Digital Communication

Forum Executive Meeting Series
Gaining and Sustaining the Edge in

Digital, Social and Mobile Communication
Gaining and Sustaining the Edge in

Digital, Social and Mobile Communication
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March 2014
Dear Members,
Sincere thanks to the many of you who took time out of your schedules to share
with us your unique, and forward-thinking approaches to the challenges inherent
in digital, social and mobile communication for employees. Your contribution to
our work is indispensable, informing the scope and direction of our research at
every step, and we are grateful for our ongoing opportunity to partner with you
in discovery.
To those Members who worked with us on the development of the best practices
herein, a very special thank you. Your generosity of time and energy has been
tremendous, your commitment to quality exceptional, and your willingness to
share both trials and successes laudable.
It is precisely this spirit of open exchange and shared learning that is at the heart
of Melcrum's Forum and can advance the internal communication discipline. We
look forward to continuing to work with each of you in doing just that.
Sincerely,
Victoria Mellor,
CEO of Melcrum
Kelly Parsons,
Chief Research Officer
The potential benefits of social are clear, but most organizations arent
realizing them fully
Potential Productivity Gains of Social Technologies
% OF AVERAGE WORK WEEK
Reading and
answering e-mail
Searching and
gathering information
Communicating and
collaborating internally
Tasks of
Interaction Worker
Productivity
Improvement
28
2530
19
3035
14
Role-specific
tasks
Total
% OF AVERAGE WEEK
2535
Increased
Value-added Time
7.08.0
5.56.5
3.55.0
39
1015
4.06.0
100
2025
2025
Only 40% of senior

executives say
digital investments
have yielded a
measureable impact
thus far.
% OF WORK WEEK
Source: International Data Corporation (IDC); McKinsey Global Institute analysis
Everyone agrees, its not about the technology
Drivers of Success and Failure in Digital Initiatives
Contribution to the Social Enterprise
IMPACT
Technology
20%
Success
Failure
32%
30%
23%
21%
19%
21%
17%
16%
11%
21%
Culture
Senior Management
Interest
Internal
Leadership
Alignment to
Org. Structure
Good
Management
Re-worked
Business Processes
80%
n=850
Source: McKinsey, Bullish on Digital, Aug. 2012
Source: Gartner, The Nexus Effect and How the Nexus of Forces
Alters Established Architecture Models, Sept. 2012
Internal Communication has its own, related set of challenges in realizing the
potential of digital, social and mobile investments
Gartners Technology Hype Cycle
Peak of
Inflated
Expectations
Plateau of Productivity
Slope of Enlightenment
Technology
Trigger
Trough of
Disillusionment
Internal Communication Challenges
Right-sizing Digital
Investments
Governing Digital
Content and Channels
Designing Fit-for-Purpose
Digital Assets
Catalyzing Change
through Digital Comms
Gaining and Sustaining the Edge in Digital, Social and Mobile Communication
Investments
Governing Digital
Digital Assets
Catalyzing Change
Future-forward Feature
Prioritization Tool
Employee-as-Consumer
Content and Adoption Models
User personas highlight desired tech

features while implementation filters
favor flexible platforms capable of
evolving over time.
A newsroom approach to content

comes together with a marketing-based
approach to adoption to drive business
transformation.
Digital Workforce Group

Digital Workplace Maturity Model
Employee-led assessment of current
and desired digital workplace
capabilities informs decision-making,
steering investments to tools the
organization is ready and willing
to adopt.
Tiered structure clarifies digital

investment priorities and centralizes
editorial oversight.
Digital Experience Steering Committee

Cross-functional governance structure
comes to life via self-directed mandate
and shared KPIs.
Network Support Strategy

Online community, training and
governance tools build skills and drive
alignment across dispersed site editors.
User-in-Motion App
Design Principles
Network-fueled
Collaboration Platform
Mobile app empowers employee

advocates with external news and
information repurposed not for the
mobile device but for the mobile user.
Global intranet brings together bestin-class social, game, and innovation

techniques to connect employees
around projects, ideas, and innovation.
Governance Structures
Content Management
Strategy and Planning
User-centric Design
Agile Design
Community
Management
Internal/External
Alignment
Business Case
Development
Measurement
Adoption
Collaboration
Gamification
5
Investments
Governing Digital
Digital Assets
Catalyzing Change
Prioritization Tool

evolving over time.

transformation.

to adopt.


and shared KPIs.

User-in-Motion App
Design Principles
Network-fueled


Knowing current state and where the organization should go with digital
technologies clarifies investment decisions
Digital Workplace Assessment Summary
None
Networking
Communication
Assessing current
performance (black
marks) against desired
state (red marks) on
each of six digital
capabilities guides
IKEAs investments to
what matters most
and away from what
doesnt.
Mature World-Class
Exchange information by speech,

signals, visuals or writing
Plan work and availability for myself

and others
Manage Documentation
Manage and publish documentation

across its lifecycle
Access Solutions
Emerging
Find and activate people with

knowledge
Plan and Organize
Access Documentation
Basic
Search, navigate and subscribe to

knowledge and information
Access to solutions from

anywhere, at anytime
A repeatable and well-understood process of assessing needs and tracking

performance over time provides legitimacy and transparency alike
Digital Workplace Assessment Process
Gather input
(3 weeks)
Analyze
Finalize
(3 weeks)
(1 week)
Conduct interviews and send

out survey
Analyze interview and survey

findings with the Maturity Model
Update Transition Tracker
Interview and Survey

Questions
Maturity Model
Transition Tracker
Quantitative and qualitative inputs provide the nuanced view the team needs
to make the best decisions around digital communications
Questions
Access Solutions
Access Documentation
Structured Survey Process

`` Responses based on five-point
scale: Strongly Agree, Agree,
Disagree, Strongly Disagree and
Not applicable
`` Survey sent to 50% of intranet
users, selected at random
`` Survey questions align with
Maturity Model
Manage Documentation
Plan and Organize
Communication
Networking
To what extent do you agree with the following statements:
1. Experts are easy to identify at IKEA.
2. It is easy to get in contact with people with the right expertise
and competencies when needed.
3. Identified experts have time to answer my questions.
4. For every piece of information (e.g. spreadsheets, reports, search
results, etc.), the associated expert is provided.
5. I have access to all co-workers core competencies and expertise,
which is accurate and systematically updated.
Structured Interview Process

`` Roughly 30 IKEA senior
stakeholders interviewed
`` Different job functions, geographical
areas, organizational affiliations
and tenure are represented
`` Set parameters up front for
interviewees: context, time
commitment (1 hour), follow-up
`` Interviewer captures digital
requirements mentioned during the
interview in a requirements list
6. I have access to experts outside of my organization which I can

utilize in my work situation.
7. There is a culture of networking and sharing knowledge at IKEA
8. Co-workers including myself use Social Networks for sharing
knowledge
9. I feel that the use of Social Networks are encouraged by
leadership
A concrete spectrum of performance levels for each capability allows

qualification of survey/interview data
None
Basic
Emerging
Mature
World Class
Lack of structure and

processes
Developing function & capabilities
Fully competent to deliver required

results
Develop/implements best
practices and achieves measurable
impact on business results
Recognized expert / leader

in community and creates a
competitive advantage for IKEA
Networking
No culture of networking
Networking is encouraged
Company-wide networking
Culture of networking
Proven business-value
creation through networking
The ability to
nd and activate
people with
knowledge who
can be helpful
professionally
`` Experts not identified or

accessible
`` Experts included in global search

results
`` No culture of sharing
`` An established set of HR master

data (title, role, competence,
experience, etc.) company wide
`` No established set of job/role

titles company wide
`` Networking events periodically

organized
`` Consistent company-wide, upto-date master data provides

searchable list of experts, driven by
the HR system
`` Ad hoc networking
`` Trainings (e-learnings, class room-,

