We were lucky enough to be involved in some great projects, and maintain this archive to share some of the examples and lessons from the first phase of social business implementation work

Platform Adoption for Multinational Engineering Firm

A German multinational engineering and electronics company was looking to drive the successful roll-out of their new collaboration platform across the organisation, as well as encourage new ways of working across pilot communities and the wider business, in order to achieve the desired transformation that would have a significant impact on how its associates communicate, work and collaborate. The platform roll out was part of the organisation’s E2.0 project that looked to fulfil the following objectives:

  • secure the innovative strengths of the business
  • boost productivity and efficiency
  • raise motivation amongst its associates
  • attract and retain top talent
  • engage stakeholders for the purpose of reputation management
  • foster growth and customer satisfaction

The client realised that real transformation cannot be achieved by technology alone, which led them to engage Headshift to create a strategy that focussed on adoption, culture change and measuring success.

We began by reviewing the existing E2.0 project and by undertaking a platform analysis of current usage and configuration. We then ran workshops with the owners of pilot communities and carried out use case reviews that helped us draft specific recommendations for pilot community creation and governance. The resulting output was a comprehensive adoption framework for use case improvement, their future development and the creation of engagement amongst pilot community members. Our recommendations were clustered into basic requirements (which looked at use case definition and templating); social business enablers (such as user experience and technical integrations); and key success factors (including governance, social dynamics and a library of tactics and pitfalls), to be drawn upon at different stages of the adoption journey by use case owners.

The core part of the strategy entailed looking also at the wider organisational change landscape, and moving beyond pilot communities in terms of fostering new ways of working. The goal was to get the organisation ready for opening up the platform to all of its associates. Moving from a controlled pilot phase to open usage posed a new set of requirements, and active steps needed to be taken to foster behaviour change at scale. Our strategy blended top-down and bottom-up recommendations, and focused on enabling in-the-flow collaboration and leveraging emerging network effects. We paid close attention to the role of leadership, culture and working habits, and at addressing known barriers or blockers to change. The resulting adoption strategy consisted of five key work streams, organised into concentric circles of responsibility and planned out over a 12-month period. This enabled resource and capacity planning to take place for the recommended activities.

As a key component of the adoption framework, in order to measure success of use cases (and, more importantly, track progress on the level of the entire organisation as well as by business-division) we created a measurement framework with suggested social and business KPIs. The key metrics looked at network health, business outcomes and value created, and entailed individual, as well as collective metrics. Recommendations for visualisation of measurement outcomes and alignment between E2.0 and business measures of success were crucial to creating the sort of data driven adoption approaches recommended.

Headshift continued to play a strategic advisory role through the E2.0 project, which is now in its acceleration phase, having completed the pilots started under the original engagement.