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Okay. Welcome, everyone, and thanks for joining Daggerwing Group. How incredible columns can build a culture of Employee led innovation Webinar. I’m Tony Harris. I’m a managing consultant during London. I’ll be your host today. Before we begin, I just want to cover a few things in terms of questions as well and some of the ideas that arise. Please do take them into the box bottom of your screen.
00:00:31:19 – 00:01:06:20
We’ll cover that many as possible and also follow up calls about. So we have four things on this slide. We have the Facebook Lite button, PlayStation, Gmail, and the Post-it notes. Now, you wouldn’t know it, but legal have one thing in common and that is employee led information. So hopefully you are here today because you want to learn how you as a professional can have this type of impact on your organization by driving the employee led innovation.
00:01:06:22 – 00:01:41:02
So we will take you through some of our own examples of doing so. But please bear in mind, as we do, we do need to take some clients confidentiality and that’s what we kind of always do. I go to these, so before we dive in, I just want to introduce my colleagues, Paul Teton and Mary, Adult Paul is a senior principal here at Dr. Wing Group and his organizational psychologist who has been engaged in business consultancy since 1997, specializing in organization, alignment, culture and behavior change.
00:01:41:04 – 00:02:19:11
And I’m also joined by her daughter. Maria is an associate principal at Dr. Wayne London. She’s an organizational psychologist with over 12 years of experience in organizational research, culture transformation and strategic communication. And we are all part of documentary, which is only co-owns change consultancy. That’s where we accelerate growth by changing customer and employee behaviors. Cloud We’ve helped numerous leading organizations effectively innovate through their employees base and navigate through change, whether that be helping a pharmaceutical company.
00:02:19:17 – 00:02:49:01
2000 innovative ideas employees in the crowdsourcing events, or helping a food and beverage company achieve a 94% adoption rate on a newly implemented internal communications platform. We’ve seen many different ways to do it. So as of today, you’re going to walk away with, first of all, an understanding of the fundamental role the Commons play in facilitating undeniably innovative.
00:02:49:03 – 00:03:17:11
So I think we’re going sort of the three ways the companies can drive employee that innovation. And finally, some practical do’s and don’ts to support you on your journey. So without further ado, let’s get into it all over to you. Thanks, John. Hi, everyone, and thanks for joining us today. But before we get into the high, I’d like to start with why employee led innovation is a good idea.
00:03:17:13 – 00:03:50:20
Simply put, in a rapidly changing world. Innovation is crucial to state and federal employee innovations. I want to be your most valuable asset. Just look at the example that John pointed out a couple of minutes ago. So why is that? Why has innovation become so crucial and therefore become an important area to engage with employees in? A were disruption until the nineties, when the term was coined by Harvard’s Harvard Business School disruption was something to be avoided at all costs.
00:03:50:22 – 00:04:15:11
An innovation was tightly controlled by the R&D unit. No disruption is seen as a good thing. So by approach it’s all gone fast. Innovation is king in the volatile, uncertain, complex and ambiguous environment in which we all operate. For instance, we’ve been working with a large pharma company is dealing with declining business results and internal and external pressures.
00:04:15:13 – 00:04:54:12
We help them to focus their culture strategy and coined the term disrupt and delight, and that was really the ground. The organization created an internal call list for innovation and agility and high performance. But some organizations may find disruption isn’t as easy as it science and it’s important to bear in mind that disruption doesn’t mean chaos. We borrow a phrase from sport where the competitive edge niceties like that is more about marginal gains, small but constant and impactful changes that keep giving your organization a competitive edge.
00:04:54:14 – 00:05:29:17
And the innovations we are talking about could be to improve a customer experience through product and service development, to enhance employee experience, or to build a more agile organization. The rush to innovate is really driven by something we find ourselves saying every day that change will never be as slow again as it is today. Other organizations ability to be agile and innovative in the face of change can mean the difference between growth, a Netflix and a Lego.
00:05:29:19 – 00:06:07:11
And they’re a good out of orders or a blockbuster. That’s cool. And with these big messes made by some of the companies you’ve mentioned, organizations are really realizing more and more that they have a great untapped resource of ideas, solutions and innovation right there in Playbook. So a perfect example of this is when we’re working with a global food and beverage company and we were to crowdsource ideas from all over the nation, the finalists, and pitch their ideas to the executive leadership team.