virtual trainings) in how to find
people with knowledge
`` Community metrics exist in some

form (number of connections,
posts, contributions, comments
etc.)
`` Co-workers network mainly with

people in their surroundings
`` Networking behavior encouraged

throughout IKEA
`` Networking behavior rewarded/

recognized to some extent
`` Corporate yellow pages with job

titles, contact information and
relevant skills
`` Communities of practice exist in

some form
`` People profile data available to
co-workers with info (contact
information, organizational
belonging etc.)
`` Co-workers can maintain their own
expert profile and are encouraged
to keep it up to date (>25% profile
completion in key workforces)
`` Community Leaders appointed and

engaged
`` Social Networks for bringing

groups of common interest
together
`` Social Networks established goals

and measured value
`` Culture of borderless networking
`` Experts own and drive communities
of practice
`` Community activities monitored and
followed up upon
`` >50% profile completion in key
workforces
`` People are measured on size
of network, (quality of)
contributions etc.
`` Centrally designated experts pushed
on top of search results
`` Displaying co-workers contributions
in their people profile
`` Networking behavior rewarded and
recognized
`` Search for expert source, indicating

experts based on content of
conversations
`` Dedicated experts with dedicated
time for knowledge sharing
`` Clearly established, well formed
and active communities and
expertise networks
`` Company Social Networking tools
widely adopted
`` External experts part of internal
communities
`` Competitive advantage through
world-class networking, proven
and documented
`` Integration with talent
management e.g. skills tracking,
performance management
`` Access to relevant experts (internal
and external)
`` Established ideation tools
`` Leadership actively participating in

communities
10
Critical analysis by digital workplace experts and process owners establishes

the gap between current and desired levels of digital maturity
Process
The Digital Workplace Council Members
Activities
`` Discuss any updates to the Maturity Model
`` Go through the model in order to get everyone
on the same page
`` Discuss interview and survey findings to get
consensus
`` Analyze findings against Maturity Model
content
Outputs
`` As-Is and To-Be positions on
Maturity Model
Chair, Deputy
Information
Manager
Manager,
Group HR
Manager, Group
Meeting and
Travel Service
Solution Area
Manager,
IT Demand
Support
Process Owner
Internal Digital
Communication
Process Owner
Group HR
11
Demonstrating progress toward the desired state of digital maturity justifies

investments, while gaps highlight the path ahead
Tracking transition on the Digital Maturity Spectrum provides IC with a clear path
Transition
Tracker
forward for the next (3) years and a
compelling
business case for ongoing investment.
`` The As-Is position captures
employees assessment of
IKEAs digital state of the
union.
`` Opportunities for this
position to move along
the scale each year (in
priority capabilities) boosts
Internal Communications
legitimacy and leaderships
buy-in.
`` Annual tracking may be
too frequent as digital
change always takes
longer than estimated.
As-is relates coworkers inputs and

industry best
practice.
As-Is position
As-is situation
Manage
ge Documentation
Documentation
Unstructured
way(s) of
publishing
content
Access
ng Documentation
Documentation
Knowledge
not managed
or accessible
Access
cessing Solutions
Solutions
IKEA solutions
only available
on site
None
Innovative
organizing
solutions
Project
management
success is
measured
Ad hoc
organizing
Plan and
ning & Organizing
Organize
Unified
communication
Rudimentary
customization of
communication
Peer-to-peer
communication
using traditional
channels
Communicating
Communicating
Proven business
value through
networking
Company-wide
networking
No culture of
networking
Networking
Networking
To-Be position (end of FY XX)

To-be situation (end of FY XX)
Proven value
creation through
knowledge
management
Majority of
workforce has
documentation
routines
Superior
knowledge
management with
direct benefits
Relevant
knowledge
accessible to
co-workers
High usability of
integrated and
accessible
solutions
Standardized
solutions
implemented
across IKEA
Basic
Emerging
Mature
while To-be relates inputs

from co workers, the Digital
`` The To-Be
Workplace Councils
long position
an
short-term strategy
as
a
captureswell
IKEAs
time/effort aspects.
performance against
industry benchmarks,
inputs from employees,
and the Digital Workplace
Councils long and shortterm strategies.
`` Not every To-Be

position should be at
world-class staying
realistic is important.
`` Its important not to
move the goalpost before
giving yourself time
to meet it. The To-Be
position should remain
the same for at least 3
years.
`` Gaps between As-Is and
To-Be differentiate quick
wins from slow ones.
World-Class 5
Time in Years
12
While the pace of progress is slow and steady, high-impact projects take
Tracking transition on the Digital Maturity Spectrum provides IC with a clear path
precedence
forward for the next (3) years and a compelling business case for ongoing investment.
As-is relates coworkers inputs and
industry best
As-Is Dec. 2011
practice.
Transition Tracker
As-Is Dec. 2012
As-is situation
Manage
ge Documentation
Documentation
Unstructured
way(s) of
publishing
content
Access
ng Documentation
Documentation
Knowledge
not managed
or accessible
Access
cessing Solutions
Solutions
IKEA solutions
only available
on site
None
Innovative
organizing
solutions
Proven value
creation through
knowledge
management
High usability of
integrated and
accessible
solutions
Standardized
solutions
implemented
across IKEA
Emerging
Investments in culture
change trump roll-outs of
new technology.
Superior
knowledge
management with
direct benefits
Relevant
knowledge
accessible to
co-workers
Basic
`` User Adoption Program
Unified
communication
Majority of
workforce has
documentation
routines
`` Training Framework
`` Improved Change Communication
Project
management
success is
measured
Ad hoc
organizing
Plan and
ning & Organizing
Organize
Proven business
value through
networking
Rudimentary
customization of
communication
Peer-to-peer
communication
using traditional
channels
Communicating
Communicating
To-Be (end of FY16)
To-be situation (end of FY XX)
Company-wide
networking
No culture of
networking
Networking
Networking
As-Is Dec. 2013
while To-be relates inputs

from co workers, the Digital
WorkplaceAssessment
Councils long anOutputs
short-term strategy as well a
time/effort aspects.
Mature
World-Class5
Time in Years
13
Investments
Governing Digital
Digital Assets
Catalyzing Change
Prioritization Tool

evolving over time.

transformation.

to adopt.


and shared KPIs.

User-in-Motion App
Design Principles
Network-fueled


14
To benefit from shared information, improved access and a connected workforce

requires digital communications that are strategically designed and managed
Digital Workforce Group Strategy
DWG Mission:
Empowered
Workforce
Enable the workforce to

connect digitally
To...
find information, do their jobs well,
connect with each other and be a
best place to work
So we can...
better serve the member
Kaiser
Permanente
Strategy
Copyright 2014 Kaiser Foundation Health, Plan, Inc.
15
A governing body the Digital Workforce Group (DWG) brings the mission to
life through decision-making and governance of digital channels and investments
Digital Workforce Group Structure
Executive Governance
Business Infrastructure Project
Approval Committee
Provides program direction, makes key

decisions, ensures funding
(MONTHLY)
Program Steering
Experience and Editorial Governance
Accountable for program and project

issues, risks and priorities
Accountable for real estate, content,

editorial IA, and user experience; makes
key decisions on InsideKP experience
(WEEKLY)
(QUARTERLY)
TOP TIP Study other cross-functional teams to see what works, and
what doesnt. The DWG structure and processes are modeled after the
group charged with managing and making decisions for KP.org.
16
The Executive Governance Group provides direction, makes key decisions

and helps secure funding
Executive Governance Group Operating Principles
Scope:
T he Executive Governance committee will focus on issues related to the
DWG mission
Benefits:
Decisions: Make and/or approve decisions that have wide-ranging impact for the
program, or where a final decision has been elusive
`` Funding and resource allocation

is no longer biggest guy
wins; overlap with Business
Infrastructure Group helps
maintain focus
Support: Ensure the adoption and efficacy of the decisions through appropriate resource
allocation and organizational communication
`` Global strategic perspective and

voice is pervasive
Purpose and Process:
Status: High-level review of any significant project delays

