FastTrack Customer Success Methodology in action with Simon Denton from Mott MacDonald

This week to coincide with Microsoft’s Ignite conference in Atlanta, we thought we would publish two episodes of The Yaminade.  Our first guest is Simon Denton (@buildbod) from Mott MacDonald.  Simon is a Office Servers and Services MVP from the United Kingdom who was one of the first people in the world to lead an Office 365 adoption program based on Microsoft’s FastTrack Customer Success Centre guidance.  In this episode he shares how Mott MacDonald leveraged FastTrack to accelerate their time to value with Yammer and Office 365.

Bridging the analog and digital with Becky Benishek from the Crisis Prevention Institute

beckybOn this episode of The Yaminade we chat with Becky Benishek (@bbenishek) from the Crisis Prevention Institute.   A few weeks ago I had the pleasure of spending an hour on Skype with Becky talking about the great work that the Crisis Prevention Institute do to help organisations around the world make places of employment great for everyone.  Then we dove deep into social media, enterprise social and the similarities between helping people work together in the workplace… and helping people work together in your enterprise social network.

My favourite part of the conversation was talking about Becky’s analog tactics to drive engagement in the CPI Yammer network (you can read more about it and see examples of the postcards on Becky’s blog!

Resources for this episode:

Becky’s posts on Medium
Becky’s blog
Becky’s LinkedIn profile

 

… and Becky’s brand spanking new MVP profile!!! (WOOT!)

harmonieThank you to our sponsors harmon.ie for supporting this episode of The Yamiande.  harmon.ie solves the Yammer user adoption problem by bringing Yammer & SharePoint into a single-screen experience.  With harmon.ie, workers focus on getting work done and not on using the tools.  On the desktop or on mobile devices, harmon.ie unlocks the full value of the Microsoft collaboration tools you already own… SharePoint, Office 365, Yammer, Skype for Business and OneDrive.

harmon.ie:  Yammer and SharePoint… in one window… no pain.

Episode 16: Meetings, M&A activity & Merry Christmas with Amy Dolzine from Lubrizol

In March I had the great pleasure of speaking with Amy Dolzine (@amydolz) from Lubrizol – an organisation of over 8000 employees who build ingredients that appear in many of the products you use, sickness drive, remedy and live in every day.  In this episode she shares her Yammer journey over the past few years at Lubrizol, order including some interesting use cases – specifically how Lubrizol used Yammer to streamline the onboarding of employees that joined the organisation through Merger and Acquisition activity.

There are lots of great stories in this episode – I hope you enjoy it!

Thank you for the support of our sponsors tyGraph who have helped us cover the cost of bringing this podcast to you!  Support the organisations that support The Yaminade – and try tyGraph on your Yammer network today to surface metrics with meaning!

Episode 15: Behind the scenes of the largest Yammer network in the world with Chris Slemp from Microsoft IT

A few weeks ago I had the great pleasure of speaking with Chris Slemp (@cslemp) – Mr Social from Microsoft’s own IT department – Microsoft IT.  Chris has been with Microsoft for over 15 yearse, and shared with me some war stories of how social collaboration started internally at Microsoft; how it changed when the company purchased Yammer, and what the future holds for internal social platforms.  In particular he talks about a number of interesting projects were they are looking to make the digital workplace / intranet experience as relevant as possible to individuals in the organisation – using metrics, data and analytics to make it happen.

During the episode we talk Chris’s Medium post “Which Tool When, v3.0” which I highly recommend you take the time to read.

For those of you attending the Microsoft Ignite conference in Chicago make sure you get along to his sessions – The “Microsoft Enterprise Social Journey:  How We Did It“, and “Is Your Culture on a Collision Course with Open Collaboration?”

Thank you for the support of our sponsors tyGraph who have helped us cover the cost of bringing this podcast to you!  Support the organisations that support The Yaminade – and try tyGraph on your Yammer network today to surface metrics with meaning!

Episode 14: Recognition Programs, Strategic Planning and Yammer Analytics with Melanie Hohertz from Cargill

Recently I had the great pleasure of talking on Skype with Melanie Hohertz (@Hohertz3)- the Online Communication Lead at Cargill.  In this episode of The Yaminade – the podcast dedicated to building bigger and better engaged communities on Yammer – we talk about how the Yammer network at Cargill has developed over the past two years.  In particular we discuss things like recognition programs using enterprise social, rx facilitating open and transparent strategic planning workshops, culture, and geek out a little bit regarding Yammer network metrics.

To be honest we could have talked for hours… and we had been talking for about 15 minutes when this episode starts.  It is a jam packed 49 minutes full of actionable insight you can apply to your own Yammer network today.

Thank you for the support of our sponsors tyGraph who have helped us cover the cost of bringing this podcast to you!  Support the organisations that support The Yaminade – and try tyGraph on your Yammer network today to surface metrics with meaning!

Episode 10: Machine Learning and No Internal Email with Naomi Moneypenny from Synxi (Part 1 of 2)

Recently I had the great pleasure of spending 90 minutes on Skype with Naomi Moneypenny (@nmoneypenny).  After hearing Naomi’s interesting back story – including how she created one of the first Intranets in Europe – we start diving deep into how ManyWorlds Inc (and Synxi) use Yammer to deliver innovative research and products to customers with a team distributed right across the world.

Key takeaways this week include:

  • how to use Yammer to reduce (and ultimately eliminate) internal email from your organisation
  • how to give executives visibility to what is going on in your Yammer network (without having to do ANOTHER) executives on Yammer training course
  • what it is like to do escape training from Oil Rigs in the North Sea!

In Episode 11 – the second part of our discussion with Naomi, we dive deeper into the Return on Investment in Yammer, SharePoint and other collaborative technologies… recommendation engines and machine learning… and how organisations can leverage the social graph to create, innovate and ultimately perform better!

Links from this episode:

Streamling It Out Loud – a great tool to display what is happening in your digital network in your physical world!  I loved Naomi’s use case of using this on tablets beside executive’s desks so they could casually watch what was happening in the network without having to keep checking!

Synxi – the machine learning enterprise social recommendation engine.

NaomiMoneypenny.com – where you can dive deep on content and presentations that Naomi is delivering

Episode 9: The best bits of The Yaminade – 2014 Edition!

I was going to end the year on a high with The Yaminade – but to be honest episode 8 where we discussed how to use Yammer at a conference or event left me a bit disappointed.  So I decided to release one more episode of the podcast this year – a “Best of” podcast.  In this episode I share with you my favourite parts of the seven interviews about Yammer and Community management to date.

In this short and sharp episode you will hear:

I hope you enjoy it!  Let me know what you think below – and if you haven’t already – make sure you subscribe to (and review) The Yaminade on iTunes or your favourite podcast service!

See you in the new year!

 

Transcript of Episode 9 of The Yaminade

Paul: Hi everyone and welcome to this latest episode of The Yaminade, the podcast dedicated to building bigger and better engaged communities on Yammer. You can find me on Twitter @paulwoods. I want to be completely honest with you, I published it a few weeks ago, it wasn’t the standard that I set myself for this podcast. So what I wanted to do was make it up to you all today and do a Best Of Episode, just like a family sitcom. I’m going to cut to my first seven episodes and we’ll forget about Episode 8 for now and listen to some of my favourite bits from Sarah, Rhiannan, Stan, Stefani, Steven, Simon and Hayley and hopefully for those of you who are new to the podcast, it will provide a great introduction. For those of you who have been following along for a while, here are the things to remember and apply in our workplaces. When we kicked off The Yaminade in Episode 1, we talked to Sarah Moran and we talked about the fear of doing the wrong thing in the Yammer network and community and touched on the implications that has for policy as well.

Paul: What kind of things should we be posting, what shouldn’t we be posting? Is there any guidance you’d like to give?

Sarah: It’s not what should or shouldn’t we do, but what if someone posts something bad. And that’s difficult because it’s covered in every other policy. Like, you know it’s covered in Sexual Harassment, etc. Just because the technology has created a different system, it doesn’t mean your system of communications changes.

Paul: If someone said that at the water cooler, the same rules apply, right?

Sarah: I think it was The ABC adopted a 4 line social media policy and the essence of it is actually one like and it’s “don’t be dumb!”

Paul: Exactly, “your name is on this!”

Sarah: Yeah, I was like “don’t be an idiot, and you’ll be fine!”

Paul: I don’t know if that keeps the lawyers happy though, that’s the only challenge!

Sarah: And it doesn’t stop the idiots!

Paul: I like the approach. The policy already exists: sexual harassment, how to you communicate within a brand and external communication, it’s all there…

Sarah: Tone of voice is within the style guide…

Paul: Alright, let’s think about Episode 2 with Rhiannan Howell and she talked about growing her network sustainably, aligned with some leadership events they are running and other events they ran on their Yammer network.

Paul: What strategies did you put in place to get past that 50% watermark of having the organisation in the network?

Rhiannan: We had a specific strategy around opting-in.  We really didn’t want it to be bare. The Director General said “thou shalt join” so people joined. To get people on board, we used a face-to-face opportunity we were running across the state in a series of leadership roadshows where our leaders were going out and talking to people. We used it as an opportunity to soft-launch Yammer. We weaved it into our innovation key messages and said “there’s a platform here we’ve made available, give it a go, jump on board and tell us what your ideas are”. It’s particularly important for people who thought they were too buried in the hierarchy to get their ideas heard. That was really our linchpin in launching and that was in February this year.

Paul: So you position it as a tool to capture ideas and align with this roadshow. What happened after that, did you see a huge explosion in uptake after these events or was it sustained over time?

Rhiannan:  Probably in the first six weeks it was explosive and then as everyone experiences, there was a degree of slowdown, but we have around 10-15 people joining every day and that’s been pretty constant for the last month.

Paul: Now let’s go to Episode 3, perhaps one of my favourite interview throughout the entire Yaminade process so far, with Stan Garfield. It’s probably also the most commented on and Tweeted, this idea of SAFARIs that Stan talks about. I just want to replay that.

What tactics do you use to share those tactics and communicate those user cases? Are you running workshops with change champions that have taken that message out to the audience? Are you just sending a blanket email to everyone and hoping for the best? How do you get those reluctant adopters across the line by sharing these stories?