00:06:07:11 – 00:06:54:13
And it resulted in new ideas and development and go market movements. So we also have that same company communicate with their employees. What they mean by that is drive innovation. So that strategy is clearly what innovation looks like for the company. And think about the patience of employees around the different business unit. And what’s important is not about paying R&D for them, but it’s about recognizing that your employees, the ones who sit closest to the biggest problems to the company, they sit in places to the customer’s needs, who are the ones who are needed to be devices.
00:06:54:15 – 00:07:28:16
They’re the ones with the intel needed to innovate in the right direction and help us to do it in the right way. But what we’re seeing is that we knowledge is that it’s not easy to tap into. And the challenge is big, and many organizations determine how or where to solve that. So that brings us to you. We think that internal comms is a unique opportunity when it comes to enabling innovation and helping employees ideas become reality.
00:07:28:18 – 00:07:58:23
Today, we’re going to talk through three ways that we think you can drive on employee led innovations in your organizations. So starting with our first priority, fostering a fearless culture. And this is all about changing mindsets and behaviors. People need to feel safe when they put forward ideas. They shouldn’t fear, ridicule, repercussions or judgment. People need space and the freedom to be curious and experiment without the fear of failure.
00:07:59:00 – 00:08:26:10
Plus, employees like being able to be innovative. The 2019 Fortune 100 best companies to work for Survey find that when managers create a safe environment to express ideas and make suggestions that employees were 31 times more likely to think their workplaces innovative to safety is an important environmental condition for innovation, because by nature, some in a business will succeed, but many more will fail.
00:08:26:12 – 00:08:58:04
And I’m sorry to use a Google example, but it is a very good one that builds a culture of innovation around the four corners of mission, transparency, voice and space. And they’ve been a leader in encouraging employees with innovation. Perhaps the most visions of Google’s employee innovation initiatives is is 20% time policy. This comes at the loudest voice to dedicate 20% of their working on the project they think will most benefit Google.
00:08:58:06 – 00:09:32:16
Some of the projects to come out of that initiative include Gmail. Sony mentions at the start Google Maps, AdSense and Google News. So similarly, a global sporting apparel brand that we work with, it’s about innovation and decision making frameworks to help employees in making up about their ideas to the story that was developed by internal communications. What to take risks by working with the team the company built.
00:09:32:16 – 00:10:05:17
The framework helps employees to kind of risk taking that they were seeking, and that was bold and creative, ingenious. So the language used in the story very clearly defined what it’s like. Innovation and risk can be broadly interpreted. So making it clear enables and empowers you only without damaging that creativity. Key to fostering the Australian culture that is required is a phrase that’s called psychological safety.
00:10:05:19 – 00:10:49:03
It’s become a bit of a psych game, but it’s what we’re talking about here. So employees still need to feel like they’re safe and that the organization supports them in their creative and effective thinking and behaviors. And they also need to know that the potential of failure is not viewed as exclusively negative. It’s part of the process of innovation, and it’s a great opportunity to their first message to fostering a that culture and that helps to engage one of our most ancient resistance sequences, which is part of the brain that helps us to seek and to share information.
00:10:49:05 – 00:11:23:06
So when this innate human need is that we feel motivated and engaged in our work. Thanks to Maria, a changing of culture is it’s obviously complex, but if you’re clear about what your what you’re working towards, why and how you’re going to get there, it’s a process that is hugely beneficial for your organization. The change is always going to be gradual and the communication really needs to be relentlessly reinforcing and celebratory of the desired behaviors you’re looking for.
00:11:23:08 – 00:11:53:24
So here’s an example of a project we worked on with Hewlett Packard Enterprises following its split from Hewlett Packard back in 2010 day and HP were essentially recreating itself and knew it needed to reinvigorate the culture. So the employees need to co-create that new culture through top executive interviews with 90 leaders and focus groups so across the world.
00:11:54:01 – 00:12:31:22
And they find their own culture and what it meant and they change the culture platform, life inside the elements, which really became an extension of that brand, and also about how they talk about their culture internally. They had three clear colors that centered on innovation. So to partner, to innovate and to act, which is wrapping around innovation, the need to partner, to collaborate and see the importance of that in coming up and executing those ideas and solutions and also to act.