Alignment: Provide recommendations, as necessary, to ensure continued alignment of
DWG with Kaiser Permanente goals
Membership:
Business Owners, Brand Communication, Physician Group, IT, End User Services, HR
Internal Communication

17
The Program Steering Committee and Experience and Editorial Governance

Council work together to bring strategies to life
Program Steering Committee
Experience and Editorial Governance Council
Scope:
Scope:
A
ccountable for program and
project issues, risks and priorities
Strengthen connections and

synergies across business groups
Decision Method: Consensus;

when consensus cant be reached,
recommendation is sent to Exec.
Governance
Increase transparency of
decisions
Scope: InsideKP, wiki, IdeaBook,

mobile
Incorporate a data-driven
approach to decision-making
Workforce: Content, editorial,

information architecture, real
estate, user experience, publishing,
communications, testing
Improve the quality of digital

content across the organization

Provide advice, updates and
oversight of DWG initiatives
Membership:
IT, Project Managers, Internal
Communication
Communicate a plan
for governance-related
communications
Membership:
Internal Communication, IT, My
HR, Regions, Ad Hoc Members,
Brand Strategy, Web Standards,
All Content Owners
Deliverables: Establish,
enforce, direct, and provide
change management as it relates
to the scope
Benefits
`` Powerful work shared
across the portal and the
organization
`` Visibility into ongoing
projects and editorial
priorities up, down and
across the organization
`` Formal process,
and responsibilities,
accompany requests for
new content assets
18
A strategic vision reframes the role of digital in supporting employee

engagement goals, and raises the bar for governance
`` DeloitteNet will evolve from a traditional
enterprise portal to a multi-channel digital
platform experience.
`` Data will be centralized for all channels
and practitioners will get to choose
how to consume information in a way
that best fits the content and their needs.
Slide Title
Deloitte Digital Experience
Content:
SharePoint &
Applications
Traditional Web
Desktop Apps
Mobile Apps
[Laptop/Desktop Browser]
[Desktop Application Store]
[Deloitte App Center]
Copyright 2014 Deloitte Development LLC. All rights reserved.
19
A self-directed mandate and shared goals provide the foundation for ongoing,
effective collaboration
DeloitteNet Digital Experience (DDE) Steering Committee Charter
1. Oversee the vision, direction and governing policies for the digital experience of a U.S practitioner leveraging the DeloitteNet platform.
Define a well-articulated end-state to each of these areas in order to communicate objectives, guide usage, and provide a well thought out
experience for all DDE users.
2. Govern the portfolio of U.S based products that are Powered by DeloitteNet utilizing DeloitteNet content or data. These include mobile
apps / Digital Engine apps and windows 8 Tiles and Applications developed by the DeloitteNet ITS Team.
3. Prioritize suggested investments in portal, mobile and windows 8 as well as additional areas that arise.
4. Own the product roadmap and guide development of a next generation user experience. Review any major deviations from the roadmap
approved at the start of the fiscal year.
5. Own the operational model for the DDE and encourage compliance with agreed-upon standards. Approve major changes in information
architecture/super channels.
6. Share relevant information from TWG, ITS PMO and specific business areas of relevance to other group members.
7. Ensure the user experience is not compromised and that Deloittes business needs are met.
8. Oversee social business enablement tools wherever possible. Be cognizant of
usage of global tools and drive adoption.
9. Provide advisory input for global platforms and the global mobile catalog.
10. Resolve conflicts / issues, as needed.
TOP TIP Going off-site with key stakeholders to

craft a vision and charter pays dividends in longterm alignment and shared commitment. Repeat
when needed.
20
A tiered governance structure provides tactical support and strategic direction

to the DeloitteNet program
Deloitte Digital Governance Structure
CIO
DeloitteNet Digital Experience Steering Committee
`` Provides overall strategic direction for DeloitteNet program
`` Approves of Roadmap and governance, oversees changes to these
`` Chaired by KM with representatives from Communications, IT and Talent
`` Monthly meetings
DeloitteNet Digital Experience Working Group

`` Advises Steering Committee on strategic issues related to DeloitteNet
`` Develops Product Roadmap and governance materials related to DeloitteNet
`` Identifies and addresses potential problems or issues
`` Advises on broad content issues
`` Identifies and tracks digital KPIs
`` Biweekly meetings
DeloitteNet Digital Experience Product & Operations Team

`` Provides tactical support for DeloitteNet product launches and day-to-day operations
`` Existing resources from FY13 with resource shifts to India for some roles
`` Manages the nuts and bolts of DeloitteNet
`` Primarily KM and ITS
`` Weekly meetings
21
The Working Groups clarity of purpose and objectives ensure priorities

and work streams are well understood and properly resourced
Digital Experience Working Group Charter
1x: DNN Transformation

`` DNet site redesign*
`` DNN Daily mobile email*
`` DNN.com feed (int/ext)
2x: Channel Innovation

`` Mobile (DNN, Ch1, Del Life)*
`` Windows 8 tiles
`` Channel One redesign FY15
3x: Editorial Excellence
Our Objectives
4x: Reader Centricity
`` To connect Deloitte
people with key messages
by expertly leveraging
communications channels
and best-in-class technology
`` Brand ambassador support
`` Grow and cultivate the

brand identity of Deloitte
News Network, Channel
One, and Deloitte Life as the
firms trusted, high-quality
and authoritative sources
for company news and
information
5x: Measuring Success
`` Feedback & surveys

`` DNN reader council
`` Digital metrics dashboard*

`` KPIs
`` Results loop to FSS comms
6x: Knowledge Exchange
`` Editorial Board
`` Online comms best practices
`` Documentation & templates
`` Web design best practices
`` Content prioritization
* FY 14 priority project
`` Selling vs posting content
22
A bold new experience puts the user and their network at the center
of DeloitteNet
Design Strategy
`` Bring Deloitte Brand front and
center
`` Direct access to FSS content
from the homepage
`` Consistent user experience
across platforms
`` Responsive design
`` Global navigation across
DeloitteNet
`` Adaptive design (shaped by
metrics)
`` Targeted content
`` Quick access
Content Strategy
`` Establish DNet Editorial Board to provide
content direction and strategy
`` Rationalize amount and type of home
page content into strategic themes
Features Under
Consideration
`` Integrate social experience
`` Richer media experience
Actions
`` Single sign-on capabilities
`` Embedded Yammer content feeds
`` Permanent Yammer presence on DNet
23
Rigorous tracking provides the Working Group and Steering Committee the
feedback they require to continuously improve Deloittes digital channels
Digital Metrics Dashboard
`` Consolidates weekly and

monthly metrics on internal
channels into a high-level
dashboard format
24
Maintaining publishing standards among an ever-expanding network of site

editors requires a comprehensive support strategy and mission
Digital Network Support Strategy
Global Comms
Objective
To create a movement for sustainable growth.
Digital Mission
To deliver a step-change in engaging corporate stakeholders and employees through leading-edge digital communications
which motivate employees and promote an understanding of our Strategy and Brand, drive engagement and advocacy for the
business, and protect its licence to operate.
Network Support
Mission
Strategic Pillars
To nurture, guide and inspire a community of digital communications specialists to deliver a network of best-practice
websites that bring their global and local objectives to life.
Be the
authoritative
advisor of digital
communications
excellence
Build an
engaged digital
community
Improve digital
expertise and
knowledge across
the network
Provide
effective
governance
solutions
Maximize
delivery of global
campaigns and
activations across
the digital network
25
Empowered by strategic guidance from the Digital Network Team, Digital

Champions are critical to engaging the community of local site editors
1
Be the authoritative
advisor of digital
communications
excellence
Build an engaged digital
community
Digital Network Team
`` One Champion in each business cluster.