Stan: You have to try multiple approaches. One way is through training and awareness and mentoring and individual one-on-one handholding. Other ways are publishing information that people can consume. Hopefully it’s not just viewed as some sort of broadcast email but it’s more tuned to what people might pay attention to. Another way in which we’ve tried to do it is to have a simple and easy to use device to remember what the recommended user cases are. I came up with an acronym for that. So instead of saying “hey everyone, start using Yammer to collaborate” which is easy to ignore, what I said was “there are seven uses for Yammer and those can be remembered in the acronym: SAFARIS” so we put a picture of a giraffe on a slide and the seven letters of SAFARI, share, ask, find, answer, recognise, inform and suggest. I’m able to rattle those off to you not because I’m looking at them but the acronym makes it easy to remember. If people can remember the giraffe, the word SAFARIS and run through those letters, they’ll know that these are the seven things that Yammer does best. Even if you can only remember the first three: share, ask and find, then that’s a pretty good start. Spreading that message around, having that image appear on screens in offices, conducting regular training, having people able to ask questions about how they can more effectively use Yammer and sharing the stories. Then Yammer allows itself to be a great place to gather stories. Let’s say you post a question to Yammer and I answer you and you respond saying “thanks Stan that was very helpful, that allowed me to solve a problem I was struggling with” I can capture that thread as a success story and nobody needs to do any extra work, you don’t need to write it up or disseminate it.  I just share that into a collective group called Yammer Wins so when someone says “prove it to me that this is worthwhile” I can say “don’t take it from me, here, read this thread from an actual user and see how this helped them”.

Paul: In Episode 4, Stefani Butler, a Community Manager from Microsoft talked about whether you should you hire from inside or outside your organisation when looking for Community Managers.

A lot of the people I’ve talked to in the past and listening to this podcast have this vision of being a community manager or curate communities professionally, not just being .2 of their role in HR or Communications. Have you seen anyone transition from a traditional organisation role into a community management role? If so, what kind of things have you seen people do to make that transition? How have they created that vision or built the business case in their organisation to bring on that full-time community management capability?

Stefani: It’s a two-fold answer to your question. I have not witnessed someone transition per-se, I have witnessed customers transition their thinking about the day-job community manager role in the organisation to now creating a full-time equivalent resource. I have seen that and we’ll speak about that. I have seen someone attempt to transition into a full-time community management resource and that was a difficult transition because she did have the executive support and the C-suite support and the business strategy was to have her transition into a full-time resource, but quite honestly I did not get the impression that she was ready to be a full-time resource. Why is that important? When I think about it from a CSM standpoint – and I tell customers – when you’re going to add a layer onto what they’re already doing or transition them into a full-time resource, make sure that they’re passionate about this. One person said “this person is responsible for that line of business, they own that relationship, it’s natural that they would become the CM, the Community Manager” and that might seem logical in theory, but if the person is going to resists the social experience and be what we would consider at Microsoft a yellow or a red dot, I would encourage them to partner that person or identify someone else closely aligned from a similar skillset who is passionate about it, because you cannot have dispassionate community managers. You have to have people who are really good at it, or who will nurture it and are really good at it or can be developed in it. I think that’s about as simple as I can make it. I’ve seen customers transition their thinking around community management by adding a full-time resource. Not a whole lot, but we see them picking up momentum on this. I know three from the top of my head that from a confidentiality standpoint I won’t share without asking my fellow CSMs, but three customers I know who have added a full-time resource of Community Manager to their organisations. I commend them for that because it is a full-time job. I’d say that at the risk of people disagreeing with me. When you’re maturing your network, you can add that layer on to people who have capacity. It was definitely an add on to my position and I was a global lead for a division for internal communications and I did have a significant amount of accountability but it was something I was passionate about, so CMing didn’t feel like another layer, do you know what I mean?

Paul: If you were going to give someone a full-time community management role, would you bring someone in from outside of the organisation with fresh eyes or someone from inside who already knows how the company works?

Stefani: It’s a good question. I think it hinders on what the organisation has said their purpose is within Enterprise Social. We have customers who are approaching this experience still from a traditional standpoint and they still want to do the one way push and integrate that with their SharePoint intranet and really still control the message and engagement. If that’s the case, I would not bring somebody external into that experience. That’s neither good nor bad, I just want to make sure that if they develop, hire or create a CSM full-time role and do things they are traditionally do things the way they’ve done them, why not nurture and develop someone who is used to that. On the flipside, if they said “hey, we’re used to working this way but we want to explore a new way of working” then I’m a huge advocate from bringing in someone from outside, bringing in fresh thoughts and ideas, because you want to mix up the flow and the norm. You want to bring somebody who may not be used to doing things the way they have always been done and quite honestly someone who challenge the norm and I think an external hire is really well suited for that.

Paul: Brilliant. In Episode 5 with Steven Piotrowski. We talked about getting the attention of time-poor people. So for everyone in your organisation, how can you get them to care about and engage within your Yammer network?

So building up the Yammer community in a professional services organisation where everyone is too busy because they’re out billing with customers and they have their administrative job after hours where they do their timesheets and all the paperwork… and obviously the distributive nature of the organisation, how did you get people’s attention? How did you get them into that community into when they had that constraint of “I don’t have time for this?”

Steven: I think that is always a constraint with anything new and Yammer isn’t an exception in that scenario. Any new project or effort you have, you’re vying for people’s time, so you have to connect it to something they care about. My approach was to hark it back to my days as a consultant at Deloitte, to enter and become my own internal management consultant to them. I was using the network to see who the early adopters of the platform were, who were contributing to it and trying to get something out of it. Early on it was quite easy to see who those folks were. I would phone them up and explain that I had seen their activity on Yammer and ask them what they were trying to accomplish. I’d explain that I had seen them on Yammer and if I could help them. Then we’d talk about what collaboration meant for those colleagues. What was interesting about those conversations was that colleagues always thought they had great methods for themselves for how they got that information, shared ideas and sought ideas from others. The more you talk about it, the more you see friction in so many aspects of work with their team and stakeholders and the more distributed those relationships got, the more frictions there were. What that did was really open up a door to talk about how Yammer and SharePoint could help reduce or eliminate those frictions. It was a great entrée into those conversations. What would happen was one of two things: Not everyone is going to bite, due to the time constraint. Some folks said “no thank you very much” others said “oh my gosh, I need you to sit down with my team and I want my team agreeing that we are going to collectively begin to work like this” and those were the people I knew I had hooked and were going to become success stories in the network.

Paul: In Episode 6 with Simon Terry, we start talking about accountability in networks because if you think about it, when you’re in a network and don’t have that hierarchy, then how do you hold people accountable or how do people hold themselves accountable for what their actions or commitments they make in your Yammer community?

How do we hold people accountable when everyone is there’s no clear hierarchy of a reporting line? Maybe spend a little bit of time talking about the content you have been writing about accountability… I think that’s really valuable in the context of what we’re talking about here

Simon: I think the key to the points I have been exploring on my blog are that when you start to think about what accountability means… we have a traditional view of what accountability means in a hierarchy which is when other people use their hierarchical power to hold me to account. We actually know that that’s not a particularly effective form of accountability because it relies on the people in that hierarchy to know what’s going on, following through on their threats of negative penalties and as we all know in hierarchies there are all forms of ducking and diving and weaving on accountability. Often, the accountability is only one way, from the top to the bottom. There’s no accountability back up from bottom to top because senior executives are held accountable by boards and shareholders and they are often remote don’t understand the particular issues that the organisation would like the executives to be accountable for. What I think is interesting is when you change the frame and say “what does accountability look like in a network?” and that’s if you don’t hold up to your integrity, commitment and promises you’ve made in the network, you’ll find yourself losing trust. As you lose trust, you lose influence. As you lose influence, networks will route around you and stop dealing with you and deal with others instead to get things done. That concept of the network thinking who they can rely on to get things done works both ways and enables people to get stuff done without enforcement processes.  It’s a natural process of “I don’t like that person, I’ll follow someone else”. That mindset of a very agile network of accountability is really at the heart of what responsive organisations is all about.

Paul: It’s not just a Yammer natural selection, it also applies in the physical world just as equally as in the digital world.

Simon: Yeah, this is a social process. One of the things I love about social business is that it forces us to rethink management in terms of how humans behave. We already naturally avoid people we can’t trust and spend time with people we can trust. Trust is the most sophisticated algorithm that is built into the human brain. We can manage really complex trust relationships with hundreds of people and know who we will work with and who we won’t, we make judgements quickly and evolve those judgements as new things occur. Being able to leverage that, rather than fixed, arbitrary hierarchies and processes. One of the things that happens in hierarchies is that it’s ok to let down other silos, you just never let down your own because you’ll be held accountable by your own, but your own may not hold you to account for how you’ve let down silos. That creates terrible dynamics within an organisation but when you’re talking about a network, when you’re working with these people consistently, you don’t let them down because you’ve got to build and maintain a relationship with trust.

Paul: I can’t think of an organisation where that isn’t an issue. As soon as you’ve got more than two teams it becomes an issue!

Simon: Because we are humans who value relationships, what you create immediately when you talk about trust, is a personal accountability. That’s not something that is imposed, it’s coming out of me, I want to be that person in the relationship and I have to live up to that. I think creating a personal level of accountability is much more powerful than anything externally imposed.

Paul: Absolutely.

Then in Episode 7, the last good episode before that terrible one in Episode 8, Hayley Bushell shares with us her top three things she thinks people should do when starting their Yammer network.

Hayley: I would personally recommend the sync tool. Even if people don’t join but at least if they are aware, even if their team isn’t using it, they might not be exposed to that network to get on… that whole syncing with your Director, even if they just see the name…

2) Get your middle management on board.

Paul: [Laughs] steal the middle management from Workcover

Hayley: No, don’t steal them, we want them. Middle management create the excitement and set the tone for our people. They’re a great asset for Workcover and if you can get that middle management… even if you get ten on board and get them championing it to other managers that would really help!

3) Community Manager, can I say that? Get a Community Manager!

Paul: Very good.

So there you have it, there are my seven favourite parts of the first seven episodes of The Yaminade. Once again, thank you once again for your support over the last nine episodes. Thanks to those of you who have downloaded episodes of The Yaminade and tune in each week, I really appreciate your support and look forward to it moving into the New Year.

For those of you who have listened to the podcast and would love to share your story on The Yaminade, please drop a line with me on Twitter: @paulwoods and I’d really love to have you on an episode of The Yaminade in the New Year. All the best for the holiday season, thanks!