00:12:32:00 – 00:13:08:10
So that was the impetus for some of these ideas and solutions in place to follow through and put them into action. And so therefore they embedded the new culture by really defining and embedding the behaviors that they were looking for. So HP, a great example of how a company completely transformed that culture. And then only 18 months. So next, let’s talk about our second way of driving in play, that innovation which was putting in place the channels and means to innovate by building a system of innovation.
00:13:08:12 – 00:13:42:13
What do we mean by this and what’s the role of internal comms that role of internal calls here, we think, is to enable drive ideation. And by really building in and facilitating the formal and informal means, the structures and the channels to innovate within the organization, really creating opportunities and vehicles to share ideas and or to solve problems, meaning it’s all well and good that you want people to innovate and share how they would work differently.
00:13:42:13 – 00:14:06:04
But but how do you actually gather their ideas? How do you ensure that when an employee has a paradigm shift, the idea that they have somewhere with someone to take it to, if you have a problem that somebody else could solve, how do you make that connection? And I see I see a telecom should play a role, a central role in that.
00:14:06:06 – 00:14:38:03
And something we supported in our work was with Novartis and Johnny. Can you tell us a little bit about that? A couple Yeah. So I mean, it was very impressive. So Novartis engaged an organization called Spirit who has an innovation platform that companies can use to crowdsource ideas from their employees. And there’s loads of different ways this would be done from company Y events to more of a business as usual suggestion for them.
00:14:38:05 – 00:15:11:03
So we worked with the internal comms team that was responsible for communicating their own crowdsourcing impact. And what happened was the organization was such a question when I ran to imagine themselves a few years and now, but again, a more inspired, collaborative and engaged culture. And they have to say what happened to actually make that shift. So the idea being that this would result in a wealth of suggestions for innovative initiatives across the organization, Any employee could suggest an idea.
00:15:11:05 – 00:15:41:21
And it was thousands of suggestions across multiple languages, as you see from the screen. So what made this event such a success? So was that for ideas to rise to the top of address through different rounds of ideation, they needed engagement and this meant comments likes from their peers. So colleagues from all over the world would comment on the ideas they liked the best votes on them and ultimately helped to shape and develop these ideas further.
00:15:41:23 – 00:16:13:08
And what we got was engagement on a massive scale. So we had thousands of ideas, tens of thousands of comments, hundreds of thousands of posts. The final list of cultural initiatives that the bosses would put in place. Now, comms was integral to this and some of the ways in which they made it a success were using the actual to the technology to bring the culture change to even hard to reach employees.
00:16:13:10 – 00:17:07:12
Like, for example, those in the manufacturing jobs campaign had to include those involved, whether that’s based with access to the Internet. So that might include bringing terminals to the employee, making sure we’re using physical environmental tactics such as posters, and making sure that the tool being used, which was not about right. Secondly, it was about engaging a company wide network employees supported by telecoms to drive adoption engagement across the different territories within the organization and finally, through using creative tactics, British business, we would use infographics, videos, leader guides, physical placements, how to guides and even response in an area where there was a some of the pop up restaurant closes so people could see the
00:17:07:13 – 00:17:40:11
information everywhere. Now visual to build awareness and knowledge as to how as to how the process works. So if internal comms drivers events, they were closest to the employees taking part and were able to respond to and act on feedback quickly, but being the link to the employee, the C-suite and all sorts of other stakeholders. And so comms really were the glue that held this project together and achieved something very special.
00:17:40:13 – 00:18:21:16
And that’s all going to well, we realize that not everyone has the access to the resources and the platforms that the artist does. But the good news is that you don’t need to have a separate platform, for instance, to create discussion and awareness of their rebound mission and vision. First run an innovation job, a global online crowdsourcing activity on their internal social channel with the aim of of really encouraging creativity across the company and culture employees to generate ideas that would make for an even greater place to work.
00:18:21:18 – 00:18:52:14
And ICI also played a further key association role by signing a buddy from their team to have a member of the executive board to help them adopt the tools of participation that contribute to the exercise. Yeah, exactly. So the principles still apply when you’re using your own existing platform and that Segways nicely into our third and the last point takeaway, which is communicators as the connectors and customers.
00:18:52:16 – 00:19:17:12
That’s really and as we know, most organizations, organizations now use internal social platforms. So your your workplaces, your Yammer to really drive the conversation inside the organization. And they are typically owned by internal comms, but they need to be managed and they need to be driven in order to be valuable and effective. And that doesn’t happen by itself.