`` Champions provide guidance, support and leadership for website editors
and digital managers within their own cluster.
`` Champions have their own regular meetings on Google Hangout, as well
as dedicated one-to-one calls with the global team.
`` The Digital Champion role up-skills our most talented editors and provides
them with enhanced development opportunities.
`` Digital Champions are acknowledged as an extension of the global team.
`` Two-way benefits: the Champions provide local insight into global initiatives
and local markets benefit from having a direct line into the global team.
RESULT
The Digital Network Support Strategy has allowed us to adopt the best digital
practices across the world, whilst also the freedom to adapt our channels as
per our local requirements. This seamless mix ensures that we retain a common
identity with a local flavor.
Saahil Kalvaani, Digital Champion, South Asia
A high-performance, global digital network requires business-wide consistency

in technology, skills and content and a high level of localization. Our Network
Team drives that through sharing knowledge, promoting our strategy and best
practice, and building a community through regular communication and curating
a social network for our editors.
Neil Atkinson, Director of Global Digital Channels
26
The Digital Comms Hub becomes the go-to resource for publishing best practice
and knowledge, while masterclasses hit the biggest gaps in expertise
3
Improve digital expertise and

knowledge across the network
Digital Communications Hub
Masterclasses
Toolkits
`` Topics are based on trending queries
coming in from site editors
Best Practices
`` When possible, masterclasses are created

in-house e.g. How to write great content.
`` When suitable, masterclasses are designed
for both internal and external site editors
to participate simultaneously
RESULT
`` Average of 3,197 page views per month
`` Most popular areas of the site:
`` Standards and governance
`` Hints and tips
`` Case studies
`` Campaign and project information
`` Content is curated for online toolkits

on challenge areas such as new
functionality
Getting Started (for new website editors)
`` Site editors can contribute to toolkit

content
Quarterly Newsletters
Measurement Advice and Tools

Site Editor and Owner Contact List
Chatter Toolkit
27
Governance solutions reinforce the work of the support team, safeguard the
company from risk and help editors fix their own errors
Escalation Procedure
Provide effective
governance solutions
Web Quality Management (WQM) Tools
(External and soon to be Internal)
STAGE 5: Senior Vice President Global Communication involvement;

Site support is reduced and local comms team
charged penalty fee
STAGE 4: Editor access removed temporarily;

resolution meeting between Senior Digital
Communication Stakeholders
Never
Never
RESULT
Number of errors on external sites
45,000+
STAGE 3: Email to Local Comms Lead

From Director of Global Digital Channels
(Editor and Owner CCd)
`` Automated website quality platforms scan every page

of a website on a regular basis and validate it against a
comprehensive list of compliance checkpoints including:
accessibility, usability, SEO and legal standards, brand and
business standards.
`` Results are presented in an online dashboard and error status
reports about individual websites sent via email.
`` Tools helps editors find and fix problems themselves, making
it easy to see where a website is at risk and to track progress
toward compliance goals over time.
`` Support team discusses automated report and flags
errors that havent been fixed.
STAGE 2:
Email to Site Owner (Editor CCd)
5%
15%
20
2012
STAGE 1:
Email to Site Editor
80% of issues
resolved here
2014 to date
Percentage of sites meeting

publishing standards
71%
56%
Standard
breached after
an allocated
period of time
2013
2014 to date
28
Armed with key communication planning tools, internal and external editors meet
quarterly to ensure digital content aligns with global and local strategic priorities
Roadmap
Maximize delivery
of global campaigns
and activations
across the digital
network
Site Editors Quarterly Call Agenda
(Digital Priorities)
Agenda for Quarterly Editor Call 2/26/14

Presenters
`` Digital Engagement Director
`` External Website Network Manager
`` Digital Network Executive (Internal and external)
Introduction

Changes to the call frequency, intro speakers and agenda
Key achievements from 2013

Projects rolled out in 2013 that had a positive impact on the
network
Comms Planner & Chatter

(Upcoming Campaigns)
Set scene for 2014 key projects

Digital Channels team overview of key projects for 2014
Masterclasses

Poll to ask editors what masterclasses they would
like this year
Internal Roadmap for 2014 & call to action for key projects
External Roadmap for 2014 & call to action for key projects
Wrap up / questions
29
Investments
Governing Digital
Digital Assets
Catalyzing Change
Prioritization Tool

evolving over time.

transformation.

to adopt.


and shared KPIs.

User-in-Motion App
Design Principles
Network-fueled


30
Enhanced social features on the intranet give employees an internal user

experience akin to popular external networks
Social as Channels
Blogs
Enhanced Social Experience
Pilot
experiment:
Facebookish
Home
as channels for offical

Corporate Communication
ry for static
mation
as the landing page for all

employees
Wiki: repository
for static corporate
information
11
FB-style Homepage Pilot:

10
landing page for all
Blogs: channels for

official corporate news
31
Socializing a fragmented system increases noise and complexity and precludes

ongoing enhancements
Pain Points
Fragmented and Complex System

adiweb
Collaboration
Tech-centric Design
New Goals
User-centric Design
`` Diverse and scattered

intranet landscape
`` Disconnected intranet and
collaboration platforms
`` Hard to find information
`` Information overload on
homepage
Rigid Infrastructure
Agile Infrastructure
`` Large and heavy, feature rich

`` Hard and costly to maintain
`` Long application lifecycle
Our Employee Engagement Survey revealed that employees were asking for better collaboration tools to live up to the adidas
Group principles of speed, consistency and consumer focus. Simply mimicking external social channel features internally can add
complexity. A user-centered concept and design is the key to truly empower employees to perform at their best.
Group Director of Global Internal Communication, adidas Group
32
Going back to the drawing board, Internal Communication abandons hype in

favour of deep user insight
Persona Example
Design and Process
`` 20+ interviews with adidas Group

employees across 9 segments inform
18 personas:
Age: 36
Likes: Sports, Competition, Success, Structure
Back story
Michael is Dislikes:
German, but his English
is pretty much
fluent. He has a Business degree and has worked in similar roles outside and
Email
overload
within the adidas group, steadily building is expertise and career. He is a numbers-driven, strategic and analytical mind, very
efficient and professional. His work schedule is extreme in the sense that he works very long hours, preparing for calls, Senior
Kit:committees,
Laptop
PC,
Windows
Office
2007,
IE9,
Blackberry
meeting, Steering
workshops,
direct
report meetings etc.7,
His emails
are usually
short, punchy
and contain
lots of
acronyms. Given he travels a lot and moves around, most of his mails are sent from his Blackberry. The tools he uses are ThinkCell,
Functions: Marketing / HR / Sales...
Seniority: Chief / Manager /

Associate...
Function
Global Operations
Function
Workplace
Herzo, Germany
Global
Operations
Communication style
PowerPoint!
Workplace
Technical capability
Herzo,
AdvancedGermany
Workplace: Office / Home / Retail...
Content
Creating and consuming facts

and KPIs
Communication
style
Collaboration
PowerPoint!
Mostly independent but would be
Function
collaborative if he sees the value
Technology: Evangelist / Early Global OperationsTechnical
capability
Adopter / Laggard...
Advanced
Workplace
Herzo, Germany Content
Creating and consuming

Age: Gen X / Gen Y / Gen Z... Communication style
facts and KPIs
PowerPoint!
Character: Enthusiast / Cynic...