 

Episode 5: Steven Piotrowski from Microsoft (and Aon)

On today’s episode of The Yaminade – the podcast dedicated to helping organisations build bigger and better engaged communities on Yammer

Imagine being able to harness the power of 36 000 smart and talented people around the world… and knowing they had your back when you were working with a customer?  Today’s guest – Steven Piotrowski was recently the global collaboration lead that helped create a strong and flourishing knowledge sharing community at global professional services/HR firm Aon.

By using tools such as SharePoint and Yammer, Steven and his team were able to bring people closer together, enable the re-use of knowledge within the organisation, and ultimately amplify the success (and revenue) of consultants around the world!  It is a great story and you will definitely get value from some of the insights Steven shares from that environment.

After his success at Aon, Steven joined Microsoft as an Office365 customer success manager.  Later on in the episode we discuss some of the real world conversations he is having with customers to improve knowledge discoverability and sharing using Yammer, and other tools like OneDrive and Delve.

Remember… the Yaminade is in it’s infancy – I haven’t got to the funky podcast opening and closing music yet so please enjoy The Yaminade in it’s rawest form.  If you like the podcast please support it’s development… there are a number of things you can do:

  1. Share The Yaminade with your friends, peers and co-workers!
  2. Subscribe, and if you really like what my guests and I are producing, please leave a review on iTunes!
  3. We would love your feedback – leave a comment below!
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  5. If you would like to be a guest on The Yaminade, please get in touch!

Transcript of Episode 5 of The Yaminade

Paul: HI everyone and welcome to The Yaminade, the podcast dedicated to helping organisations build bigger and better engaged communities on Yammer. I’m your host, Paul Woods and you can find me on Twitter @paulwods. Thank you so much for tuning in to Episode 5, I can’t believe we’re up to Episode 5 already, time flies when you’re having fun so a big thank you to everyone who has supported the podcast so far. You can show your support by leaving a review on iTunes, just search for The Yaminade on iTunes or you can follow us on Facebook at www.facebook.com/theyaminade, find us on Twitter @theyaminade or our website www.theyaminade.com

This morning I have the great pleasure of talking to Steven Piotrowski from Microsoft. Steven is a Customer Success Manager who has just recently joined Microsoft, similar to Stefani Butler from Episode 4 so for most of the podcast we don’t talk much about his time at Microsoft, but about his previous life where he led the knowledge manage initiative and knowledge sharing initiatives for global professional services, HR, reinsurance firm Aon. I think you’ll really get a lot of value about the discussion we had as he goes into detail about how he aligned projects to various specific business strategies and objectives. We both agreed through the Episode that it is a really important aspect of ensuring your community has legs and is sustainable in the long term. Totally by coincidence, Steven is the third episode in a row where I’ve talked to someone from Chicago: Stan Garfield in Episode 3, Stefani Butler in Episode 4 and now Steven Piotrowski in Episode 5 all from the Greater Chicago area, so I think that might be enough from that part of the world now. Unfortunately being in the East Coast of Australia talking to people in Central Time in the United States means a very early start for me. You can tell in this episode as my voice is a little bit of a morning voice, I had been awake for about 7 minutes when we had started this call. But the content is well worth it. Please welcome Steven Piotrowski to The Yaminade.

Steven: Thanks for having me, glad to be here.

Paul: Thank you so much for making the time to appear on the podcast. The reason why I was really interested in talking to you today, just like Stefani, it wasn’t too much about your life as Customer Success Manager, as you’ve only been in that role since about June and we’ll get to that later in the episode. What I’m really interested in is your previous life and roles and how you used Yammer to do some pretty amazing things. Can you give us a little bit of a context as to where you’ve come from in your career and some of the things you’ve picked up along the way as you’ve come to this crescendo as Customer Success Manager at Microsoft?

Steven: Crescendo? I like the sound of that. In some respects it does feel like that because it allows me to mix a few things I’ve done over my career and pull them together. I joined Microsoft in June and it’s been a fun ride so far. Before Microsoft, I spent four years with Aon. Aon is a risk brokerage and HR advisory firm and knowledge is at the root of much of what they do in the professional services industry. What I was doing at Aon is helping push forward a knowledge sharing strategy to bring colleagues together to help provide access to and the best information and examples of the service offerings that we provide customers available to find them. Colleagues were always starting from an end-point of a product rather than reinventing the wheel every time they engaged with a customer.

Paul: Just to put that into context, how many employees is that and how distributed? Was it just the US operation or was it much broader than that?

Steven: This is where it gets fun. Aon has around 65,000 colleagues across the globe in about 500 different offices in 150 different countries, so as you can tell it’s a pretty dispersed workforce, when you think about the scale of some of Aon’s global customers, the need and ability to connect colleagues together to provide a cohesive story and service delivery becomes essential. And that’s really what we were trying to get to.

Paul: That makes perfect sense. Sorry to interrupt, keep going on.

Steven: I was responsible for this knowledge sharing program. One was how to get insight out there around who a colleague us. This is to do with their internal professional profile, something akin to an online curriculum vitae, like LinkedIn, for lack of a better term. The second one which is what really brought me here to Microsoft is that I owned the Yammer network. When I was pulled in to the project, there was a handful of people who had tried yammer and we had a bunch of fledgling networks all across the globe and we wanted to unify them to help realise the knowledge sharing vision of bringing the global firm together. That’s where I spent about a year and a half of effort getting the network unified and getting colleagues to understand the value of the tool and help them understand how to incorporate it into day-to-day workflow.

Paul: You mentioned a project. Was it a formal project by the business or this grassroots campaign that informally turned into a project and took it on yourself?

Steven: This is where Aon aligned very much with the way I advise my customers today at Microsoft and the way I always have throughout my entire career. Products are most successful in my mind when they are linked to a strategic goal of the business. In this case, the knowledge sharing at Aon absolutely was. It fell within a tier of projects on the CEO’s agenda which was called Unmash Talent with the focus on Aon’s colleagues to create a work environment that allowed for greatness to be demonstrated and delivered across all facets of the organisation whether that was internally through efficiencies or externally through fantastic customer experiences. So knowledge sharing at Aon was tied to a strategic initiative and that’s the advice I’d give to my customers today: If you want broad acceptance of a project, particularly an enterprise level project, connecting it to something that many of the folks at executive level care about and they themselves are trying to drive toward and achieve, it’s going to get you the biggest level of attention and resources behind it, and the colleagues are going to understand why it matters. That’s exactly what Aon has done with the knowledge sharing program as a whole.

Paul: And obviously there’s a really strong executive sponsorship from the leadership team because it’s directly aligned to the strategy of the organisation and ultimately aligned to the money they bring in every day by allowing people to do this work with customers?

Steven: That’s exactly right, Paul

Paul: What I would be interested in hearing is if you could break down that process that you and your team went through during the year or two when you worked specifically on trying to establish Yammer as the tool that allows people to find that expertise and unlock inside what’s in people’s heads within the organisation.

Steven: There’s a lot going on there. Aon is focused on three or four pieces. The first piece was helping to get access to the people. Who was those subject matter experts? In a professional services organisation, that is the project you deliver so how do you know that you’re bringing the right product to the right business or customer scenario? To be able to understand that, you have to know who has the skills within the organisation? Focusing on profiles and making that information accessible and sociable so colleagues didn’t have to play the phone game all the time, they could just do a few searches and get some leads. The second part of it was really around the knowledge, the outputs of the subject matter experts that we deliver to the customers. These are the intellectual property, the next thoughts and how services and products progress, those outputs. How do we make those outputs available to colleagues? That, oftentimes is often a conversation starter while you’re trying to find the right expertise to sit in front of the customer and show them where you’ve been successful in the past and clearly articulate what the firm can do for those customers.

The third piece was around the collaboration. How do you help colleagues work collectively together to create those outputs? That’s really where the Yammer piece fit in.

The final quadrant, if you will, around what they were trying to build, at this point I know that they have deployed it, was bringing all these capabilities together in an updated and refreshed intranet which becomes the way colleagues view the organisation each day they come in and open up their browser.

Paul: One place to go, you brought all these different aspects of the world together. So if I’m a consultant in Australia and working with a customer here and I have a specific challenge I’m facing, I can not only find the documentation from previous projects that were delivered around the world but I can find out who the subject matter is and I can engage with them using the Yammer network as a way to engage these people around the world?

Steven: That’s it!

Paul: Very good. So building up the Yammer community in a professional services organisation where everyone is too busy because they’re out billing with customers and they have their administrative job after hours where they do their timesheets and all the paperwork…  and obviously the distributive nature of the organisation, how did you get people’s attention? How did you get them into that community into when they had that constraint of “I don’t have time for this?”

Steven: I think that is always a constraint with anything new and Yammer isn’t an exception in that scenario. Any new project or effort you have, you’re vying for people’s time, so you have to connect it to something they care about. My approach was to hark it back to my days as a consultant at Deloitte, to enter and become my own internal management consultant to them. I was using the network to see who the early adopters of the platform were, who were contributing to it and trying to get something out of it. Early on it was quite easy to see who those folks were. I would phone them up and explain that I had seen their activity on Yammer and ask them what they were trying to accomplish. I’d explain that I had seen them on Yammer and if I could help them. Then we’d talk about what collaboration meant for those colleagues. What was interesting about those conversations was that colleagues always thought they had great methods for themselves for how they got that information, shared ideas and sought ideas from others. The more you talk about it, the more you see friction in so many aspects of work with their team and stakeholders and the more distributed those relationships got, the more frictions there were. What that did was really open up a door to talk about how Yammer and SharePoint could help reduce or eliminate those frictions. It was a great entrée into those conversations. What would happen was one of two things: Not everyone is going to bite, due to the time constraint. Some folks said “no thank you very much” others said “oh my gosh, I need you to sit down with my team and I want my team agreeing that we are going to collectively begin to work like this” and those were the people I knew I had hooked and were going to become success stories in the network.

Paul: When you met with those teams, did the passion and enthusiasm with that particular manager translate to the rest of the team or was it a hard slog to achieve that level of awareness of the desire of what we can achieve if we transition some of the work we do into an Enterprise Social like Yammer?

Steven: Here’s where that was interesting, because I saw varying examples. For managers that were very close, and this is just their leadership style, to their team, they had already painted the picture and paved the road before I turned up. Their teams were like “we’re so glad you’re here. In speaking to our manager, he totally gets that we have a hard time here, here and here. So let’s talk about those areas”. When that manager wasn’t that close to their teams and they had just tapped someone on the shoulder and said “Hey I think you have had this conversation with Steve about Yammer” and provided that context, then it was that tough slog. Clearly the former conversations were so much more fun and productive and the adoption and conversion happened so much faster than the latter.

