Social Media and Shared Services Contact: jkerner@scottmadden.com
The case for social media in shared services They are global Shared services organizations are growing in complexity They are multifunctional They are offering more complex (i.e., non-transactional) services They are supported by multiple providers in hybrid sourcing environments Complexities are also driven by the variety of service stakeholders Vendors and outsources Business units Customers IT and other support functions Social media has the opportunity to become the vehicle to manage shared services complexity 1
Enterprise social software will become a $6.4 billion market Forrester estimates enterprise social software to become a $6.4 Billion Market in 2016 This is compared with $600 million spent last year Organizations will increase their spending on enterprise social collaboration software at a compound annual growth rate of 61 percent through 2016 This is based on their assumption that a new generation of social enterprise apps will finally deliver productivity benefits New capabilities include the grouping and rating of people, information, and processes required to make sense of environment complexity McKinnsey research has already statistically correlated social business with bottom line results Better operating margins and market share gains have been closely correlated with companies that are have adopted social business capabilities 2
The top enterprise social network goals are relevant to SSOs Source: Altimeter Group 3
The top social business drivers are relevant to SSOs Source: Altimeter Group 4
Most of the benefits from using social business are relevant to SSOs Source: Altimeter Group 5
The top social business innovation results are relevant to SSOs Source: Altimeter Group 6
Social media can improve internal shared services operations Foster the sharing of ideas to improve processes Access subject matter expertise Empower staff Cross functional collaboration Include external stakeholders Share leading practices Create groups Create many-to-many dialogs Identify expertise Connect across enterprise Capture requests and responses Search previous requests Faster resolution Allow staff to participate in conversations and problem solving build a reputation Forge enterprise relationships 7
Social media can improve support interactions Online communities allow your business community to solve problems Employees can solve each other s problems These answers are accessible by all and searchable Service quality improves Enhanced self service and service access improves quality perceptions Customer service reps can use social enhanced knowledgebases to provide better answers Service costs are reduced Call and email volume can be reduced by driving inquiries to social tools Agents can improve productivity by interfacing with more customers through social channels Social media can provide improved answers which can improve first call resolution Support improves as content improves SSOs should focus on facilitating content creation in addition to creating themselves 8
Social media provides a center of excellence opportunity Corporate wide collaboration capabilities often do not have a natural home IT often has ownership for corporate collaboration, but the social interaction aspect of social media is not an IT competency A SSO center of excellence can provide enterprise social media expertise and management Potential responsibilities include: Manage the user experience employees will participate only if they find the tools useful and easy to use Work with IT on tool selection and managing the proliferation of tools Provide end-user training and suggestions for how social capabilities can be used to solve business problems Address a key implementation issue reluctance to participate through adoption strategies Set direction on new capabilities Provide governance over appropriate usage and behavior 9
The real opportunity will be provided by operationalized social media Process coordination and collaboration are critical for success as shared services environments become more complex The problem with traditional social media tools is that they are separate and distinct from the business process Social capabilities need to be embedded within the process, not layered on top of it Sharing for the sake of sharing does not provide the business impact of collaborating to solve a business problem To be successful, focus must be placed on how to integrate social functionality into everyday work, how to ensure adoption, how to integrate into enterprise processes, and how it changes roles for employees, managers, and vendors For example, think of social capabilities embedded into your enterprise systems: ERP HRIS: Match.com for vendor selection Workflow discussions ( I m dealing with an exception and I don t know the right answer what do you think? ) Social performance reviews Social learning capabilities 10
Jon Kerner Partner 3495 Piedmont Road Building 10, Suite 805 Atlanta, GA 30305 404-814-0020 jkerner@scottmadden.com www.scottmadden.com