00:19:17:12 – 00:19:45:22
It doesn’t happen with resource and I remember, but I’ll use another Phillips example. If you remember back to sort of 2010, 2011 at the start of the big boom of enterprise social media, but that was taking hold and in working with Philips again, who were they were early adopters of this and they were soon after described as the of source of internal social media.
00:19:45:24 – 00:20:15:16
But at this point we were working on a business case to extend their license on their social cost platform beyond its initial pilot phase was a proof of concept that would allow them to disband and do this for for real. And a part of the business case was with the small business problems and to really drive innovation. So I was getting that really a few thousand people using the tool in a sort of relatively focused way.
00:20:15:18 – 00:20:48:10
And but a young man called Dennis Lucy was a community manager of the tool. He was on a personal mission to kill evil, and he needed to grow the usage of this of the social media tools and really prove this as business usefulness. So we set up by connecting people, sharing stories, and really building communities, including the community, the innovation of Philips community.
00:20:48:12 – 00:21:25:03
And I set about really solving problems through his tireless efforts. He got the usage up to over 80,000 users plus It’s a massive percentage of the business, but one of the most persuasive parts of that case really was innovation from the employee. There’s loads and loads of examples of new ideas that have been developed, so the problems have been fixed much quicker than usual, but one really stuck in my mind where they were.
00:21:25:05 – 00:22:08:10
They were trying to develop a new technical innovation and one of their lighting products. And I’ve been working, I’ve been working on it previously for over a month. And when Dennis got hold of it and put it out to the community and started and started working on it, it was sold within within 24 hours. So the massive the massive increase in speed innovation was, was one of the key pillars where he sold the so the tool to go on stretch and there was only because of Dennis’s incessant connector role and activity and active in the community supporting leaders and using the tool energizing people around various channels that the tool really took hold.
00:22:08:10 – 00:22:39:07
Angry, angry and very. And another example of communicators using to being the customers. This is a fintech firm that we have been working with, and they used the African things, the brand and the natural human inclination there is to share information and performance, social interaction and what I love about this is that they have several hundred social professionals and so on and on.
00:22:39:09 – 00:23:15:13
There was a concern and the permission and the autonomy to reach out to their own networks with their company stories, to really champion that culture. And that culture changes. So this all goes back to internal calls playing a key role in bringing different parts of the organization together, being the glue, if you like, being an integrated car and driving one ground out of one corporate story, one consistent voice and channels across all internal audiences and sometimes external audiences.
00:23:15:15 – 00:23:58:17
But fostering innovation and employees, it’s really by harnessing their views, ensuring their voice is heard in the conversation and dialog between traditionally more siloed groups that really should be working together. But we’ve got out of the way of it. And internal hubs can also play a role in ensuring that that innovative thinking of behavior. There’s examples that the companies are celebrated and reinforced in the form of stories and examples, so we could summarize the internal communications that you place to tap into this immense idea generating creative capability of employees.
00:23:58:19 – 00:24:42:06
However, this capability is hugely underutilized and massively under-resourced. In a survey of our first and last year, all of the challenges faced by leaders, they actually said that they were worried about lack of creativity, talent, so talented there, but it’s currently latent and that’s where internal communications have been changing the So internal communications have this whole organization range, which does make it tough in place to drive a culture that shift away from top down innovation or innovation that is bringing within a specific department.
00:24:42:08 – 00:25:11:02
And like Jonny mentioned in the Novartis example, it really can be the glue that holds together the shift in innovation, working alongside PGA marketing employee C-suite, and how to also gain a seat at the table. Okay. Thank you, Maria. So those were some useful approaches that you can start implementing in your organization. Smart How We have years of experience of doing the same.
00:25:11:04 – 00:25:39:04
We’ve seen what works and we’ve also seen some of the tracks that people can fall into. So what I’d like us to do now is to share some of those learning with some quick do’s and don’ts. I also don’t at times go into all of these in great detail. The kind of questions Anonymous go. You can also contact us after the event and we can be more than happy to talk in more detail.
00:25:39:06 – 00:26:06:07
So let’s start with you with the news. Okay. First one, share stories of successes. If you’re going to use a platform to share ideas or hold innovation events and make sure you implement and celebrate the ideas that come out of them, employers need to know that they have the courage and took the time to come up with ideas and show them that their voices were heard and the rest is acted upon.