Paul: Exactly. I’m thinking about the scale and complexity within the network are as significant as the Aon one. Are there any Yammer Wins where you think “that was so worth it going through all that work to bring these people together”?

Steven: You know what? There’s no one. Because these experiences were so individual, I stopped looking at them in their uniqueness. What was interesting to me was the growth of the network as I had those successes along the way. When I started with Yammer in April/May 2013, there were a few thousand users across multiple networks. The first thing we had to do technically was bring those networks together and integrate it with the environment and slowly we had communications and created minor awareness, never really a launch, and that’s when I began all my grassroots consulting within the organisation. Each person I was able to convert, multiplied and amplified my ability to do that. Each week I had more and more of an influx of people who would call me because their manager would call for insight and guidance and they had discovered who I was through the network or hearing about a peer having this conversation. More of those were coming my way than I had time to feel so I had to be more strategic about who I went to. The more I saw that happened, the more you saw that network multiplying effect and before I knew it, when I was transitioning from Aon to Microsoft about a year later, we had around 36,000 colleagues who had signed up to the service. It’s that milestone for me that was the exciting one. Each of those wins leading up to that culmination.

Paul: You really put that into perspective. If I was a consultant working on a customer site, being able to tap the brains of 36,000 people… the power of that and the amplifying effect for that one consultant let alone all the other networks affected by that is huge.

Steven: That’s what customers are buying. In some cases a consultant is fantastic in front of the customer who is in the room at that moment. But the customer understands that they’re paying a rate that not only includes you, but the whole organisation. And that’s their expectation. An organisation that works in the services industry like that, the more apparent and transparent that you can make that transition to everyone around you, the better those customer experiences are going to be.

Paul: Exactly. I think that’s a nice point to wrap up the discussion about your role at Aon but before that, if you had your time again at Aon, what would be the three things that you would do differently that would improve your success of the level of engagement within the community?

Steven: Three things? I’ll pick one. I was very good at being the one in the room doing the consulting. It was so much of my career it was something I enjoyed. It helped me impart the knowledge and helped me get the teams who I was advising up and running on Yammer. I think there was an opportunity for me to turn that into method. Some of that method has shown up on the YCN, there’s a maturity model that I put out there that helped me, but I think there’s more that I could have done for the folks internally. In essence, heading those teams that once those teams had crossed the proverbial finish line and produced a success story, say “here’s the playbook, guys, I need you to be out there” I think they did that in references, but giving them the tools to help facilitate those conversations and continue to push how colleagues within Aon could work out loud and work social like a network, that would have been a really big one.

Paul: That makes sense. I guess my question now is, at Aon, it sounded like you had a pretty good run and a lot of success. Why would you want to leave there and go to Microsoft?

Steven: A few things. One, being in that advisory role even as an internal consultant reminded me how much I love being with customers. The second thing was watching an organisation transform itself online. That to me was the most amazing thing being the Community Manager, the Network Manager for Aon, I was able to appear into the behavioural changes of colleagues well beyond the four walls of our office in downtown central Chicago. To see the transformation and people come into the network and openly ask questions, even if they thought they were dumb questions… there’s no dumb question, right? To see those folks transition from asking to sharing, I thought if I could do this sharing and help colleagues make these behavioural changes to make us a more transparent, knowledge-orientated company, I have to do that for a lot of other places. That’s where I picked up the phone and I have a great relationship with some fantastic Customer Success Managers at Microsoft and began the process. Lucky for me it ended in my own success story. It’s truly how I view it.

Paul: Exactly. You’ve been there for five months now. I and other people from the YCN would be interested in is that transition from an internal role to an externally focused role at Microsoft. Are there any other challenges you’ve faced, particularly making that transition? What about any war stories from your engagement with customers?

Steven: There’s two I’ll talk about. One is what it means to leave your room: Enterprise Social and join the Yammer network. The second is getting back in front of customers and talking about the products. That’s a shift in the nuance of how I’ve been with customers previously. Typically it was a services industry where, “if you don’t like the service you’re getting, let’s talk about it on the fly and establish goals that we both care about”. With the product, it’s a little bit different so I’ll talk about that as well…

For the first piece around the network… what was interesting was that towards the later stages of my ten years at Aon, I became known as ‘the Yammer guy’. You hear across CSMs, “oh you’re the Yammer guy?! How are you everywhere in the Yammer network all the time, don’t you ever sleep?” Yeah I did sleep, but I was having a ton of fun, working hard being visible and making the connections. When I came to Microsoft and truly saw how the Microsoft team works inside Yammer, particularly the customer success organisation… it goes from high-school football to pro… that’s the way I think about it…

Paul: Just without all the money!

Steven: They embraced the work out loud culture and everyone challenges each other to continue to demonstrate those behaviours and think through other ways that is possible. This expands into the second part I want to talk about, the product as a whole. The CSM organisation lives and breathes by working out loud and CSM itself. So everything we bring to customers starts with our own organisation, right? You can think about the progression… customers who started with Yammer, then our transition to Office365, we as CSMs, and it’s clear even before I joined, the team has been doing that long before. Learn what the tools can do, play with it in a ton of different ways and walk into customers with ideas that we have tested where we know work and circumstances where they fall down. When a customer says “we want to try this”, we can actually say, “we’ve tried that experiment and used this combination of Offic365 tools to see these outcomes, but if you tweak it this way and add a note to it, think about sharing more broadly, the SharePoint piece linked in Yammer, then try it this way, we’ll have a much better output”. What that does is helps the conversation with customers to think about their user cases without as much trial and error that would be there otherwise.

Paul: That makes perfect sense. I’ll just echo that point as well: having enough knowledge about the products to be able to solve a problem. It’s a powerful discussion you can have with the customer when you can give a few options to solve that specific problem for that customer, not just a generic “here’s a brochure, this is what I can do, move on” type conversation.

Steven: I think you’re bringing up an important point here, Paul. Every time I’m in a conversation around the tools themselves, you can easily get overwhelmed with all of the things the tools can do. Where that becomes salient is when you start asking and transitioning from the tool conversation to the “how do you work today and how could you better work tomorrow?” discussion. That’s when it’s less tools and more about “how do I begin to reduce friction in this one area?” Then the tools become easier to identify and the functions within those tools that are going to help you get to that better place of working collaboratively with your colleagues. If I want one thing for folks listening to this to think about, it’s to pull away from that tool-focused discussion and think about where colleagues have a hard time collaborating together, interacting with each other, bridging time zone gaps, bridging geographic gaps, get it down to where individuals need help connecting then the solutions become much easier to envision and more tangible to explain.

Paul: Exactly, because you have something to ground the conversation in rather than “this is what this button does and this is how you connect people together”. There’s that business context and value which makes it easier to talk about. You started talking about user cases. What I’d be interested to hear is some of the more unique user cases or some of the things a little bit out of the field where you thought “ah that would be an interesting problem to solve, let’s see if we can solve it with the tools we’ve got here”?

Steven: One is one that I’ve been playing with my knowledge sharing background… My knowledge sharing exposure started long before Aon. The question of how do you curate content and how do you help colleagues begin from a point that isn’t a point of origin in their own silo. One of the things I continue to tinker with is “how do you help colleagues think of the work they do at two key points if not others…?” When I begin a new task, pause and stop, keep yourself from jumping in and put a little plan together and how do I get it done? Do a little bit of research. Do the research in those collaborative places where you know your colleagues are. That’s where Delve really comes in and it’s been great for me in accomplishing this thing, as well as OneDrive and SharePoint, not to mention the conversations that are playing out in Yammer. I have found that a few hours of research on a topic puts me in a far better place to structure a plan that is grounded in others’ experiences which already starts me off from a place where I can avoid a handful of pitfalls or avoid going into a ditch.

Paul: For the people listening to the podcast who aren’t familiar with Delve, which I think is the best thing ever since sliced bread, can you give us an overview of what Delve is and how you can use that tool in this context?

Steven: To me, Delve is the full manifestation of one of the many things that Office365 can bring to organisations and individuals. It takes signals from each of the workloads. So SharePoint, OneDrive… it’s going to continue to expand from there… and begin to create connections around who has liked a document, who has shared a document with you, etc. It takes all these signals and you can go in and see a homepage and see content that the system thinks is relevant to you that day. Beyond that, you can search things you are explicitly looking for and it will crawl across the groups, emails, where there are individual connections between people and surface content. If it’s out there in Office365, then you can find it. Not all of that is there today, some of these links are still being built, but already it’s a fantastic way of surfacing things that others are doing things that could be really close to what you’re doing, and you might not even know about it.

Paul: Discovering content that might be valuable for you, but also when you’re looking for content and knowledge, it’s that extra level of relevance and closeness because it’s building on the relationships that you have with other people.

Steven: To close this piece, the second part of that is the end of that knowledge life cycle. If I’m ending my project with research, I should be ending my project, understanding that someone out there wants to do research. Even If I’m in the early stages of changing the way I work to work as a network and work out loud, at a minimum in my efforts and thinking about what I learned and where my inputs and outputs were and putting them into the Office365 space (SharePoint, OneDrive), or using Delve or other tools, it enables somebody else to start up where I left them. I view it as the courtesy I owe them for the amount of time I invested in something, so they wouldn’t have to start from a place that I was when I was at, three months before I completed it.

Paul: The organisation has invested a lot of time and money to pay your salary while you’re trying to solve that problem. If you’re a good corporate citizen, you need to pay that back so other people don’t redo that work all over again. But from a personal point of view, if I knew someone in the organisation had just solved disheartening situation for myself. Actively sharing the outcomes that you get from this work is paramount when you’re engaging these communities.

Steven: There’s a second piece that I’ll add to that. Not only do companies want to get what they can for my salary and what they’re putting in to me, but the company wants to grow and evolve. The way you do that is not by talking to these people who are there all day every day. Innovation happens when you connect colleagues who are within different pockets or circles of the organisation. You never know when an idea or output that you landed on will be that innovative spark, but if you don’t put it out there, I can guarantee you it won’t be. So getting it out there becomes so important just to enable those connections and ideas of individuals, the right insights that those concepts push the outer boundary further out.

Paul: Exactly. It’s an interesting point that you make there that I’ve discussed with a lot of people within the YCN about innovation and generating ideas and how you encourage innovation process. I think you’ve hit a really important point, it’s not a formal process where you ask people to submit ideas for approval to then become innovative ideas that then become some sort of project, it’s about putting things in there where sparks could happen and that informal way of making sure people share ideas and you can share two ideas and create a new idea, I really like that, the power that drives innovation, even though you don’t have a formal innovation program around it.