Content
Social...
Supply Chain Project Manager
Supply Chain Project Manager

Age: 36
Likes: Sports, Competition, Success, Structure
Dislikes: Email overload
Kit: Laptop PC, Windows 7, Office 2007, IE9, Blackberry
Locations: Herzo / Europe / Asia...
Brands: adidas / Rockport / Reebok...
Michael
Michael
Collaboration
Technical capability
Mostly independent but
Advanced
Role: Consumer / Creator
/
would be collaborative if he
sees the value
Content
Creating and consuming facts and KPIs
Collaboration
Mostly independent but would be
collaborative if he sees the value
PowerPoint and Excel. He also uses SharePoint workspace to exchange information and download reports from GOPS Performance
Managements KPI SharePoint site.
Objectives
Being professional and efficient in delivering his work.
Saving as much time as possible in getting tasks done.
Having restriction-free access to intel such as data, buying volumes, system and process infrastructure, and project management
templates.
Being informed about important management decisions.
Having an overview of functional and corporate strategies and relating project portfolios and KPIs.
Promoting the successes of the projects he is driving via e.g. an article on adiweb or the GOPS intranet.
Getting stakeholder buy in and cross-functional alignment for the goals of the project he is driving.
Getting products on time in full to wholesale, retail, and eCommerce.
The success of Global Operations is important to him and he considers himself an expert in his field.
Motivations
Michaels focus is to deliver his work in a timely and professional manner. He hasnt got much time to waste on tasks he deems
unnecessary such as wasting time on the intranet. He does however read the Global Operations newsletter which gets sent to him
twice per month. He considers it a useful tool as it highlights strategic news about his function. He also never misses an important
call or webex that involves communication from Global Operations Senior Management and also attends the CEOs all employee
meeting. He is keen to stay on top of any topics that relate to the Global Operations strategy and relating projects. He knows of the
importance of working cross-functionally as most of his projects involve stakeholders from all across the company across several
levels.
Frustrations
Inefficiencies, wasted time, unstructured/wrong/outdated data, processes and systems, no clear ownership and
roles/responsibilities, lack of information that is relevant to get his job done, people who waste his time, fluffy communication with
no detail or point/purpose.
Back story
Michael is German, but his English is pretty much fluent. He has a Business degree and has worked in similar roles outside and
within the adidas group, steadily building is expertise and career. He is a numbers-driven, strategic and analytical mind, very
efficient and professional. His work schedule is extreme in the sense that he works very long hours, preparing for calls, Senior
meeting, Steering committees, workshops, direct report meetings etc. His emails are usually short, punchy and contain lots of
acronyms. Given he travels a lot and moves around, most of his mails are sent from his Blackberry. The tools he uses are ThinkCell,
PowerPoint and Excel. He also uses SharePoint workspace to exchange information and download reports from GOPS Performance
Managements KPI SharePoint site.
Objectives
Being professional and efficient in delivering his work.
Saving as much time as possible in getting tasks done.
Having restriction-free access to intel such as data, buying volumes, system and process infrastructure, and project management
templates.
Being informed about important management decisions.
Having an overview of functional and corporate strategies and relating project portfolios and KPIs.
Promoting the successes of the projects he is driving via e.g. an article on adiweb or the GOPS intranet.
Getting stakeholder buy in and cross-functional alignment for the goals of the project he is driving.
Getting products on time in full to wholesale, retail, and eCommerce.
The success of Global Operations is important to him and he considers himself an expert in his field.
Motivations
Michaels focus is to deliver his work in a timely and professional manner. He hasnt got much time to waste on tasks he deems
unnecessary such as wasting time on the intranet. He does however read the Global Operations newsletter which gets sent to him
twice per month. He considers it a useful tool as it highlights strategic news about his function. He also never misses an important
call or webex that involves communication from Global Operations Senior Management and also attends the CEOs all employee
meeting. He is keen to stay on top of any topics that relate to the Global Operations strategy and relating projects. He knows of the
importance of working cross-functionally as most of his projects involve stakeholders from all across the company across several
levels.
Frustrations
Inefficiencies, wasted time, unstructured/wrong/outdated data, processes and systems, no clear ownership and
roles/responsibilities, lack of information that is relevant to get his job done, people who waste his time, fluffy communication with
no detail or point/purpose.
33
While personas expose the diversity and requirements of specific user types,
empathy mapping enriches understanding of how users interact with technology
Empathy Map
TOP TIP
At the end of the session,
ask your team what insights
theyve learned. More
importantly, ask them what
hypotheses they now have
about the users that theyd
like to validate.
THINK AND FEEL?

What really matters?
Major preoccupations?
Worries and expectations?
HEAR?
SEE?
What do colleagues say?

What does manager say?
What do other influencers say?
Environment?
Friends and Colleagues

Industry & Competitors?
SAY AND DO?

Attitude at work?
Behaviors? Activities?
PAIN?
Fears? Frustrations?
Obstacles?
GAIN?
Needs?
Desires?
Measures of Success?
34
Not all requirements can be met prioritization requires Internal Comms, IT

and a business partner to assess value against ease of implementation
Prioritization Criteria
As...
Who is a... Based in...
Persona
name
Persona
type
Location
Bob
Chief
Something
Paulo
Marty
Jasmine
I need...
So that...
Value
Prioritization Matrix
Implementation Priority
10 = highly valuable
0 = out of scope
10 = very easy
Functionality Notes
Requirement
Benefit
Herzo
intuitive navigation /
clear structure
I can find what

I need at one
click.
10
10
100
One click is ideal IA will be designed with

this in mind. One click principle means a lot
more info available on one page this goes
against simple clean design requirement.
Football
Category
Manager
Latam
faster workflow
processes
we can shorten
our calendar
16
To define workflows, but general

implementation of complex process is
costly and involves a lot of development
Field Sales
UK
information that
customers require
I can serve my
customers
63
Quick links to sales area with dashboards

of useful info at their fingertips
Internal
Comms
Manager
Herzo
better image mgmt.

capabilities when
publishing a news story
/ blog
to see performance of
our stores (e-shops)
Amsterdam
in easy to access
dashboards
I don't have to
use a clunky
system
72
10
36
Most social aspect available OOTB in 2013
I can view the

latest KPIs on
my BB
Mobile access. Cross-device compatibility.

For consumption and interaction? Full
capabilities? Fully Responsive
to integrate external
channels (Instagram,
Facebook, Twitter)
I can use an
existing FB
profile.
Not sure if there is integration other than

sharing through social media.
to be left alone by HQ
they arent familiar
with our market
I can
concentrate on
my job
10
This shows a need for apps or sites for each

of the markets. They can manage their own
content there.
Zach
Marketing
Portland
Michael
Supply Chain
Project
Manager.
Herzo
a Blackberry reporting
service
Josh
Marketing
Portland
Sergei
Finance
Accountant
Moscow
I can share
social media functions
my opinion /
(comment, share, have
expertise to the
own internal blog)
community
Image management
Info for customers
VALUE
Dashboards
Social Media
Blackberry
reporting
LOW
2
I can easily
keep track of
progress.
Faster workflow
processes
OOTB image renditions and metadata

management with approval workflows etc.
Ecom
Manager
Clear nav and structure
Calculated OOTB, Questions, Thoughts, Components
Performance area dashboards.

