From the category archives:

Case Studies

Original Source: Dell uses social media to gather employee ideas, Ragan Communications, Andrew Analore

EmployeeStorm allows employees to submit company ideas, speak candidly

EmployeeStormWhen it comes to internal communications, global technology giant Dell may have hit on the perfect storm: a social media platform, dubbed EmployeeStorm, which culls ideas from all of its business units and fosters discussion among employees.

Launched nearly a year ago, EmployeeStorm allows Dell’s worldwide community of more than 80,000 employees to post and discuss ideas on topics ranging from product upgrades and innovation to critiques of company policies, facilities improvements and benefits.

“It’s about anything or everything to do with Dell,” says Ellen Rich, Dell’s HR communications manager.

Powered by Salesforce.com’s IdeaExchange engine and integrated into Dell’s intranet, EmployeeStorm allows users to vote on ideas and highlight those they’d like to see implemented. Communications and leadership team members can join the discussion, keeping EmployeeStorm posters abreast of the status of the ideas they submit.

Launched in June 2007, EmployeeStorm is an offshoot of IdeaStorm, a brainstorming and discussion platform launched by Dell to get feedback from customers.

Vida Killian offers tips to those interested in launching their own EmployeeStorm platform.

“We don’t want employees submitting ideas externally. We want to keep those internal,” Vida Killian, manager of the IdeaStorm platform, told Ragan.com.

Ideas submitted by employees through EmployeeStorm are segmented into those for customers, such as new product ideas, and those for employees, such as suggestions for new cafeteria menu items. They are then routed to the right departments for consideration.

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American Red CrossI just came across the social media policy that Wendy Harman at the Red Cross has been hard at work creating, and it is too good of a document to not pass along.  The purpose of the strategy is to encourage Red Cross staff and local chapters to participate in social media and helps them create a strategy for their particular chapter.  The document outlines the goals and objectives that the Red Cross has from a national perspective and provides high level considerations for local chapters interested in creating a social media presence.

Overall, the organization of the content is excellent. The strategy is based on 12 steps:

  1. Getting Social Media Savvy – get familiar with social media tools and know how to merge a business and personal online presence.
  2. Learn the Our Philosophy – use social media tools to execute the Red Cross mission to create an empowered community of Red Cross supporters.
  3. Listen - Pay attention to the conversations that are already occurring and respond to them as appropriate.
  4. Engage with National – understand the Red Cross online presence from a national perspective, building credibility and leveraging tools for local chapters by sharing content and photos.
  5. Learn from Existing Chapter Social Media – study what’s working / not working for chapters who have an existing online presence.
  6. Evaluate Organizational Tools - make sure that the social media tool’s fit within the goals / objectives for the local chapter.

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Original source: The Three Spheres of Web Strategy –Updated for 2009, Web Strategy by Jeremiah

I hope this is one of those resources you print out pin to your desk, and share with others. This is the core theme of this blog, the balance needed for successful web endeavors in organizations.

I originally posted this diagram in 2006, then updated it in 2007, and it’s time to revisit the core structure of the goals and challenges of a Web Strategist, especially as I reset as I change roles.

Who’s a Web Strategist? In a company, they often are responsible for the long term vision of corporate web properties. At a web company where their product is on the web, they’re often the product manager or CTO. Regardless of role, the responsibilities are the same, they need to balance all three of these spheres, and make sure their efforts are in the middle of all three.
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1) Community Sphere

To be successful, the Web Strategist must understand (by using a variety of techniques and tactics) what customers and prospects want. Stemming from, ethnography, analytics, brand monitoring and primary and secondary research the end result should be a web experience profile and mental model.

Specific skills needed: Ability to understand and implement research, strong understanding of user experience which would include usability, information architecture. Ability to synthesize content from a variety of real time locations such as web analytics, customer feedback from support and surveys and communities, and an ability to be empathetic to customers. Above all, this strategist should be able to predict where customers will be in coming years -not just understanding of previous or current states.

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Internal Social Networks are starting to appear inside some organizations. Early adopters are finding positive business results by helping employees connect through “internal Facebooks.” By effectively harnessing these new networks, organizations are seeing positive impacts on internal brand building, as well as employee engagement, satisfaction and motivation — which leads to higher levels of productivity, revenue, and profit.

But the world of the internal social network is the opposite of command & control. That said, reasonable guidelines, a group of informal influencers, and a posse of community managers who help keep the dialog lively and the network on track.

It’s clear that no matter where your company is on the social media ladder, social networks and Web 2.0 skills are becoming a part of today’s work landscape. All businesses need to be aware of how to deploy networks for higher ROI, collaboration, innovation and customer service.

Oracle’s Connect: An Internal Social Networking Case Study

IdeaFactory

Connect began in July 2007 as the IdeaFactory. We were collecting ideas from teams in Applications Strategy, and none of the usual ways (email, spreasheets, wiki) worked for a team whose sole purpose was to (ahem) innovate.

So Rich built the IdeaFactory in 24 hours using Rails and LDAP. You can see the legacy of the original IdeaFactory in Connect today by paging through Ideas.

Here’s a taste of what it looked like:

The original IdeaFactory

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Original Source: Inside IKEA’s Human Intranet Approach, Paul Chin, Intranet Journal

I do a little, you do a little, and together we do a lot. This is a concept that’s deeply embedded in the business model for IKEA, the global home furnishing giant with over 270 stores in 36 countries. The strong sense of teamwork, community, and collaboration expressed in this simple principle forms the basis of IKEA’s organizational and operational culture. It means as much to those working in HR, Sales, and Marketing as it does to consumers who buy the company’s flat packed furniture that they assemble themselves.

A strong corporate culture, however, doesn’t always translate into effective information systems. In fact, when done poorly, the latter can be a detriment to the former. There’s always been an unfortunate disconnect between technology-based systems and the people they’re meant to support. But IKEA’s humanistic, people-focused approach to its business naturally carried over to the development of its intranet.

Rather than forcing its corporate culture to bend to accommodate a technology-based system, IKEA used its firmly established culture as the foundation for its IT solutions. It’s an approach that garnered IKEA North America’s intranet, IKEA Inside, much praise when it was recognized as one of the world’s ten best intranets of 2008 by the user-experience research firm Nielsen Norman Group (NNG). It’s an approach that enables IKEA to keep all its employees up-to-date with everything going on within the company. And it’s an approach that defines the true purpose and spirit of an intranet: To bring people and information together.

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