Steven: The foundation of innovation is sharing

Paul: Absolutely, I agree. That’s been really interesting. You’ve had a stellar ride there across Aon and Microsoft with Yammer and community management now broadening out across Office 365. A lot of people listening to the podcast can’t draw on Delve or OneDrive because they’re sitting in HR or internal coms or other parts of the business that might not have any influence. What I’d be keen to hear is for those people in the Yammer network just starting out, what would you recommend to them to ensure their network grows and they encourage the level of engagement that you’ve seen at your time at Microsoft and Aon? What would you say to those Community Managers, whether they are formal Community Managers or people doing it just for the love of it, to ensure their success long term?

Steven: Great question. Regardless of your network size, you can’t go it alone. As much as it feels like you need to be in the network making connections, you need to make your own connections outside of the network too, so you can get your own scale as that is a big part of it. The second one is success stories. There’s a reason why you hear Customer Success Managers talk a lot about success stories because they do the selling when you’re not there. In addition to recruiting folks to help you, put in their hand the stories and tools for them to be in the position to help their colleagues along, even just a bit.

The last part, which is what I’ve had a chance to do now, is to take a look at what you’re doing in the network. You need to make sure that the network is doing what you want it to be doing: growing in the right places, having the right kind of conversation and tone in the way colleagues interact with each other. You’re a strong influencer whether it feels like it or not. You really influence how people behave, so get out there and show what right and what truly working out loud looks like!

Paul: And lead from the front. Lead by example. Thanks for taking the time to talk through some of your experiences, it’s been really insightful for me and I’m sure for other people who are listening to the podcast on their commute or in the office today. Thank you for your time, I really appreciate it and look forward to chatting to you in the future.

Steven: Thank you, Paul. I’ve been listening to the podcast and I’m becoming a fan. I’m glad and honoured that you’ve included me in this project. I think it’s tremendously valuable to everyone out there trying to set this up. It’s not easy, it takes effort but the rewards are there for individuals as well as companies, so thank you for the opportunity!

Paul: Not at all, catch you later

Episode 3: Stan Garfield from Deloitte

Our first “international” guest on The Yaminade podcast is none other than Stan Garfield (@stangarfield) from Deloitte.  Many of you will know of Stan and be familiar with his leadership in knowledge management, communities of practice, and social business.

In this episode we talk about his career – from the early days working at medical schools; building KM capability at Digital Equipment Corp, Compaq and HP; to where he is today as the Community Evangelist in Deloitte Global Knowledge Services.  Then we dive deeper into how Deloitte are using Yammer today to share knowledge across its 210,000 strong workforce, and ultimately deliver value to their customers.  Finally Stan gives us a sneak peak at a number of sessions he is participating in at the KMWorld conference in Washington DC this November

If you want to keep abreast of the thought leadership Stan is showing in this field, I encourage you if you are on LinkedIn make sure you follow Stan to see what he is publishing.

Remember… the Yaminade is in it’s infancy – I haven’t got to the funky podcast opening and closing music yet so please enjoy The Yaminade in it’s rawest form.  If you like the podcast please support it’s development… there are a number of things you can do:

  1. Share The Yaminade with your friends, peers and co-workers!
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  5. If you would like to be a guest on The Yaminade, please get in touch!

Transcript of Episode 3 of The Yaminade

Paul: Hi everyone, my name is Paul Woods and welcome to Episode 3 of The Yaminade, the podcast dedicated to helping organisations build bigger and better engaged communities on Yammer. Before I introduce you to our first international guest or if you’re in the United States, the first local guest, I just want to say thank you to everyone who has subscribed on iTunes or added the podcast feed to their favourite podcast app. In particular, there have been quite a few people on the Yammer customer network that have supported the launch of The Yaminade over the past couple of weeks. Let’s call out a few names from Microsoft including Angus, Kirsty, Cynthia, Louise, Mike, Stefani, David, Ian, Luke and Gonzalo and plenty of others like Rick from Columbia Forest Products and Melanie from Cargill, Rhoshonda from Patient Centered Outcomes Research Institute, thank you so much for providing feedback and sharing The Yaminade with others on the network.

For everyone listening, I would love you to share this podcast with people who you think would get value out of this podcast or content. The easiest way to do that is to make sure you’re on top of The Yaminade content. I would love it if you could subscribe to this podcast on iTunes, you could follow @theyaminade on Twitter. You can like us The Yaminade on Facebook at facebook.com/theyaminade or if you like email you can sign up to The Yaminade newsletter on theyaminade.com. That’s the best way to keep up to speed with what is going on with the show, when new episodes are released. As I suggested in Episode 0, we’re going to try for a fortnightly podcast, so expect an episode every two weeks. So let’s go to today’s guest. The first international guest on the show. We are very privileged to have one of the world’s leading minds on knowledge management, communities of practice, community facilitation, social media, and social business. Let’s just say that when it comes to what The Yaminade is all about, Stan Garfield is the man. Earlier this week I had the pleasure to speak to him from Detroit in the United States.

Stan is responsible for managing the Yammer community globally at consulting firm Deloitte. In this episode you’ll hear him talk about how he works with over 210,000 employees worldwide to share knowledge and get better customer outcomes using Yammer.

I hope you enjoy my chat with Stan Garfield.

Stan: Thanks a lot for having me on, Paul. I got started originally in the university world. I spent the first eight years working in medical schools at St Louis in Missouri. I was a computer technical person. First a computer programmer then the manager of a computer centre so I felt my career was likely to stay in the technical realm but what was interesting was that before I got into computer science, which is what I graduated with my undergraduate degree, I first thought I was going to be a journalist so I went to journalism school for my first year of college.. While I was there I discovered I liked Computer Science better but I think the combination of technical and journalism background has been good for me in my career.

So I spent a long time after the university experience working in the computer industries, first with digital equipment corporations, starting over 30 years ago and then working through a series of mergers with Compaq Computer and Hewlett Packard and altogether 25 years in the computer industry usually working in the Services part of the computer business. I usually had teams of people working for me delivering consulting or sales support or some sort of technical expertise to our sales force or clients or both. Along the way I put my journalistic background to use and they would usually have information that they needed and I was able to provide it to them. Before there was the Internet, if you can remember back that far, we had to use other means for sharing, post them on computer networks and send things through email. Around 1995 when the Internet started taking off and we had a digital corporation, it was a great thing because we could share information more easily, making it available to people without needing to know who they were in advance, just posting it and they could come and retrieve it.

At that time I was really able to take what I had learnt informally and usually on the side of another job and begin doing it more formally. In 1996 I was asked to start the first knowledge management program for Digital. So I did and I have been doing something within the field of knowledge management ever since and it’s been quite a while, almost as long as the field has been in existence. Along the way we’ve seen a number of changes, but the fundamental needs really haven’t even changed at all. Even if you go back further, there was always a need to connect people to allow them to ask each other questions to solve problems together and to share with each other things that would be helpful. We did that at Digital before there was anything called the Internet or social media. We did that using something called Notes Conferences. If you go back in time and come forward, in some ways, technology has changed a lot and in some ways we’re really doing a lot of the same thing, basically out of the core, the same fundamentals; getting people connected people so they can help each other out, being able to let people who don’t already know each other share an interest, connect and learn from each other and that’s what I’ve been doing ever since.

Paul: Brilliant. A lot of people who listen to the podcast will be “digital natives” or Gen-Y who have been given the task of managing their communities on a social network. I’d love to hear your thoughts around the real differences in trying to build a community pre-internet before you had these tools that were like a lubricant for social connections before you had those tools versus today when you have technology which enables those connections to happen much more seamlessly.

Stan: It’s a great question and in some ways things haven’t changed at all. The same challenges exist which are largely behaviour challenges as opposed to technology challenges. Getting people to agree in a certain way that may be difficult to what they’re used to or comfortable with, hasn’t changed at all. What has changed now is that people are more used to the idea that they are expected to share with people. Before that wasn’t as widespread. Today, with personal networks that people use outside of the work environment like Facebook and Twitter, they are at least familiar with the idea of posting something, liking something and sharing it. But what hasn’t changed is the notion that  you have to make people see the benefit in being part of a community. If you look back, what caused people to use the communities that existed at Digital before the Internet was that they allowed them not just to use them for work-related but also non-work related opportunities. I think that was very important. They were allowed to have communities for the ski club or music or food lovers group. I think that helped because they could get comfortable using it in a way which matched their personal interests. Then when it came to asking in a business context, they were already used to it so it wasn’t a big ask for them, it wasn’t a big change from getting them to move from the next ski event to the technical solution to this problem.

If you look at where we are today, I think we still have some challenges with technology that make it easier to communicate through our phones, email, online or whatever way you prefer. We still have the fundamental challenge of getting someone to agree to ask something in public that could be exposing their ignorance. That same challenge is there. The people part of knowledge sharing is as much a challenge as any other part.

Paul: I would agree with that 100%, that fundamental fear of being exposed, it’s similar to the fear of people seeing their face on camera. It’s one of those things that are entrenched in human behaviour… You need to take people on the journey to make sure they can get across that dip to really get value out of connections that they can make on the networks or communities that you’re building, absolutely. Very good.

So today you’re at Deloitte, who are definitely not a small company. They’re a large multi-national consulting business services advisory organisation. How many people do you have at Deloitte at the moment?

Stan: Altogether, we have over 200,000 who are part of Deloitte. Deloitte is set up of a group of member firms in each country that has a Deloitte presence has its own separate firm with its own CEO and its own government. The global Deloitte is a network of these member firms which tries to share across the member firms and therefore the collaboration of networks become an important tool for them but you have an obstacle to overcome because in their local firms they can do whatever they want, they can use their own tool, they don’t necessarily have to connect outside that firm. So getting people to connect globally is an interesting one, because you want to show them that in addition to whatever local connections they may have there’s potential benefit in reaching outside of the local network to learn what people outside of their country may be doing a series of smaller ones to deal with. So we have that big global organisation but also a series of smaller ones to deal with.

Paul: It’s really important in your line of work in business consulting. The product you’re delivering is the knowledge and experience of the people on the ground working with the customers. If there’s any organisation where sharing information, knowledge and experiences across a global network would make perfect sense, this is the one, isn’t it?