00:26:06:09 – 00:26:35:13
And so recognizing and sharing the stories of those who are proactive and passionate about innovation and is a great thing to do, even if their ideas don’t make it to the station stage. And secondly, communicate what it is you want to achieve and why. So change happens best when it’s designed in from the outset, if you set the vision or objectives and then work with employees to figure out how to get there and much more chance of success.
00:26:35:15 – 00:27:05:08
As Jeff Bezos made it clear that Amazon’s objective was to make the best selling product books more connected to technology and communicated this to his employees. And fast forward as the Kindle was bought. Thirdly, use the leadership team to make failure. Okay, so involving the leadership team sharing their own stories where they tried and failed, but often it wasn’t being visible learning opportunities.
00:27:05:10 – 00:27:36:10
So you can point to lots of other and great examples of failure that actually grab access in the long run, such as Post-it notes, bubble wrap or suitable wheelbarrow, that they developed those portable vacuum. So when using innovation as a catalyst for culture change and see the shift to demonstrate new culture, adoption and internal calls can really communicate that new sense of direction and achievement.
00:27:36:12 – 00:28:01:23
Fortney worked with H.R. to create some space, so try and get some time to innovative thinking. And there is already a culture of innovation at the saw time moving into the every day thinking of the organization as well as time to get an idea right. This is something that Nike give all their engineers. They accept that the original concept will be the finished article and give time necessary to develop it further.
00:28:02:00 – 00:28:33:22
And this is why a soft touch is so essentially became the client trainer. So where you can work with H.R. to make this possible and communicate that it’s happening through leadership, sponsorship and examples of success really is a network of champions to using the social networks to spark engagement, fire up communities of interest, really tap into the passion that exists in the organization already, and using digital tools, you can tap into that.
00:28:33:24 – 00:29:01:15
Those existing offline, informal social networks cut to the discussion around important business challenges and do that all over the world. Whenever countries employees are in that, they try to support line managers and help them to promote the culture. Getting leadership to model the desired behavior is one thing that get in line. Mileage results side really helps with the movements of stakeholders every line.
00:29:01:15 – 00:29:31:06
Others will have a different challenge and within a culture of innovation to find out what’s, what’s, what’s the point to them, how to guide their team towards innovative thinking culture, where fabrication planning, creativity is in the informal and internal calls is integral here, helping to buy the stories that can promote good innovation. I Q4 So Maria, if you could share with us some of the.
00:29:31:08 – 00:30:02:00
Thanks, John. First of all, are think too much emphasis on right or wrong. So focus on progress. I was at the session and I have to mention that our ideas that may not be implemented, they’re always part of the process and that’s okay. But manage those expectations about implementation as not every idea will go to market, but gives them the freedom to express themselves and have a lot of fun as well.
00:30:02:02 – 00:30:34:14
Secondly, don’t control creativity. So a cautious approach innovation, work and creativity isn’t about being effective and efficient and extremely possible, but it’s about encouraging divergent ways of thinking for business. So your strategy and self employed and later I want employees have had a chance to embrace the innovation and build their own culture. Then you can narrow focus, loosen the reins and see what happens.
00:30:34:16 – 00:31:06:20
So they don’t use a blanket approach to internal communications. And we saw this in the divorce example as well. So the messaging was pretty developed over in the business and some areas might be hard to reach. So in another company we used employee personas to help steer the internal communications around behavior change. And as well, looking at roles and mentioned, you can identify that there are different personality personas or people at different stages of change.
00:31:06:22 – 00:31:44:07
So for example, we identified that there were certain the example, the skeptical, the unaware and the passionate, and we painted the message accordingly to increase engagement around the idea generation. So we have to also be creative in our delivery medium. So whether they are environmental, digital, physical, to reach huge targets. So if you’re asking for increased creativity and innovation, you’ll call them Duchenne and demonstrate these qualities as well.
00:31:44:09 – 00:32:05:24
Don’t be opaque and no good. So if you’re going to ask for ideas, eventually ask for employees to go above and beyond what they already do. And then you need to show gratitude and also ideas for action. So things that you can do make that knowledge bank accessible to everyone and encourage discussion around this idea in the lines.
