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Collaboration from
the Inside Out
How Digital Collaboration Boosts
Employee Engagement, Knowledge Management,
Company Culture and Customer Relations
Contents
01 Introduction
01 Optimising Digital Collaboration from the
Inside Out: Fad or Fundamental?
02 New Business Models Spur New Behaviours
03 Behind the Scenes at Airbnb
04 Digital Collaboration Leadership
05 Digital Collaboration Transitions Backed
by the Executive Committee
06 Governance to Support the Vision
08 Case study: Behind the Scenes at Cannon
10 Boosting Employee Engagement
11 The Crux of the Transition
12 From Information to Participation
13 A Culture Change for Employees
15 Case study: Behind the Scenes at Ahold USA
16 Digitising Customer Relations
17 Ongoing Actions and Reactions
19 Organising in a Branded Content Setting
21 Conclusion
22 A Fresh Vision of Your Company
23 About the Authors
Introduction
Optimising Digital
Collaboration from
the Inside Out:
Fad or Fundamental?
60%
some employees in
European organisations
spend an hour or more
duplicating the work
of other employees
every day.
77%
some companies have
increased the speed of
their employees access
to knowledge
45%
some companies
have increased their
suppliers and
partners satisfaction
63%
some companies have
increased their marketing
effectiveness
01
Introduction
New Business
Models Spur New
Behaviours
Social
Mobile
Connection
and real time
02
Introduction
Behind the
Scenes at Airbnb
An interview with
Nicolas Ferrary,
Director of Airbnb France
03
Digital
Collaboration
Leadership
05
An unbalanced breakdown of
the budget between the staff
and the solution
Technology
budget
20%
Human
resources
budget
80%
80%
20%
06
Managing change,
an illustration
Based on Kotters
8 stages of change
1
Communications director
at the helm
As long as digital collaboration is
seen as tool-based project, the IT
department is responsible for it. Today,
IT departments are responsible for 29%
of digital transition projects.14
Now that these kinds of projects have
been escalated to executive committee
level, companies should assign them
to a cross-divisional function that
serves business lines internally and
externally. Organisations often turn to
the communications department and
to human resources (HR) when the CEO
does not back the project directly.15
HR, which remains somewhat in the
background, rarely spearheads these
initiatives and may be completely
removed. Communications is typically
more proactive on this issue and takes
over to back it at the company level.
Internal communications
leads the charge
The internal communications
department, which is used to social
networks, is usually more aware of the
digital culture and issues. In addition,
communication processes are the first
ones affected by the introduction of
a corporate social network tool and
collaborative environment. The tip of
the iceberg is the infamous intranet a
symbol of top-down communications.
Behind the
Scenes at Canon
An interview with
Neil Barnett, European
Marketing Manager,
Canon EMEA
A
Almost everyone will have heard of
Canon. Synonymous with photography
and visual imagery, the company has
been going strong for nearly 80 years
since it was founded in Japan in 1937.
Most people know Canon from its
consumer business of cameras and
printers and we are frequently named
as one of the worlds most popular
brands for this reason. However, theres
a lot more to Canon than that. Not
only are we involved in lots of varying
industries from medical imagery to
CCTV (closed circuit television), but
for a company with such a rich history,
were actually incredibly innovative too.
We file an average of five new patent
registrations every day in the U.S., and
for almost 30 years weve consistently
been in the top five most prolific
companies in this area.
08
Companies need to
support the digital
workplace by shifting
their culture from
knowledge is power
to knowledge sharing
is power.
09
Boosting
Employee
Engagement
Symmetry of attention
17 http://www.gallup.com/poll/165269/worldwide-employeesengaged-work.aspx
18 Employees First, Customers Second, by Vineet Nayar,
published by Editions Diateino, http://www.amazon.in/
Employees-First-Customers-Second-Nayar/dp/1422143872/
ref=sr_1_1?s=books&ie=UTF8&qid=1435146809&sr=1-1&key
words=employees+first+customers+second
11
12
Respect
+
Promotion
+
Transparency
+
=
Trust
Changing mindsets
13
The cornerstones of
digital culture
Motivation
(vision)
Engagement
(project)
Belonging
(community)
Recognition
(impact)
14
Behind the
Scenes at
Ahold USA
An interview with
Kim Cannon, Director of
Internal Communications
Tell us a little about Ahold USA.
Ahold USA (AUSA) represents the
U.S. sector of Koninklije Ahold N.V., a
Dutch-based international company
with retail grocery in multiple countries.
AUSAs four divisions operate more than
800 stores across the Northeast and
mid-Atlantic regions. Our family of stores
includes Stop & Shop, Giant Foods and
GIANT/MARTINS. In addition, Peapod
is AUSAs online grocery business.
Q
15
Digitising
Customer
Relations
17
Inflow
Consumer insights
Competitors comments
Political, economic and
environmental climate
Outflow
Brand and product content
Direct interactions with customers
Employees comments
18
Organising to produce
quality content quickly
The issue is not to produce and
disseminate as much content as
possible to increase background
noise, but to act as journalists and ask
what will interest and engage your
audiences. It means being creative and
going off the beaten track to attract
attention. An information item is only
relevant and visible for a day or two;
this means you must improve the
smoothness of the process to be agile
and responsive when retrieving, editing
and disseminating information. You
must have the right tools (for listening,
sharing, etc.), as well as the right
organisational structure and processes
to meet these requirements.
19
Supporting employees
in this new role
Factory
Content management
Lab
Identifying and
aggregating ideas
Desk
Creating content
Editorial Director
20
Conclusion
Conclusion
A Fresh Vision of
Your Company
22
A constantly changing
communications department
The communications department is
at the center of this change and must
evolve accordingly. More and more,
the department is losing control over
editorial timetables, information
management, content production
and timing from one end of the
chain to the other. It can no longer
be the sole producer or conductor of
communications. The communications
department is becoming a center of
expertise that supports all stakeholders
in the collaborative culture. They
coordinate contributions to give
meaning to the companys vision both
internally and externally.
About the
Authors
Anthony Poncier
Director of Social Business,
EMEA, MSLGROUP
Anthony is an expert in collaborative
strategy. He helps companies and
project teams set up internal social
networks and specialises in digitising
customer relations.
Anthony is on the Enterprise 2.0 All
Star List, the author of Enterprise
Social Networks: 101 Questions,
and Enterprise 2.0: the White
Paper. Before joining MSLGROUP,
he was a management consultant
in organisational transformation at
the Institute for Digital Research in
the Humanities (IDRH) and director
of social collaboration strategy at
Lecko. He holds an executive masters
degree in strategic management and
competitive intelligence.
23
Sbastien Faure
Social Media Strategies
Consultant, Publicis
Consultants
Sbastien is a consultant in digital
communications strategy at Publicis
Consultants in Paris and helps design
and develop digital relationships
between organisations and all their
stakeholders. He is responsible for
social network strategy, content strategy,
social media, community management,
analysis and reporting. He is an expert
in the deployment and use of change
communication in organisational digital
transformations and also monitors and
assesses the risk in sensitive situations.