Stan: It is and that’s why the firms that are currently known as the Big Four, of which Deloitte is one, were pioneers of knowledge management back in the mid-90s for the reasons that you mentioned, that knowledge is what we’re offering and essentially our capital is our people and their knowledge. We recognised early on that we needed to put in place processes and systems to enable our people to share with each other, to reuse what they had done in one part of the organisation to avoid making the same mistakes more than once, to avoid redundant effort and take advantage of the size of the organisation. You mentioned 200,000 people is a lot of people and there’s potential great benefit that we’ve done everything that can be done somewhere in the world, so make that fact known to each other. If we can make each other aware of what we’ve done, we can avoid reinventing the wheel!

Paul: That’s it. You talk about the wisdom of crowds, you’ve got your own crowd so you have enough people to get some information and give good advice to your customers around the world. What I’d be really interesting in is from the sound of it, being one of the Big Four, you’ve had that knowledge management culture or maturity before things like Enterprise Social came along. Did that translate really quickly into the Enterprise Social network when you rolled out things like Yammer or was there a struggle to translate lenge things that you did knowledge management world pre-social network world into a social network world?

Stan: It’s both. I think we both had some immediate success with and some ongoing challenges that we’re still dealing with. A couple of examples… one is Yammer was initially used by our Australian member firm and they were a pioneer for us. They licenced it for us before we licenced it globally. They had a nice head start and used it quite effectively and the CEO of the Australian member firm was a real champion of it. He personally uses Yammer and gets other people to use it and they follow his example. There’s a lot of energy there that would be viewed quite positively in Australia. But if you go to other member firms that haven’t pioneered it like Australia, it’s a little different. They feel like they’ve got their own established ways of doing things, they’re used to using their own personal networks, using email and other mechanisms so Yammer to them can strike them as something new and extra that they have to do. In order to overcome that, you have to be able to show them that for some things it’s going to work better than what they’re used to. You can’t just tell them “hey we have this new tool, start using it!” people are reluctant to do that, you have to show them “if you want a resource to up staff engagement, this is going to be a better way for you to get that quickly than if you tried something else”. Our emphasis is very clearly on stating our user cases are, where it’s beneficial to use it versus alternatives and then to share stories where it has been used effectively so others can benefit from that.

Paul: What tactics do you use to share those tactics and communicate those user cases? Are you running workshops with change champions that have taken that message out to the audience? Are you just sending a blanket email to everyone and hoping for the best? How do you get those reluctant adopters across the line by sharing these stories?

Stan: You have to try multiple approaches. One way is through training and awareness and mentoring and individual one-on-one handholding. Other ways are publishing information that people can consume. Hopefully it’s not just viewed as some sort of broadcast email but it’s more tuned to what people might pay attention to. Another way in which we’ve tried to do it is to have a simple and easy to use device to remember what the recommended user cases are. I came up with an acronym for that. So instead of saying “hey everyone, start using Yammer to collaborate” which is easy to ignore, what I said was “there are seven uses for Yammer and those can be remembered in the acronym: SAFARIS” so we put a picture of a giraffe on a slide and the seven letters of SAFARI, share, ask, find, answer, recognise, inform and suggest. I’m able to rattle those off to you not because I’m looking at them but the acronym makes it easy to remember. If people can remember the giraffe, the word SAFARIS and run through those letters, they’ll know that these are the seven things that Yammer does best. Even if you can only remember the first three: share, ask and find, then that’s a pretty good start. Spreading that message around, having that image appear on screens in offices, conducting regular training, having people able to ask questions about how they can more effectively use Yammer and sharing the stories. Then Yammer allows itself to be a great place to gather stories. Let’s say you post a question to Yammer and I answer you and you respond saying “thanks Stan that was very helpful, that allowed me to solve a problem I was struggling with” I can capture that thread as a success story and nobody needs to do any extra work, you don’t need to write it up or disseminate it.  I just share that into a collective group called Yammer Wins so when someone says “prove it to me that this is worthwhile” I can say “don’t take it from me, here, read this thread from an actual user and see how this helped them”.

Paul: The proof is absolutely in the pudding! Very good. It’s always great to hear success stories of Yammer Community Managers or people who are building Yammer communities on social platforms but the most interesting thing for people just getting started out is thinking about the challenges that you came across, the roadblocks or things that slowed you down and got in the way of you achieving what you were trying to achieve? With the Deloitte case, there’s a really clear alignment to your business strategy: knowledge is your core product and we need to make sure that we share that with everyone around the organisation. There’s a pretty clear alignment with the core of the company. I’d be really keen to hear, that even though with that alignment, what are the challenges that you’ve seen over the years as you’ve developed it across the world?

Stan: The first challenge was just getting the idea that we were going to have a global network. We still have some member firms that keep their own local network in addition to the global network. That was challenge number one. It would really work best if we had a single network, because then we would avoid fragmentation and silos that can exist when everyone has their own network… And we formed the global network at that time, there was a separate network in place for every one of our member firms, over a hundred and we managed to consolidate them all into a global network. We still have some, so about six local networks left. That’s a challenge because someone might be asking a question in the local network that could have been readily answered by the global network but it didn’t get there, so therefore we missed that opportunity… so that’s one challenge.

Paul: What’s the rationale for those subsidiaries or those partner organisations to maintain their local presence? What are the arguments they’re suggesting as to why they need to maintain a local presence?

Stan: I think because we were first and they didn’t want to disrupt it, that could be part of it. Then they want to keep their local discussions to themselves, which could be done through groups in the global group, but the perception is they want to keep their discussions to themselves… It could be a local language question, there could be a number of reasons. But over time we are going to continue working on that. For example, the Canadian firm which is one of our larger firms had their own local network, but once we launched our global network, they agreed to consolidate into the global network by creating the Team Canada Group within the global network, so whenever they want to have Canadian specific discussions, they can do so within that group as part of the global network, which would be our recommendation.

Paul: Any other challenges beyond a global or consolidated network…?

Stan: I would say three more.

One is groups. Within the network there’s a tendency for people to want to create their own group. That’s a variation of the network challenges… “I’ll create my own group where we can talk about this topic” and they don’t think about it more broadly. So one example is “I’m going to talk about SAP” in my country which is Luxembourg. What they don’t get that there’s nothing particularly unique about SAP in Luxembourg compared to SAP in some other country. If we have one single SAP group for Deloitte, there’s a lot more power in that than having a hundred groups for each country. So it’s about getting people to think across organisational boundaries. It’s a challenge, but when we overcome it, the results can be quite powerful for our largest groups which have a single group and they’ll have five, six, ten thousand members in those groups. The power in that is that you can make a promise to people which is if you go and post your question in the group, you’ll get a bunch of really useful answers immediately. If we have smaller groups, multiples that overlap, then it can be frustrating to users because they don’t know which group to go to and none of those groups may thrive, so that’s the second challenge.

The third challenge is how the networks are configured. The way that Yammer works it that the defaults are sometimes not as desirable as we’d like so initially a user may find that they get information flowing to their feed that they don’t care for and they then dismiss Yammer and say “oh, it’s a lot of noise, I’m not going to go back to it”. When in fact if they had just configured their feed, they would not have that objection. So getting things set up initially is important and we have to work with people to educate them about that.

Then the final challenge is about leadership. We had some success early on when launching Yammer that leaders conducted Yam Jams which are essentially half an hour to an hour long online jams where people would interact with the leaders which was nice, but what we need is leaders to continue to use Yammer beyond those one-time events… to routinely use it and set the example for other people who are looking for their lead who think “oh I see how those people are using Yammer, now it’s ok for me to use it”.

Paul: Yam Jams are a good way to get leaders on board for that flash in the pan engagement as you suggested. What have you done to encourage that next step with your team, the executive sponsors and each of those partner organisations? Have there been any specific tactics or is there anything that’s worked really well in getting the CEO of the Luxembourg subsidiary to be a regular contributor or regularly engaged on the network?

Stan: We have some digital mentoring that we do where we try and engage with those leaders, they may be uncomfortable with this technology or they may perceive that they don’t have time, but we try and show them how to do it with even a limited amount of time. For instance we can mail them messages from Yammer which they can respond to and that will end up being posted in Yammer. They don’t have to use it in ways they’re uncomfortable with, we can make it convenient for them to interact in ways that they’re used to. Another way is to try to solicit some who are a bit more willing to be out there as a way of getting feedback for employees. One of our good examples of that is our CIO is able to use it to say “what kind of technical changes would you like me to make in the next year” and get a large number of people responding to that because they appreciate that the CIO is asking for their input. Then when he comes back and says “we’ve heard to you, this is what we’re doing” it makes a powerful closed loop.

Paul: Absolutely. If you looked across all your partner organisations that are active on the global network, do you think there’s an opportunity to improve that level of executive engagement on the network or are their pockets where it’s not so good? Just give us an idea of the level of executive engagement you have across the community at the moment?

Stan: It’s something that we can definitely improve on. We have some that are using it quite well but we probably have a long way to go before we could say that we have the level of leadership engagement that we would like. Getting that improved both is a challenge, but the path is big. Each time you can get someone to see that you want them to do more than just be present for an occasional event that you’d like them to respond to a person who has just posted and give them some feedback, or like a post they made. The power of that can be immense. If I post something out there and see the leader of my organisation has liked that or responded back to me for taking the time to share, I’m much more likely to keep sharing because I have positive feedback from someone important. Plus that story will spread, people will tell each other “hey did you see what the leader did?” and we if we can get that to happen, it’s a big pay-off but we still have a long way to go. Many people would agree it’s a good idea, but getting them to change their routines is more difficult.

Paul: Absolutely. We’ve been talking a lot about inside your organisation and how you share throughout the network between subsidiaries or partner organisations throughout the Deloitte network. Being a knowledge organisation that needs to share knowledge with customers, are you applying any of this in your interactions within your networks? Are you using Social to bring your customer base to bring higher levels of customer service and then ultimately for you guys to increase your revenue longer term using technologies like Yammer?

Stan: We make extensive use of all the different social media tools. Not Yammer, Yammer we fitted to use within Deloitte, but if you a look at Twitter, Facebook, LinkedIn or any major social technology, Deloitte embraces that and has people working on that and has people working on pursuing those channels. Whether it’s marketing, recruiting new talent, we have been using all those channels as a way of interacting with people and making sure that we’re viewed in the current trends and not behind. So we have a YouTube channel and we have things on Vine and SlideShare, where you will go, you tend to see a Deloitte presence but it allows people to interact with us in whatever way they prefer. If they want to interact with us on Twitter or LinkedIn they can and we’ve made a point of having a lot of our thought leaders be active on these channels. For example on LinkedIn where people are posting on the long-form blog posts and interacting with people as large numbers of our target audiences engaging with us that way. Then we go things like webinars – we have a series called Debriefs which are online webinars that we get a large number of people participating in so I think we’ve tried to embrace as many forms of interaction as possible and over time there’ll probably be some narrowing down of those, some channels thrive and some don’t, but right now we’re trying to use all of those to interact with clients, analysts, potential employees and so forth.