Permission structure to understand what
content is available to all and what isnt.
How is it done atm?
Viola
HIGH
External sm.
LOW
To be left alone
EASE OF
IMPLEMENTATION
HIGH
TOP TIP Projects that are high

value and easy to implement are
clear wins. Projects that are high
value but require more effort should
still be considered.
Priority Score = Value x Implementation

35
The prioritization process ensures not only a more user-centric platform, but a
more agile and future-proof digital foundation
FUTURE INTRANET
Simplified App-based Platform
Fragmented, Complex System

CURRENT INTRANET
Painpoints
o Diverse and scattered Intranet
Landscape
a-LIVE
o Disconnected Intranet and

Collaboration world
(adidas Group
adiweb vs. Country intranets
Enterprise
Outdated technical platforms
Collaboration
Limited capabilities
Not suited to support
a modern digital
Platform)
a-LIVE Home
Improveme
Improvements
o Hard to find information

o
o
o
o
workplace and connected global

enterprise
`` One global platform (phased

o Fully user cente
rollout)
as startpage for
`` One single platform for intranet,
portal and collaboration
o One global Platfo
`` Powerful search engine
o One single Platfo
`` Fully user centric: (my)

Portal and Colla
a-LIVE Home as start page
o Powerful Search
for employees
`` Light, simple, moderno State of the art t
o Enabler for a mo
`` Small, specialized applications
with short, agile lifecycles
workplace and th
`` Easy and cheap to create

and implement
36
The agility and simplicity of a-LIVE make it easier for employees to adhere to
adidas operating principles of Speed, Consistency and Consumer Focus
Features and Benefits of a-LIVE
Faster search
a-LIVE A Single Start Page
User-centric not
company-centric nav
Be Informed
`` Newscenter One single place for all official corporate
communication
`` Corporate Info Center The go-to place for all strategic static info
`` Public Workspaces To enable departments to inform their users
and offer their services
Corporate news
carousel
Corporate content
pinboard
`` Search To make everything easily findable and accessible
Get Connected
`` Microblogging To easily update and inform colleagues, start
discussions and find answers
`` Follow and get followed The Twitter principle
`` Communities Connect and exchange around common topics
or interests
`` People Search Find the experts that you need to get your job done
Get the Job Done

`` myTasks To centralize system workflows in one place
`` Apps A single place to access all your web-based business apps
`` Request Forms One central place to access all request forms
Personal
news feed
Personal favorite apps
and workspaces
`` Workspaces To facilitate collaboration and sharing in teams and

projects
37
In a world of scrutiny and distrust, employees can be a powerful force

provided they have the info they need, when they need it
Thousands of opportunities exist each day for employees
but traditional ways of disseminating information
to engage on critical issues.
dont deliver what they require in the moment
Power of Employee Voice in Influencing Public Perceptions

Edelman Trust Barometer, 2014
50%
Companys CEO
Activist Consumer
Companys Employee
Academic
37%
30%
34%
31% 32%
32%
27%
25%
21%
Media Spokesperson
21% 21%
30%
23%
22%
17%
15%
ENGAGEMENT
14%
13%
12%
INTEGRITY
Y
PRODUCTS &
SERVICES
OPERATIONS
Why an App?
`` Accessibility advantage BYOD
`` Single-minded business goal
`` Quickness factor
`` Remote locations and

unwired employees
`` Sharable content
38
Designing for the mobile user, rather than the mobile device, ensures the
project delivers pre-defined business objectives
User-centric Design Elements
eFacts Applications
`` No superfluous content or calls-to-action to

detract from in-the-moment use
`` Widely-understood icons indicate Search,
Settings and Help information
`` Limited content links designed with single use
case in mind
`` Users able to swipe between facts
`` One-click sharing and likes
`` Content categories reflect broad themes, not
business structure
`` Search function serves as a single point of
entry across all content themes
39
eFacts pulls content being shared externally and repackages it for immediate
and easy consumption by employees on the go
Ongoing Content Curation
`` Cross-functional team (business units and Internal Communication) ensures broad view of whats relevant
`` Three new pieces of content each week keep app fresh
`` Content is consistent across desktops and mobile devices, but is delivered in small bites ready for rapid consumption
`` Google analytics track user demand
`` One-click feedback gives employees a voice in content decisions
External Safety Update
App Version
of Safety Update
TOP TIP eFacts is not a

news app just because
its in the news doesnt
mean it passes the critical
filter: do employees need
this information to be brand
advocates?
40
Reframing to consider every employee frontline opens up the opportunity to

leapfrog existing solutions and deliver a best-in-class, app-based solution
eFacts Usage Map, 3 Months After Launch
eFacts Development:
eFacts Performance:
`` Timeline = <6 months
`` 2,640 users of 11,000+ employees
`` Resources:
`` 6,481 total sessions (visits)
<1 FTE from Internal

Communication
External agency (creative)
IT
`` 60% repeat users

`` 2,479 downloads against a target
of 1,100 in first three months
We already share a lot of information with employees; the challenge for them is how to get quick and easy answers to the hard
questions they face every day. Weve equipped them to have access to that info when and where its needed most.
Andrea Legault, Lead, Internal Brand and Culture Communications
41
Investments
Governing Digital
Digital Assets
Catalyzing Change
Prioritization Tool

evolving over time.

transformation.

to adopt.


and shared KPIs.

User-in-Motion App
Design Principles
Network-fueled


42
A crisis catalyzes widespread changes in the way Internal Communication

informs and engages employees
Headlines, August 2012
The challenge:
`` Provide one central place where employees will hear news about HP first
`` Provide context and perspective about major issues
`` Improve employee engagement, understanding of strategy and their role in the turnaround
`` Boost the leverage of HP employees as external advocates
.but first, you have to break through and gain employee mindshare
43
A two-pronged approach looks at employees as consumers to manage the

immediate crisis, remaking Internal Communication in the process
Consumer Elements of HP Strategy
A newsroom
approach to content
management
Preview
http://les.grassrootsenterprise.com/hpnn/preview.php?le=ho...
A marketing-based
approach to employee
mindshare
44
A new approach to content requires new-in-kind skills and roles

HPNN Team
45
A centralized platform focuses on integrating daily news with employees

personal news feeds for desktop or mobile devices
HPNN Across Devices
Preview
Preview
1 of 1
3/13/14 9:44 PM
46
The platform facilitates a new style of consumer-like communication, from

e-books, photo galleries, blog pages, etc.
Sample Communications
47
News and information meet social collaboration inside and outside the
company walls
External Version
Internal Version
Making content shareable:

A single checkbox enables editors to add a
Share button to the content. The Share function
scrolls with the user and, when clicked, shares
a scrubbed version of the content. Ratings,
comments, related stories and tags do not port over
with the content.
48
A straightforward approach to moving beyond click-throughs to measure

channel engagement raises the bar on content
HP News Now Engagement Index
Formula*
[actions] + [ratings * 5] + [comments * 25] + [shares * 250]
[# of stories published]
Weighting
`` 5x rating vs. an action

`` 5x comments vs. a rating
`` 10x share vs. a comment
TOP TIP Indices are only useful in providing

comparative views. Set a benchmark and track
performance against it.
*adapted from Shells Message Effectiveness Index
49
Success in communication comes when high reach intersects with deep

engagement
Story Effectiveness Index Nov.13 to Feb. 14
Story Effectiveness Index Nov.13 to Feb. 14

80,000
Effectiveness Index =
Formula
Effectiveness
Index
=
[shares]
+ [comments/10]
+ [likes and dislikes/50]
70,000
[shares] + [comments/10] + [likes and dislikes/50]
60,000
Unique Page Views
HPNN Story Effectiveness Index
blue = private content

red = public content
Formula
Matter to a Million
Q4 FY13 All Employee Meeting
50,000
40,000
HP Discover 2013 Barcelona
30,000
Meg's view on Q4 2013 HP Earnings

Q4 2013 HP Earnings
Don't forget to attend the Q4 FY13 All Employee Meeting 10 January at 9:30 a.m. PT
Photo Friday
Congratulations to the HP Discover 2013 Barcelona Employee Ambassadors!
shareHP - you can share internal stories externally
President's Quality Award
Leading lady
Meg: Take advantage of the momentum, but fight even harder
Raise your voice
Investment pros sing HP's praises
Something great happened 25 years ago
Chandrakant Patel elected to Silicon Valley Hall of Fame
Its a rap
At Sundance, HP plays a starring role
Photo Friday: All in the family
WATCH! HP Discover 2013 Barcelona recap
20,000
10,000
0
Keeping tabs on it all
200
400
600
800
1,000
1,200
Effectiveness Index Score

1
Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
50
A new approach to content and an enhanced platform deliver stellar

performance and rising engagement
HPNN Performance Indicators
`` 3.7 million visits
`` 6 million page views
`` Average interaction of 5 minutes 46
seconds daily
`` 14,000+ employee comments
`` 4,000+ employee shares (Jan.-Feb. 2014)
HP Performance Indicators
Employee Engagement Index
+15% Improvement over previous year

