Headshift worked with a leading international private healthcare provider on a project aimed at driving adoption of their existing internal social platform across business-critical functions. The project also aimed to help the organisation get increased returns from their investment in social business software. The big question to address was whether the community could become a driver towards the group becoming a cutting-edge social business in support of their future strategic vision, bringing innovative products to the market, attracting top talent and making real changes in public health through an extended partnership network.
In response to the brief, Headshift created a strategic approach to adoption, focusing on future use cases for the platform that would engage the wider ecosystem. To create the recommendations, we ran a stakeholder workshop to prioritise business goals and understand where to focus efforts when creating specific projects for the platform, influential audiences and business-critical content. We then researched industry best practices, looked at user needs on- and offline, and carried out an analysis of the social platform in terms of usage patterns and existing use case communities.
As a starting point for proving the value of the existing social platform, we created an extensive catalogue of possible use cases, prioritised in terms of business objectives, technical feasibility and cost. Use cases were designed to fulfil one of the following objectives: customer centricity, employee skills and knowledge development, efficiency and cost reduction, streamlining business processes, innovation, business performance, unified organisation, and employee satisfaction. In order to identify projects/use cases with the highest priority or impact, and ensure stakeholder engagement for their success, we worked together with key influencers from the HR, IT and Marketing teams, using workshops and Headshift’s own collaboration platform to create a transparent working environment. Together we arrived at three top use cases – a talent hub, product co-creation, and a consultants network, for which we then created detailed user journeys and sketched wireframes.
The resulting ‘talent hub’ is due to launch formally within the organisation later in 2014, but has already gained considerable traction through grassroots momentum as well as management backing. It is already proving an invaluable asset for the business by helping to onboard associates gained through acquisitions worldwide, helping HR identify talent and in-demand skills for specific projects, and – most importantly – exposing employees to a broader range of opportunities within the company, adding to their professional development, personal brand creation, and overall satisfaction.