Paul: Ok, brilliant. I guess we’re getting to the end of the chat so what I’d really love to understand is, if you had your time again, if you were sitting in Detroit at Deloitte there and you had to start that community from scratch and the opportunity to start over again and not make mistakes and repeat more of your successes that generally got really good results in building the community, building engagement and getting people involved in sharing knowledge within the organisation. What would be the things that you would do again? What would be the advice that you would give to someone just starting out, building their own community or network?

Stan: For one, I would try and get this configuration problem solved better than we did. It’s partly not under our control because we have to work with the vendor and they have their own constraints. But if we could have put more influence on the vendor so that the configuration for a large organisation like ours could be different than what it had be for small ones… It came out of a small organisation and what they thought were the right settings and what worked for them really wasn’t the right settings for an organisation as large as ours. For example “what should the defaults be for your feeds, email notifications and daily digests?” they thought it wasn’t a bit deal but it turned out to be a big deal for adoption. Initial experience with the social network was that it was unpleasant and it’s hard to overcome. So get it right, get those configurations so the first experience people have is positive. Number two would be the question of many networks. It would be really nice if we started from scratch with one network and if everyone was in one place and they’re not frustrated from their local network when in fact they could have got help from their global network.

The third one is to do with groups. We had hoped that we could control the creation of groups so we can limit the amount of redundant groups that might be created. That’s not feasible, so consequently it’s possible for anyone to create a group and what that means is that there could be many, many groups on one topic and now we have to go back after they’re created and try to consolidate them to improve user experience. It would be better than before creating group, people check to see if there is one already and then become a co-leader of that group instead of creating a second one. Those are the three things I would try to go back and do if I could.

Paul: Ok, brilliant. That last comment you made is an interesting one. It’s almost a fine-balancing act. You almost want to give people the ability to create groups and value in the network, those knowledge sharing spaces… You don’t want to turn that off necessarily but you want to ensure you have the ability to consolidate those really good spaces together to make them more powerful and amplify the success of each of those individual groups.

Stan: That’s been a natural point of disagreement within the field of social networks. There are definitely people who think “let anything than can happen, happen… the survival of the fittest and let a thousand flowers bloom and all that…” Now the other extreme, when you’ve been around for as long as I have, you’ve seen it all and you know how things play out over time. Trying to see it from the point of view of the user. For instance when I started running the knowledge management programme at Hewlett Packard, they had a situation similar to groups which were essentially hundreds of distribution lists and what I realised was that no one would ever read through that list, they would just give up. None of those lists were successful. What we did was pool them down to a much smaller list then everything was able to take off. I think the same thing applies here. If you limit it, but not from the standpoint of telling people what not to do but instead encouraging them to be part of one that already exists… it’s all how you portray it… but if I say to you “rather than creating a second SAP group, I’d like you to become co-leader of the existing one” that’s a positive way of there still being just one, but it builds up it’s critical mass to a point where it serves all its users well and gives a better user experience because when they go to ask a question about SAP, there’s just one group for them and it’s not a confusing thing at all.

Paul: Brilliant, very good. Thank you very much Stan. I appreciate your thoughts that you’ve shared over the past half hour with us and the community around Yammer. I really appreciate it. One final question before we wrap up… As I mentioned at the start, you’re speaking at KM World in Washington DC in November. I’d like to hear a quick overview of the sessions you’re delivering and if anyone listening to the podcast is thinking of attending, it’d be a great opportunity to plug your sessions and give them an idea about what you’re talking about…

Stan: Sure, I’d be glad to and thanks for the opportunity. I’ll be doing three sessions on the day before the conference officially starts, there’s a workshop day of morning and afternoon workshops. In the morning I’ll be holding a workshop called Knowledge Management 101. It’s an induction to people who are getting started in the field so they can look at the steps they need to take to get a knowledge management initiative started. Then on the third day of the conference, the second day of the actual conference, there’ll be two sessions I’ll be involved in. One is a panel discussion along with some colleagues from other firms including Microsoft and Drive, we’ll be talking about how to increase adoption, so that’s an area that’s of interest to people in networks Then there’s a session I’ll be giving on social media, sort-of a tutorial on the different tools that exist and how you can use them in the context of knowledge sharing, so I’d welcome anyone who’s coming to attend those three sessions.

Paul: Brilliant. Anyone who’s interested in following Stan, he’s a prolific publisher. If you search for Stan Garfield on your favourite search engine you’ll find plenty of content that Stan has produced over the years. One of my favourite resources that I’ve seen recently is Stan’s SlideShare page where he lists a lot of presentations that he’s delivered with Deloitte and during his career. If you want more information or to learn more about his experiences, your favourite search engine is the best place to go and Stan has a great website which links off to those resources as well. Thank you very much Stan for sharing your stories on The Yaminade and thank you very much!

Stan: You’re welcome, thank you very much for having me.

Paul: Cheers

Rhiannan talking about her community management journey on Yammer

Episode 2: Rhiannan Howell from the Queensland Department of Transport and Main Roads

This week I had the pleasure to have an informal #responsivecoffee with Rhiannan Howell (@rhi_jai) at Spring, a great cafe in Brisbane City.  After finding one of the noisiest tables in Brisbane and sipping away on our long blacks we got the ZoomH4n and microphones out of the bag and pressed record…

(as a side note, by turning the recording level down on the device you can’t hear how noisy the cafe and the road we were sitting beside was – so please forgive us half way through when we start talking about a B-Double Truck rumbling past!  Honestly we couldn’t hear each other across the table, although you can’t really notice it on the podcast!  Having a good quality podcast voice recorder saved the day!)

Rhi is from the Queensland Department of Transport and Main Roads.  As one of many agencies that are part of the Queensland Government, TMR are going through a cultural renewal program which involves all 6500 employees.  One of the ideas that Rhi turned into action was driving the adoption, launch and engagement of a Yammer network across the organisation.

In this episode of The Yaminade, Rhi talks about the broader transition the organisation is going through, how she turned her idea to adopt Yammer into action, and some of the successes (and challenges) she and her Yammer Champions have seen over the past 6-12 months.

Links we discussed during The Yaminade this week…

Remember… the Yaminade is in it’s infancy – I haven’t got to the funky podcast opening and closing music yet so please enjoy The Yaminade in it’s rawest form!

Finally, if you like the podcast please support it’s development… there are a number of things you can do:

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Transcript from Episode 2 of The Yaminade

Paul: Welcome to The Yaminade, Rhiannan Howell from The Department of Transport and Main Roads in Queensland, Australia.

Rhiannan: Hi Paul

Paul: How you doing? [laughs]

Rhiannan: Really good, thanks!

Paul: Awkward start! We’re basically running our own responsive coffee between myself and Rhiannan. For those of you who don’t know what responsive coffee is, I’ll put a link into the show notes about it. I guess it’s a driving force within the Yammer community. If you want to meet other people who are facing similar challenges to you or looking to explore how to use Yammer or Enterprise social within their organisations, then get onto your local responsive coffee. So enough about that, Rhiannan let’s learn a little bit more about The Department of Transport and Main Roads (TMR) and what your organisation is trying to achieve.

Rhiannan: Sure. Transport and Main Roads is based in Queensland, Brisbane, that’s our central Head Office. We’ve got about 6500 staff in about 80 work locations across the state: some really big offices, some really small offices and we manage about 60 customer service centres where people can go and renew their rego and licencing for cars.

Paul: Basically like the Department of Motor Vehicles in the US but you’ve also got responsibility for main roads and highways in the state as well. You’ve kicked off this Yammer journey over the past twelve months. It’s aligned to us a really strong strategic initiative within the government. Talk to us a little bit more about that program and some of your goals and how they align with using Yammer at the moment.

Rhiannan: The Queensland Government is moving towards being the most responsive public service in the nation. So to do that the government has acknowledged that there needs to be a significant shift from the old bureaucratic commander control into a more network-type arrangement. TMR is really embracing that by aligning Yammer as a way of putting ideas into action, so really being a big strategic driver of our innovation agenda, which is probably one of the leading agendas in Queensland Public Service.

Paul: Before we get into Yammer, what are the things that are happening around the social network and what kind of activities are the organisation putting in place? From a leadership point of view, what’s the messaging coming from the workforce and then let’s dive into the Yammer thing itself.

Rhiannan: I undertook a bit of a social experiment. I work in a small area called Strategy Renewal, we’re leading innovation and workforce renewal, so really looking at what our leaders need to equip them to lead our people into the future. For us, it was about shaking up a very aged old, long-tenured service and disrupting what they’re trying to do. It’s about removing some controls and empowering people to try new things. For us, Yammer has been a key part of that process.

Paul: So being a public service government agency, a lot of your workforce had been there for a very long time and are used to doing things in a certain way. I think you mentioned you have people in the workforce that have worked there for 40 years and on top of that, so they’ve spent their entire career within the one organisation, they’ve seen everything. As for the Yammer network, give us some stats first, because we all love stats, how many people do you have on the network?

Rhiannan: We’ve got 3429 people when I last checked about 20 minutes ago. That’s about 54% of our workforce. I think we’ll get to 4000 and I don’t think we’ll get many more than that.

Paul: Why’s that?

Rhiannan: Just because of the type of work that some people do. Some of them don’t use computers. Some of them don’t have smart devices, particularly some of our workers in the older generation. We don’t push it, it’s not a compliance activity for us, it’s about giving people access to the tools and allowing them to opt-in to the process.

Paul: What strategies did you put in place to get past that 50% watermark of having the organisation in the network?

Rhiannan: We had a specific strategy around opting-in. We really didn’t want it to be bare. The Director General said “thou shalt join” so people joined. To get people on board, we used a face-to-face opportunity we were running across the state in a series of leadership roadshows where our leaders were going out and talking to people. We used it as an opportunity to soft-launch Yammer. We weaved it into our innovation key messages and said “there’s a platform here we’ve made available, give it a go, jump on board and tell us what your ideas are”. It’s particularly important for people who thought they were too buried in the hierarchy to get their ideas heard. That was really our linchpin in launching and that was in February this year.

