Published on March 10, 2014
The Workspace for a New Workforce Welcome to today’s webinar! There will be silence until we begin today’s presentation. Today’s twitter hashtag is #tibbr
Millions of subscription users 100+ countries Experienced implementation team Customer success program 24 x7 x 365 global support Company OverviewTIBCO Software Founded in 1997 $1.1B revenue in 2013 70 offices, 25 countries 4000 customers 200 partners 3500 employees tibbr
veritec Presenter: Matthew Ryan twitter: @matthewvryan au.linkedin.com/in/matthewryanveritec/ BUILDING A BEST PLACE TO WORK THROUGH SOCIAL COLLABORATION
Our Implementation • We did control the information architecture • We did use specific business use cases Our Adoption • 20% active contributors, 50% comment and like, 30% read only • Now an essential part of our organization • Rubber hits the road when habits are formed to visit tibbr like email or voicemail and staff turn off email notifications The email problem • Impossible to sort the important from not important • Impossible to sort the urgent from the not urgent • Unable to unsubscribe from the “reply all” hell • Email is growing exponentially • Productivity falling as a result of more email • Email is a poor medium to host a conversation • Email is a push mechanism Email post tibbr • Evidenced by less email • Conversations are better in social • Staff can control how information comes to them • Can change digest for less important subjects to less frequent • Can follow important subjects • Conversations are structured by subject and conversations grow over time stay in that structure Executive Decision Making Problem • The more executives we have the harder it is to get them in the same room to discuss issues and make decisions • No formal way to record the outcome in a way that can be passed to staff for implementation. Executive Decision Making Post • Quicker with a better outcome • Poll feature allows us to pose the question • Conversations about the matter are welcomed • Executive can elaborate on their simple poll response if they feel the need • Organising events becomes much easier Building Engagement • This sort of thing would do the rounds via email, usually to a group email list that you could not unsubscribe from. • Supportive of our culture • Transparent and engaging Presentation Outline
Knowledge Sharing Problem • Had no way for communities of practice to have conversations about IP development • Had no way for communities to come together other than through email • No way for communities to form • Email relies on sender knowing who should be in the address block, which means you either miss the opportunity to have the right people contribute. • Or the sender sends the request for knowledge to a mailing list or worse firstname.lastname@example.org • Replies to knowledge requests do not persist • Not accessible by others • 80% of knowledge is Tacit. It is in the heads of our people and is never codified or captured as formal artefacts. Knowledge Sharing Post tibbr • Supports access to Tacit knowledge • Helps organise information into subjects • Consultants follow the subjects they are interested in • Does not rely on someone knowing to talk to • More productive workforce What’s Next • Following business events in our line of business systems • Contract about to exceed its $$ • Birthday of a staff member • Invoice issued to a client • Receivables now 90 days for an invoice Too many mailing lists • Too many lists • No idea who is on them • Staff did not know how to subscribe/unsubscribe to them • “Reply All” still applied • Too much email noise with no control over how to receive messages from mailing lists • Overhead for the support team in keeping the lists up-to- dateCT team in keeping the lists up to date Mailing Lists post tibbr • Single list for important announcements email@example.com • External facing email aliases which go into structured systems The CRM Problem • No CRM • I did not think people would use it even if we had one • Wanted to see if we could use tibbr to capture intelligence about our clients The CRM Solution • We still don’t have a formal CRM • We use our practice system for structured data • Tibbr has become the place where client care, client intelligence and client needs are posted and discussed. • Simple to do • Highly accessible • Low barriers to adoption Presentation Outline
Who we are • Professional Services Firm • Established 2004 as Cordelta, • MBO of technology business units completed Dec 2013 • 70 staff and 30 contractors • Best Place to Work 2011 (11th), 2012 (7th), 2013 (10th) • Disconnected consulting workforce • Spread across clients and locations • Teams range in size from 1 to 20 • Engagements range in duration from 2 weeks to 2+ years
Our Systems • tibbr: Conversations, decision making, feedback, polls • Confluence: project documentation, structured knowledge • JIRA: issues, risks, change requests, EPICs, Storeys, tasks, bugs • Email: External Meessages, Broadcasts • Office 365: Document Libraries
Our key problems • Too much email! • Inefficient decision making • Mailing List Maintenance • Many different groups/communities • Knowledge lost in email • Practice Group Collaboration • No CRM • No way to monitor activity with clients
tibbr to the rescue Mr Incredible is a Pixar Character, unsure of his position on tibbr.
Email Jumble/Too Much Noise
Effectiveness & Efficiency 0 3 6 9 12 15 18 21 24 27 30 33 Meetings, Synchronous tibbr, Asynch Email, Asynch Good for shouting! Good for building relationships only. Decision Making – Effectiveness Curve Good for conversations, decisions etc!
Community Building - Consensus
Example of Social Go Karting or Gardening and Steam Community of Practice Development
Accessing tacit knowledge
Too Many Mailing Lists
Minimum Lists Now
Example of Social Go Karting or Gardening and Steam Social Use Case
Sales Effectiveness Sales Effectiveness Example
Following Business Events
Take tibbr for a test drive.
Find customer stories, whitepapers, and more at www.tibbr.com Follow us on Twitter @tibbr Or Like our Facebook page! facebook.com/tibbr.live
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