Even if I were offered
a comparable position,
I would not leave HP.
61% agree
`` Three-of-four visitors return in two

days or less
People Advantage Index
Im proud of a company (and the people) that has the guts

to communicate in this honest way.
Its great that were doing a bilingual story on HPNN! Im
sure our colleagues in China have found it interesting.
+12% Improvement over previous year

I am excited about the
future of HP.
70% agree
I like the new transparency and sharing of this

type of info!
51
A marketing-based approach starts with understanding adoption of new

technologies, so we can better influence behavior and adoption
Law of Diffusion of Innovations
In an age of social media, when

Internal Communication is
influencing teams to adopt change
and new technologies in the way
we work, this model is critical.
The Chasm
Tipping Point
16%
Innovators
Early Adopters
2.5%
13.5%
High
Propensity to adopt
Early Majority
34%
Low
Late Majority
Laggards
34%
16%
Low
Propensity to resist
High
(Everett Rogers, Geoffrey Moore, Malcolm Gladwell)
52
To inform decisions and investments alike, measurement must be rigorous

and consistent, not complex
Measurement Basics
`` Build the model
Sample Model for Audience Acquisition

Wave 1
Wave 2
Wave 3
Employee Base
100,000
100,000
100,000
`` Review performance metrics and behaviors
Current Active Users
30,000
44,000
53,000
`` Make key assumptions for growth and retention
Growth Assumptions
20%
15%
10%
20,000
15,000
10,000
Retention Assumptions
70%
60%
50%
Delta New Active Users
14,000
9,000
5,000
New Current Active Users
44,000
53,000
58,000
% Growth Active Users
47%
20%
9%
% Employee Base
44%
53%
58%
`` Establish benchmarks
`` Set worthy goals: double current active users

Employee Base = 100,000
Current users = 30,000
`` Understand, and improve the economics
TOP TIP You cant lose sight of the millions of

messages employees receive each day getting
them to engage with your platform is about
capturing mindshare.
Campaign
Additional Employees
Acquisition
Net New Active Users

Campaign Cost
Acquisition Cost per Employee
58,000
$500,000
$8.62
53
A set of antiquated platforms for internal communication holds back a

corporate leader in the external provision of knowledge and information
A Disparate and Disconnected Set of Platforms
Separate intranets, portals

and repositories
Challenges Across the Business
Siloed business units,

inconsistent and/or
redundant content,
role duplication,
divisional
customizations.
Operations
Poor user experience and

diminished employee
productivity. Difficult
to find information
and experts,
slow or
Employee
non-existent
Experience
collaboration.
Technology
The One Markets study indicated

there was one site for every four
employees.
Aging, outdated, fragmented, unstable and slow.

Declining availability and increasing incidents over
15 in the last year, some more than 7 hours long.
54
Connected workspace: a new kind of intranet focused on findability, simplicity

and connectability
From
To
INTRANET 1.0
CONNECTED WORKSPACE
`` Challenge to identify who knows what
`` Clear path to get questions answered
`` Decaying content silos
`` Living conversations, managed by the community
`` Resource-intensive bespoke design
`` Simple user experience brings content to the fore
`` Outdated, clumsy team collaboration tools
`` Next-generation tools proven to make teams more effective
`` Inability to monitor content and manage risk
`` More secure and consistent information flows
How We
Get There:
FINDABILITY
Ability to search, browse or
discover formal or informal
content in ambient or
deliberate ways.
SIMPLICITY
Simplify basic use and

access to tools. Streamline
decision-making of
colleagues and teams.
CONNECTABILITY
Ability to build networks of

people, ideas, projects and
products. Establish ourselves
as a social business.
55
Understanding how employees are using social signals latent demand

for a global solution
Existing Social Activity, 201011
The Yammer community has grown almost entirely organically to nearly 23,000 users and
over 700 groups, many of whom depend on Yammer for daily use.
How we use Yammer at Thomson Reuters
It's valuable to me to see what others

are working on within the company
and to share my insights with others.
It's helping to make a large company
into a smaller community.
`` As a sounding board to test ideas..................................................................................... 62%

`` To feel more engaged with our company.......................................................................... 82%
`` As a tool to collaborate with colleagues........................................................................... 75%
`` To get expert advice and help........................................................................................... 68%
`` To learn about and meet colleagues outside my department/location................................. 73%
`` As a way to improve the productivity of my team............................................................. 54%
`` As a way to improve my own productivity........................................................................ 63%
Because I can get quick answers on

almost any technical topic; because I
get connections with people in other
parts of the company; because I can
learn a lot more about the company
internal dynamics; because its fun
and educational.
% of Thomson Reuters Yammer users who use Yammer for the specified purpose
56
Starting with vendor data is good making it relevant to the

company is better
Jive Data
Growth
Efficiency
`` Increase in sales win rate.................................................................... 23%
`` Decrease in the amount of time needed to answer questions............. 32%
`` Improvement in project collaboration and productivity....................... 37%
`` Reduction in the amount of duplicated or redundant tasks................. 27%
`` Increase in the number of ideas generated at our company................ 32%

`` Increase in employee satisfaction........................................................ 30%
`` Reduction in the amount of time needed to find

information or experts......................................................................... 34%
`` Increase in employee connectedness................................................... 39%
`` Reduction in time needed to onboard a new employee...................... 25%
Thomson Reuters Insights

`` Higher sales: Other Jive customers report an increase in sales
wins of 23%, on average. If we see an increase in sales of only
0.1%, or $13,069,000 (based on a percentage of 2010 revenue),
thats multiple times the cost of this investment.
`` More productive employees: If we can reduce the time we spend

looking for information by 2 hours a week (half of the average reported
by other Jive customers), that could result in increased productivity
equivalent to an additional 3,000 employees.
`` Faster to market: More projects in the pipeline, executed more

effectively and on the market more quickly. What would the
effect of bringing Eikon to market 37% more quickly have meant
to revenue?
`` Faster onboarding: The average knowledge worker requires between

four and six months to assimilate the skills and processes to perform
his job. If we could reduce that time by 5% the net benefit to the
organization would be 251,200 hours of enhanced productivity, or
$11,304,000 (7,850 new employees, averaging $45/hour).
57
Outlining the risks and mitigation plans of technology investments boosts

confidence and buy-in, helping to secure and maintain funding
Risks
Mitigating Factors
`` During or after the pilot, we may decide that while the approach is right,
the partner weve selected is wrong
We have built relationships with many other partners and will be

able to continue with this effort regardless
`` In some instances more robust website publishing capabilities may

be required
We anticipate that users with these needs will use the officially
sanctioned Sharepoint instance
`` This new approach will require MIS and Online Communications teams to
change the way they operate
We are working closely with web operations and social media experts
to identify the right resources and organizational structure required,
and have included some new resources in the business case
`` To keep the costs for this business case low, we have not included any
significant funding for content migration
Teams will need to build these costs into their budgets but we will
provide significant lead time for teams to make the move
`` There may be some employees in the organization who will resist a

social workspace approach for a variety of reasons
We have built user training into the budget to support understanding

and exposure to the new approach
`` Integrating with other internal tools HR & GBS in particular may require
some experimentation
The teams have been working in close coordination and anticipate

being able to collaborate to resolve any significant issues
`` This business case does not account for the time and resources needed
to extend the Google Search Appliance to index complete environment
A separate business case is underway to support our expanded

search requirements and ongoing maintenance
58
Staying true to the goals of findability, simplicity and connectability, The Hub
brings together all the information (and people) employees need, in one place
The Hub Concept
BRINGING THE NEW ORGANIZATION TOGETHER