Paul: So you position it as a tool to capture ideas and align with this roadshow. What happened after that, did you see a huge explosion in uptake after these events or was it sustained over time?

Rhiannan: Probably in the first six weeks it was explosive and then as everyone experiences, there was a degree of slowdown, but we have around 10-15 people joining every day and that’s been pretty constant for the last month.

Paul: Your launch event for your community on Yammer was this leadership roadshow where you have executives encouraging people to test it out, which is great.. Once you’ve got people in the network, what activities do you use to drive engagement, to make sure it’s sticking and going to be integrated into business processes?

Rhiannan: It wasn’t about the number of people joining the network so we created a series of micro-challenges which align to our Public Service Values. We’re trying to embed through Grow Not Show strategy.

Paul: A clear alignment to core values and aspired cultural values in the organisation.

Rhiannan: That gave people something to do when they got there. We also encouraged people to create their own groups and we encourage them to make them cross-functional, so it wasn’t about “my branch is doing this or my location is doing that”, it was about connecting people from across the state.

Paul: I should just jump on something there and it’s a question we get all the time, what’s the strategy across groups, shall we have a hierarchy of groups or taxonomy of what groups are put into a network or do we let anyone create a group? It sounds like you said let anyone create a group if you need a group, just try to include as many people as you can

Rhiannan: And to relate groups to each other so they can be linked and people can then follow a theme and jump on board for other groups. We’ve gone out with the strategy of making everything public as much as you can. That would be my advice to anyone. The whole intent of Yammer for us is about transparency and connecting people who can’t traditionally be connected, so I would encourage as many groups to be public as I can.

Paul: Metrics are always good, how many networks do you think you’ve got in your group?

Rhiannan: 215

Paul: Do you have any plans around governance? People see that and think “there’s 215 groups, how are you going to manage that?” or are you just going to let it be organic?

Rhiannan: Definitely let it be organic. My community management role is 5-10% of my day job. The idea of us using Yammer to really disrupt the culture in TMR is about everything in TMR you need approval for or there’s a form you need to fill out and someone needs to sign something off, so Yammer is about totally disrupting that.

Paul: A breathe of fresh air! [laughs]

Rhiannan: Totally!

Paul: Apart from yourself, 5-10% of your role, so let’s be generous and say that’s 8-10 hours a week, maybe on your lunch break, is there anyone else inside your organisation who is formally tasked with managing this? Or have you built an informal network of people to do the heavy lifting for you?

Rhiannan: I’ve built an informal network and that’s from people who have an appetite and a real desire to embed Yammer as a business tool within their teams.

Paul: How did you find those people? Did they just come out of the woodwork?

Rhiannan: There’s no volunteer process, so it was about me observing the staff and having a look at the people who were getting on board and tagging people in posts, and showing a keen desire

Paul: So it’s data-driven response to building your team of Change Champions, people who are active in the network and who are starting to show those behaviours and have jumped on board with them

Rhiannan: This spread all over state. The Customer Service Centre Manager in Mount Isa was my first Yammer Champion.

Paul: To put that into context, Mount Isa is as far away as you can go where there’s civilisation in Brisbane!

Rhiannan: It’s a mining town of about 10,000 people and it’s completely different to Brissie.

Paul: It’s a different world! Out of those Change Champions who are just doing it because they want to, are there any behaviours of attributes that people could look for? So if they don’t have a network but are trying to set one up….

Rhiannan: We’re looking for Yammer to embed our values within the organisation, so I was looking for people who were demonstrating putting customers first, being courageous, unleash your potential, empowering people and really focusing on those attributes that I was looking for, but also people who were coming to me and asking me questions “how do I do this? How do I set up this group? I have this problem in my team, how can Yammer help me?” “hey I’ve got this informal network, you don’t get anything extra for it except my gratitude”

Paul: And that’s worth a lot

Rhiannan: and I haven’t had one say no so I’ve got about ten people in my network.

Paul: Very good. So we’ve talked about the good things. Let’s talk about the harder things, the more challenging things, the pull-your-hair-out type things. For me, it’s middle managers. It’s this layer of an organisation where it’s really difficult to get traction. They have had their own control over the communication process for so long and now they’re losing this. Do you have any middle managers who are on board with this or is this a gap you see?

Rhiannan: It’s definitely the gap I see in my network. On a handful of occasions I’ve had people tell me that they are going to leave the network because their Manager isn’t happy or he’s trying to censor what they’re trying to say on Yammer. We got a really good buy-in from the top and grassroots, but it’s the people in the middle we’re struggling in it.

Paul: Have you seen any examples of success where one of those Middle Managers has got on board and wants to share the success with the team?

Rhiannan: We’ve got a strategic policy area which will look after 30 year long-term vision strategies for The Transport Network. Their management group has really got on board about it being an opportunity for them to have a voice in the organisation. They’re hosting the Yam Jam next Friday. It’ll be the first non-strategy and renewal type Yam Jam that’s happening in the business and it’s around the Queensland Plan.

Paul: The context of the Queensland Plan is basically a vision for the next twenty to thirty years for the state of Queensland and how government agencies like the Department for Transport and Main Roads respond do this.

Rhiannan: Absolutely.

Paul: I’ve been watching all the adverts so I’m an informed constituent. Another thing is that none of your offices have Wi-Fi?

Rhiannan: I think one office has Wi-Fi!

Paul: So when I say a lot, all of them! That’s an interesting thing to think about. If you’re using Yammer and encouraging people to use it on their devices, but if you want that kind of engagement within the office, you can’t have those opportunities where you can engage and go down to the shop or another office, it’s hard to get that connection between the individual and the end point.

Rhiannan: I have no doubt that if we had Wi-Fi we’d see engagement increasing. I think it’s on the long-term roadmap. Right now we’ve got a lot of facilities that we’re moving out of, so it makes sense for them to consolidate the accommodation strategy before we go down that path.

Paul: Exactly. I love hearing the success stories of people using Yammer, and how Yammer has changed their organisation. Do you have a Yam Win that you’ve seen in the last six to twelve months that absolutely summarises why TMR is doing that, that lighthouse story?

Rhiannan: To pick one example is hard, there’s a few I can think of –

Paul: You can choose more than one

Rhiannan: – that have really reinforced it for me. As I said, Yammer has been part of our innovation agenda. We work on this theory that we need to stop the air sandwich. So previously in TMR we’ve had strategy developed with no execution in mind and vice versa, so you have a really good strategy but terrible execution, or really good execution with terrible strategy. So we’re trying to reduce the gap and use Yammer as a way of sourcing input from the department on really key pieces of work, like our innovation strategy which was our first Yam Jam we had 180 bits of input within an hour which really –

Paul: That’s sensational! How long would that take to get that kind of engagement from your workforce in the past?

Rhiannan: We did in April, so I think we’d still be going

Paul: You’d only be halfway there [laughs]

Rhiannan: If that! Have those ideas turned into action? It’s really easy to collect information but have we seen that translated into real business outcomes?

Rhiannan: Absolutely. On that example, the innovation strategy sourced our ideas, went back to the community that provided the input and rescoped some part of that strategy so that was a key bit for us and now the team in my area that focuses on innovation is looking at the strategy, so they’re building innovation capability frameworks, they’re looking at R&D spend and how we can better utilise that, so they have a pipeline that they’re working their way through.

Paul: Brilliant. What’s the most surprising thing that’s happened that you thought would never happen??

Rhiannan: A couple of weeks ago our corporate area ran a Leadership and Diversity event in the cube, which is a fantastic facility.

Paul: I’ll put a link down in the show notes. It’s down at the Queensland Technology, the perfect place to put ideas out there and start thinking about stuff.

Rhiannan: We had a panel event where we invited some key speakers to talk about not just women in leadership but diversity in general. Following on from that, it was the first time we streamed something to our officers so it wasn’t a Brisbane-central issue. We followed up with a post on Yammer by TMR and we’ve had 80 posts about recognising women in leadership, really good examples of leadership and that’s just conversations that haven’t happened before.

Paul: It’s purely because you had an event which is realistically localised by geography. If you’re within 100km of Brisbane, you could get to it and you’ve never had that opportunity to share it with people before. Brilliant. I love stories like that which allow people to be discovered and working out loud on a network like Yammer. The content and connections are there and you’re not hiding it from anyone. If people want to jump on it they can. A nice way to wrap this up is that a lot of people are in your shoes, but they’re right at the start of the journey. What things would you have done to make things easier? What would you have done differently, potentially, that would bring you greater success? What do you wish you knew six to twelve months ago?

Rhiannan: I guess what I talked about earlier was that Yammer for us was an ideas we put into action within 5 days. So we went from it being an idea in the back of my brain to being a network in five days. If I had my time again, I’d have an extra five days to think about how we’re engaging people and what we do when we get them there. With the micro-challenges, we incorporated them almost at the eleventh hour, so there’s some really due consideration around that. We’ve got heaps of great ideas but it’s about connecting into the pipeline so we can demonstrate that this isn’t somewhere you put your ideas into it and it goes into a black hole, it’s about driving efforts and we’re developing a process called Idea Jam, but we can talk about that another night.

Paul: Idea Jam? Sounds like a whole other episode, that’s great!

Rhiannan: Secondly, really establishing some kind of formal Yammer Champion network which I could incorporate – community management into people’s jobs. If I go on leave, which I haven’t since we’ve had Yammer, we would potentially have a problem.

Paul: everything would fall apart.

Rhiannan: So I’d formalise that so I would have more support.

Paul: You’d put some process in place to ensure that whoever’s there, there is some formal process to keep things are on track.

Rhiannan: And for discovery of information too, if we have an RTI (Right for Information request), people can access the data

Paul: One more?

Rhiannan: It probably goes back to the start. I probably didn’t have a grasp on the functionality, so I was figuring out how to do praise from the start, and I think that having gone through certification like community management certification that’s offered through Yammer, that would have been good.

Paul: Some awareness with what’s possible with the tools. Thank you so much for sharing your story with us and the rest of the Yaminade community. I think that story is quite powerful: you have a large, diverse organisation with geographical spread, an ageing workforce and a Gen-Y workforce in the same time working together to get great outcomes and it’s really aligned to the cultural renewal that the organisation is going through and it’s an example of how enterprise-social tools can really drive business outcomes. Thank you, Rhiannan!

Rhiannan: Any time, Paul!