tasks in JIRA or Changepoint or Zendesk.
- Email being used to organise eventsNo transparency of how social the organisation really wasDifficult to organise events in just emailTibbr provides transparnecy, participation in a community, expression by voting, a voice to people that are otherwise shy and timid.
- Capture client activity in tibbrCapture structure client data in ChangepointPost activity with the clientEasy to doNo barriers to sharing
- Follow applications and infrastructure - warnings and outages for machinesLine of business systems – opportunity changes statusSomeones birthdayA contract is within its budget limitA customer responded to a satisfaction survey with a bad ranking