00:32:06:05 – 00:32:35:20
And also make sure you celebrate the stories of success and think about what rewards you can give, such as prizes, whether it’s cash incentives or just more informal recognition. And finally, third, at least, should dilute your focus so well, C-suite leadership are important. They shouldn’t dictate what programs need to be solved. You’re asking your front line employees what they think and fail for a good reason.
00:32:35:22 – 00:33:02:17
They’re the ones place the problem and they deal with it in a day to day basis. So ask them for their advice and recommendation. Innovation isn’t just about solutions. It is also about knowing where the problems are is happening. Okay, that was great. Thank you to the both of you for being with us today. So before we get to the questions, do a quick summary of what we have come in today.
00:33:02:19 – 00:33:37:06
So first of all, we talked about the fundamental role to play in facilitating and enabling and the culture and why is it so important to have innovation on your agenda and what’s the three approaches that you intend to communicate is to start implementing today to drive employee led innovation, both with, first of all, fostering a service culture. Secondly, putting in place systems of innovation, and thirdly, engaging communicators as a connected.
00:33:37:08 – 00:34:03:24
And then we’re just going through some practical do’s and don’ts. So we’re going to go to the questions. Now, one of the first ones is very practical. One about if the slides are going to be made accessible afterwards. Answer to that is yes, where we following up in the next day or two by doing the slide. The second one is in our company.
00:34:03:24 – 00:34:39:17
h.R. Typically owns culture and behaviors. How do we have internal comms to deal with that? Yeah, so that’s a great question. On atos as far as culture and behavior, it’s are is the typical demand and we’re aware that ship needs and we see this a lot and and my view on that is that internal calls on h.R. Should work together much more effectively than they do today.
00:34:39:17 – 00:35:07:13
I think the the communication engagement skills all lie in internal calls and the kind of the technical delays or people’s skills like lion or so anything you can do to work together and complement one another is is vitally important. Unfortunately, we have this situation where we work in silos and we compete for for sure for a lot of organizations.
00:35:07:15 – 00:35:35:08
But actually the best thing for our employees is to work together. So I think the best way to do that is to understand the objectives of each are the people that they and how I can use internal to help them be successful and amplify the good work that they’re doing. And so putting the olive branch out and trying to make sure you can work effectively, build bridges, help them do what they’re trying to do.
00:35:35:08 – 00:36:06:09
But there’s a greater goal of getting more ideas or adding more value to the organization as the end goal. I guess really setting collective goals and that sense. And so it’s not an easy thing to do depending on the relationship it is. But the stakeholder management skills and focusing on what’s good for the organization and your employees, I think will that should should win through focus.
00:36:06:11 – 00:36:48:24
Thank you for the next one. How do you make sure that innovation is truly centered around customer needs? Yeah, I can say that also. That’s really important. As we’ve noted and in some ways simple actually, organizationally that’s very difficult. So important is to link as much as possible to the customer through customer, inside your stakeholders, across the organization to make sure that anything and communications design is that inside in mind.
00:36:49:01 – 00:37:26:09
Also, it’s important that all employees should see that linked to the customer regardless of what function they work. And so it doesn’t matter the functions we need to bring one employee to be focused on the customer inside. They’re having initiatives where employees can listen in on customer hold. In a contact center, for example, is really important. We did something recently made by the X Group who were dealing with innovation questions and in this place across the organization Brain and Design.
00:37:26:09 – 00:37:56:00
And what was great is they brought in real customers into a customer panel as part of their workshops and sessions and training sessions and gave all employees some utilization, a chance to ask questions. And it was quite surprising and delightful. And so it’s always important to keep bringing that customer into everything that we do. And I think that started out.
00:37:56:02 – 00:38:28:17
So we decided to solve this and do the same thing. We had a whole customer centricity drive and actually bring in the recordings of calls of customers and using that to really bring examples to life for their for their people. And I know I good or bad, it was an experience for customers and I, they drive us to think a better way to do it.
00:38:28:17 – 00:39:11:17
So I think the customer, it’s hard to argue with the customer, the customer’s feedback. Someone says, I’m connecting everybody to that as the ultimate line of sight and that really is your strategy, etc. That is very important, but quite difficult in an organizations that are so complex and employees are so bombarded. I think working hard to clarify the story on what is the mission and what is the vision of the strategy and what is all that mean for me is a period employee is the front.
