Ross Cavanaugh, VP, Internal Collaboration, Wells Fargo and Susan McCabe, Global Program Manager, Knowledge & Collaboration at Unisys Corporation shared the podium on November 5 at KM World (#kmworld) to talk about the impact and business value of social and collaborative engagement in the enterprise.
Wells Fargo is a 300,000 person company with many distinct business units. Due to that environment, they have a variety of solutions and platforms they use - Sharepoint, NewsGator, Yammer, Jive, but importantly they maintain control of the social objects, the conversations across all platforms.
Crossing generations of workers
A common thread throughout the conference, and echoed by Cavanaugh, is social models of work and engagement are vital to leveraging knowledge worker know-how and translating it in ways that be consumed by others - especially as older workers are nearing retirement - surfacing and activating that knowledge happens conversationally. And while millenials use social completely different ways, according to Cavanaugh, it's a growing population in the workforce and they are adapting to using it in a business environment. One interesting concept he mentioned was crowd consumption as a way to parse and create awareness out of an increasing volume of content. He called out that success in the cororate workplace is no longer predicated on what you know and what you can do, but it's about what you share and what you teach others to do.
Susan McCabe, Global Program Manager, Knowledge and Collaboration at Unisys Corporation noted that companies are rolling out enterprise social programs to address a host of issues: knowledge silos, the disconnect between ideas and innovation, the challenges workers have to find and connect with subject matter experts, inconsistent knowledge capture, large organization culture mindsets that have typically rewarded knowledge hoarding, limited opportunities for social learning (the preferred method of adult learning), and inefficient onboarding. She observed that 59% of organizations are planning or currently implementing an enterprise social business platform but only 17% of companies that have transitioned to an ESB platform have achieved an employee adoption use rate of more than 75%.
Unisys Corporation has one of the real success stories for adoption and integration of enterprise social into the business and work culture of the company. For Unisys, their growing collabration culture is providing them market agility, enhancing professional development, delivering workforce efficiencies and supporting better customer service. Their program has also created a depth of business expertise in the area, and the company is now delivering a set of social business services.
Leadership engagement - for real
From a technology perspective, their social network is built on Sharepoint 2010 and Newsgator with some customization that integrates their HR systems and tightly integrated search. McCabe noted that a killer app for their social network the ability to put out a question and get an answer from across the network.
The the other 'killer app" for Unisys has been the active engagement and leadership from their CEO, J. Edward Coleman, in the process. As Coleman is quoted as saying "The key to fueling the success of social knowledge sharing is for employees to be curious and feel empowered to openly and transparently share." And he has walked the talk - by actively participating and reaching out across the network, using the news feed to ask questions, add people as his colleagues, blog himself and having his senior leadership blog their weekly status report - in short giving him total transparency into the business.
The Unisys mission has been tap the value of social technologies by making its use an intrinsic and integrated part of the company's work experience and culture and their adoption approach and success building people capacity, not doing it to them, but showing what's in it for them. T hey began with a culture transformation strategy and set key objectives in 6 areas, leadership alignment, engaging cross organizational stakeholders, awareness and communications, employee empowerment, education and training and incentives and recognition - employee spotlighting, badging, tied to the company's esiting rewards and recgognition program. They created a company-wide knowledge and collaboration stakeholder's council, that included IT, HR, Legal, finance, global operations, marketing & communications, learning and development, sales and strategic services, business units. They continue to do a annual workshop, where they share their business strategies and they talk about how social can help them with their strategy success.
The collaboration group influenced adoption and employee behavior through role-based socialization and peer-to-peer testimonials. They also initiated challenges like their ten by two challenge where new sales reps were asked to explore new aspects of the social environment and participate in the network for ten minutes each day for two weeks. The new reps were able to find out who was working on their accounts and participate and get help on putting together a customer proposal. Regular communications campaigns with monthly themes helped make social media a shared responsibility and helped to socialize key policy tenets.
The result? 91% of targeted employee user groups create a profile and use the newsfeed, 77% of the total global employee population is engaged and using the enterprise social network, and 100% of their senior leadership have active 'my sites,' and are authentically engaged. And the successful practice they've developed internally is now evolving into a commercially viable service delivery asset.
Photo attribution - 1) Gelito/Shutterstock.com 2) Rafal Olechowski/Shutterstock.com