Chatter ENGAGE Webinar

February 2014
Kate Wassana
Success Account Manager
Salesforce.com
@kwassana
/kwassana
Organizational Structures Pose Challenges for Knowledge
Work
Common Challenges

“If we build it they will come” – enterprise collaboration is different

than the consumer space and requires a more formal plan to deliver
results

Lack of clearly defined business objectives will limit support and

doesn’t provide a compelling ‘why’ to drive change

Too little focus on change management – enterprise collaboration is a

new way of working and change planning is important.

Bottoms up approach only - achieving the highest value from

collaboration requires support and engagement from executive sponsors.

How does collaboration fit with existing tools and processes?

 E Explore use cases
N Navigate roll-out
Six Steps for Chatter Engagement
G Get sponsors
A Activate users
G Gauge success
E Evolve
E Explore Use Cases by Department

Examine each department List by department

Top 50 Ways to Use Chatter

www.facebook.com/chatter

EMPLOYEE SUCCESS

1. RECRUIT TOP TALENT

2. ACCELERATE ON-BOARDING

3. DEVELOP LEADERS

4. CURATE COMPANY KNOWLEDGE

5. DEMOCRATIZE CHANGE
E Explore Use Cases How to Identify?
Developing Use Cases
The first step in planning your Chatter deployment is the identification of use cases that drive your
business objectives (tie the use case back to business benefit). These will be leveraged to
communicate the value of Chatter to the organization, sponsors and users.

Tip: Pick a mix of use cases that apply to the whole company and to individual roles
Use Case Benefit Scope
Post questions to experts and groups to Effectiveness – obtain better answers more quickly. Enterprise
quickly Chatter source answers when you Informal learning and serendipitous discovery across
don’t know who may have the answer. organization.

Account teams and key stakeholders follow Team’s can collaborate more effectively, stay current on the Sales Team
account to collaborate on account strategy latest activities and
and communicate updates.

Leaders frequently communicate direction, Employees stay connected to strategy and messaging in real- Enterprise
strategy and observations to their feed. time and feel more connected to organizational leaders.

Agents share an increase in specific calls with Customer issues are addressed more quickly through greater Service Team
the organization and collaborate with mgmt on awareness and communication of response.
the appropriate response.
 N Navigate Roll-out: Chart Use Cases

High

Impact to
Business

Low

Difficult Easy
Ease of Cultural Implementation
= Examples of social processes; size represents number of employees
 N Navigate Roll-out: Start with Quick Wins
1. Quick Wins
High
CEO all-hands
call

Competitive
intelligence

Impact to
Business

Low

Difficult Easy
Ease of Cultural Implementation
= Examples of social processes; size represents number of employees
 N Navigate Roll-out: Add Low Hanging Fruit
1. Quick Wins
High

Impact to
Business
2. Low Hanging Fruit
Airing of
grievances

Low
Affinity groups

Difficult Easy
Ease of Cultural Implementation
= Examples of social processes; size represents number of employees
 N Navigate Roll-out: Deliver Social Transformation
3. Social Transformation 1. Quick Wins
High

Events &
R&D
Offsites

Impact to
Business
2. Low Hanging Fruit

Low

Difficult Easy
Ease of Cultural Implementation
= Examples of social processes; size represents number of employees
 N Navigate Roll-out: Avoid Fool’s Gold
3. Social Transformation 1. Quick Wins
High

Impact to
Business
Avoid Fool’s Gold 2. Low Hanging Fruit

Low

Difficult Easy
Ease of Cultural Implementation
= Examples of social processes; size represents number of employees
 G Get Sponsors: Promote the Value of Chatter

Each High Impact Use Case

Needs Sponsorship
Two Sponsors
Social Quick Wins
Transformation
high

Impact to
Business

low

Executive Community
difficult easy
Ease of Cultural Implementation Sponsor Manager
 G Get Sponsors: An Executive for Each Use Case

Guideline: 3 Posts Per Week

Questions (to which you expect answers),

Recognition, or
Status updates

Provide Direction and Lead by Example

Examples: Obtain visibility and find expertise

CEO, GM,
Division Heads
Provide transparency into strategy
Demonstrate best practices

Drive Grassroots Sponsorship

Eliminate gaps in engagement
Drive change through collaboration
Reinforce through on-going communication
 G Get Sponsors: Community Managers Curate
Content

Manage
membership

Manage
important links

@mention Repost relevant

experts posts
A Activate Users: Pre-Launch

Develop a Launch Plan to Activate Users

Create Marketing Collateral Educate Users Create Groups, Seed Content

A Activate Users: Excite and Enable Users

Two main objectives

Build anticipation

Educate users
G Gauge Success: Measure and Monitor Usage

Effectiveness Efficiency Engagement

Client-Specific KPIs Interviews/Surveys Chatter Usage Dashboards

Examples
Sales
• Deal size
• Win rate

Service
• Case resolution time
• Service/support costs

IT
• Deployment time
• IT costs
G Gauge Success: What is Your Baseline?

ea n in gf ul fe ed b ac k b o th q ualitative
1. To get m
d q u an ti ta tive yo u n eed a baseline
an
u se rs b ef o re an y p ilo t, Po C or
2. Always survey
production deployment.
id th ey m ea su re b ef o re an d why?
3. What d
su re th e sa m e in C hatt er with
4. Can you m ea
hb o ard s, re p o rts an d su rv eys?
das
E Evolve What Next?
Use Cases Events
Continue to define Can you Chatterize
more use cases your events

REITERATE

Health Check Integration

Run an adoption Where else should it
workshop be integrated

Review
Look at metrics and
usage
Additional Resources

http://www.salesforce.com/chatter/resources/

http://www.salesforce.com/chatterguide/

https://www.salesforce.com/form/pdf/chatter-engage-pdf.jsp

https://success.salesforce.com
- Click on “Collaboration” tab
- Then join the Group “Chatter ENGAGE Adoption and Strategy”
- There’s also one called “Chatter Product Group – Official”
Q&A
THANK YOU