ONE-to-MANY
MANY-to-MANY
ALIGN THE ORGANIZATION
GET REAL WORK DONE

Team
Strategic
alignment
collabora0on
Execu0ve & HR Breaking down
comms
hierarchical
Access to
and
administra0ve
geographic
tools
barriers
Formal
Accelera0ng
informa0on
idea sharing
JIVEWORLD TRANSFORMING THOMSON REUTERS
59
A single platform, strategically designed and continuously improved,

accomplishes Internal Communication goals traditional and nascent alike
Improve project
collaboration
Increase
employee
connectedness
Increase the
number of ideas
generated
and improve the
quality of them
60
Rich employee profiles connect site elements around what matters

most employees
Employee Profiles: A Top Driver of Adoption and Use
Shared metadata
drives faster
access to subject
matter experts
Dynamic, browsable content

structure supports findability
61
Having the right information about each employee allows for powerful search
and networking, bridging organizational silos for powerful results
Org Chart Functionality
TOP TIP To fully function, a social network requires that employees have the right information about
each other, all in one place. This is a pre-requisite: no platform in the world can fill this gap for you.
Additional Profile Info

Mobile Phone Number:
Hire Date:
Location:
Employee ID:
Given Name:
Last Name:
Assistant:
Floor:
Address:
City:
Post Code:
Country:
Location Code:
SBU:
Business Unit:
Job Family:
Department:
Cost Center:
SAP Company:
SAP Location:
HRBP:
Badges:
62
Gamification elements engage employees in ongoing initiatives and catalyze

change for specific campaigns
Hub Gamification Examples
Campaign Gamification
Financial Wellbeing Interactions
63
Challenges and idea fests use targeted crowdsourcing to drive innovation

against the companys biggest opportunities
Example Innovation Challenges
700
Ideas in the first 7 hours
Live chats with executive

sponsors
2,000+
Ideas submitted for

consideration
64
The benefits of open innovation are numerous, yet success requires structuring
the problem upfront, before putting it out to the community
Problem Solving Process
(InnoCentive)
Challenge Formulation Requirements
Benefits of Challenge Driven Innovation
(InnoCentive)
LIMITED SCOPE by limiting the scope you increase the quality of ideas and
potential solutions
ACTIONABLE a challenge is actionable if the solution unlocks value or solves a critical

problem that enables your business to move forward
SPECIFIC the more specific you are in describing your challenge, the more likely you are to
have it understood and solved by others
SUPPORTED make sure you have the right level of executive and organizational support
and focus on those challenges that, if solved, excites the business
OWNED ownership is important not just at the executive sponsor level, but at the team level
to ensure that youre invested in finding and building upon the right solutions for your business
Sponsor
Employees
`` Demonstrates thought
leadership
`` Experience
`` Encourages collaboration
`` Good for the team/company
`` Discovery of novel ideas &

solutions
`` Opportunity for impact
`` Builds a problem-solving
community
`` Talent display
`` Results orientated focus, payfor-performance model
`` Validation
`` Intellectual challenge
`` Competition
`` Awards & Recognition
`` Talent identification
65
Simplicity and user-centric design drive 100% adoption levels across the
organization, while strategic engagement creates breakout business results
Hub Traffic, page views by month
Twelve Innovation Challenges in 2013

Build Engagement and Success
92,000+ page views
2,533 followers
364 Solutions
From
To
`` Business
`` Social Business
`` Broadcast
`` Conversation
`` Creation
`` Curation
`` Employees
`` Champions
`` Strategy
`` Purpose
11 in Development
4 in IP/Patent Review
66
Investments
Governing Digital
Digital Assets
Catalyzing Change
Prioritization Tool

evolving over time.

transformation.

to adopt.


and shared KPIs.

User-in-Motion App
Design Principles
Network-fueled


67
Governance Structures
Content Management
Strategy and Planning
User-centric Design
Agile Design
Community
Management
Internal/External
Alignment
Business Case
Development
Measurement
Adoption
Collaboration
Gamification
68
Suggested Resources
Digital & Social Media
Gamification
Mobility
2013-2014 Change and Communication ROI Study

(Towers Watson Report; Dec 2013)
High Definition: The Gamification of the Office

Approaches (WSJ Jan 2014)
Architecting Mobile Solutions for the Enterprise (Book

by Dino Esposito)
How companies are benefiting from Web 2.0 (McKinsey

& Company Report; Sept 2009)
For The Win: How Game Thinking Can Revolutionize

Your Business (Book by Kevin Werbach and Dan Hunter)
2013 Mobile Workforce Adoption Trends (Forrester

Report; Feb 2013)
Bullish on digital: McKinsey Global Survey results

(McKinsey & Company Publication; Aug 2013)
AMPs use of gamification to amplify event

engagement (Melcrum Case Study)
The Expanding Role of Mobility in the Workplace

(Forrester Report; Feb 2012)
The social economy: Unlocking value and productivity

through social technologies (McKinsey & Company
Report; July 2012)
Total Engagement: Using Games and Virtual Worlds to

Change the Way People Work and Businesses Compete
(Book by Byron Reeves and J. Leighton Read)
14 Surprising Stats About Enterprise Mobility (Kinvey;

2013)
Social, Digital & Mobile Around the World (Slideshare;

Jan 2014)
Reality Is Broken: Why Games Make Us Better and How

They Can Change the World (Book by Jane McGonigal)
Everything is Miscellaneous: The Power of the New

Digital Disorder (Book by David Weinberger)
Gaming can make a better world (Ted Talk from Jane

McGonigal; 2010)
Social Media 2013 by Erik Qualman (YouTube; 2013)
Mobile Stats by Erik Qualman (YouTube; 2013)
For Your Amusement

Intranet Direction Tactic Cards (Resource from Steve
Bynghall and Chris Tubb)
A Conference Call in Real Life (YouTube)
14 Things That Happen on Every Conference Call
(Buzzfeed)
Edward Ford, Enterprise Community Manager for
Thomson Reuters on Twitter @essencebc
69
www.melcrum.com
Melcrum Ltd. 2014

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Forum Executive Meeting Series

Gaining and Sustaining the Edge in

Forum Executive Meeting Series

Gaining and Sustaining the Edge in

% OF AVERAGE WORK WEEK

Only 40% of senior

Source: International Data Corporation (IDC); McKinsey Global Institute analysis

Everyone agrees, its not about the technology

Drivers of Success and Failure in Digital Initiatives

Contribution to the Social Enterprise

Source: McKinsey, Bullish on Digital, Aug. 2012

Internal Communication Challenges

User personas highlight desired tech

A newsroom approach to content

Digital Workforce Group

Tiered structure clarifies digital

Digital Experience Steering Committee

Network Support Strategy

Mobile app empowers employee

Global intranet brings together bestin-class social, game, and innovation

User personas highlight desired tech

A newsroom approach to content

Digital Workforce Group

Tiered structure clarifies digital

Digital Experience Steering Committee

Network Support Strategy

Mobile app empowers employee

Global intranet brings together bestin-class social, game, and innovation

Exchange information by speech,

Plan work and availability for myself

Manage and publish documentation

Find and activate people with

Plan and Organize

Search, navigate and subscribe to

Access to solutions from

A repeatable and well-understood process of assessing needs and tracking

Conduct interviews and send

Analyze interview and survey

Update Transition Tracker

Interview and Survey

Structured Survey Process

Structured Interview Process

6. I have access to experts outside of my organization which I can

A concrete spectrum of performance levels for each capability allows

Lack of structure and

Developing function & capabilities

Fully competent to deliver required

Recognized expert / leader

`` Experts not identified or

`` Experts included in global search

`` An established set of HR master

`` No established set of job/role

`` Networking events periodically

`` Consistent company-wide, upto-date master data provides

`` Trainings (e-learnings, class room-,

`` Community metrics exist in some

`` Co-workers network mainly with

`` Networking behavior encouraged

`` Networking behavior rewarded/

`` Corporate yellow pages with job

`` Communities of practice exist in

`` Community Leaders appointed and

`` Social Networks for bringing

`` Social Networks established goals