00:39:11:23 – 00:39:42:18
I think that’s well worth the effort. But okay, thank you, Paul. So we’ve got a couple more questions which are fairly closely related and also questions I just want to go back. So our enemy, a very similar question to it, and it’s really to do with usage of Yammer and social media and how we go about making tools.
00:39:42:20 – 00:40:14:19
So you missed a bit in the Phenix account about how we get multinationals to to join Yammer and to exchange innovative ideas. And then we also continue to see examples of how you get people using Yammer and other social media. So I think, you know, I think we covered a few examples from Paul earlier, but I mean, so it’s my own topics.
00:40:14:19 – 00:40:32:12
I think if you’re going to use Yammer for an animated but the adoption is really hot. It is. So if you’re going to use something like Yammer, first of all, you need to make sure that you have a dedicated area for it. So you don’t want to get lost in the noise of the rest of the by having it as just a hash tag.
00:40:32:16 – 00:40:57:06
And you need to have an innovation community and innovation forum. You need to drive traffic to the page. So if you are going to communicate with people and there are attachments or messages from leadership, then I would put those for those messages. No attachments on Yammer, don’t include them in the in the email I link to where they are.
00:40:57:06 – 00:41:22:06
So people are actually going to jump all the time. I see examples of other communications on that. That was important. So people feel that, okay, I have to go to them. I need to see what the latest information is. Again, we talked about champions quite a few times, but they get champions involved. You probably find some people who love Yammer one staff to share how best to use it.
00:41:22:08 – 00:41:49:24
We also talked a little bit about making sure we reset the challenge so it might not be that easy to get people to just stop innovating and suggesting ideas. So perhaps you could have a monthly challenge that you want to go out to the Innovation Forum and ask them and ask them what the challenge should be. And if you’re going to do that and it needs to be some kind of follow up.
00:41:49:24 – 00:42:15:19
So there needs to be some sort of reward for involvement, it’s better that communicating how great the team has been or actually putting in place the ideas that are coming out of this community. It really can’t be innovations innovation site. So there’s a look. I’ve got that, if I may. I there’s a couple of things. I think the other the other piece back to my story by Dennis.
00:42:15:21 – 00:42:48:10
So that’s this is hard work. You have to make dedication and resource focused on driving that. If your goal is to drive engagement on it, then you need to focus on that. A plan to do, not specific areas to build it up and kind of not talk about building up momentum. It is a vision momentum thing and it only works, I think if it’s if it’s useful for people, helpful, interesting, relevant, etc..
00:42:48:12 – 00:43:26:14
Well, one example, we saw real success was with was with the one of our a global pharma company and this was in kind of getting a story sharing program, going around their corporate philosophy, their mission vision values. And it was it was it launched their new vision for 2025 a couple of years ago. But giving them something a reason to to to talk and share their thoughts on a global scale.
00:43:26:16 – 00:43:50:24
So I tapped into something that was interesting and useful for them. Again, it gives them a voice, and I don’t know exactly why that was right from them, but but it wasn’t until we got to like 4000 stories on Yammer, almost immediately. So it’s kind of get to find what what is useful and relevant. And that takes a bit of digging.
00:43:51:01 – 00:44:13:15
But once you do, as John said, you turn it into a challenge with giving them reasons to share stories, to something to focus on and kind of find it so that it sets, analyze, it is very helpful. And then building that into your your, your organizational job, making sure that once you’ve got momentum, keep that going. Okay, great.
00:44:13:15 – 00:44:55:12
Thank you. Paul, We have a question or comment from Rachel, who said Saturday that she had an interesting discussion with a leader who she asked the person best practice examples about gentrification of Seattle and Rachel to say he’s worried about sharing such small examples. There’s one other thing. I made a statement. They’re not big, impactful examples. Now, I think for this, I think if we’re quite closely right about fostering that fear, this culture, I think you need to be in a place where you’re promoting examples not to how big or small they are.
00:44:55:14 – 00:45:29:04
What’s what’s a simple, small idea? It’s one person another person might never pull it off and they might think, gosh, about the tedious moments. So I do a bit of work to do with the leadership there. And I think this also gets to one of the key things about social media is that it takes a while to it takes a while it takes a while to get used to using it, particularly the leadership level that maybe I’ll have more to to lose.
00:45:29:04 – 00:45:58:05
So I think it’s important to encourage them and help them and support them and get them started, get them over that hurdle. And it’s better to start with with the kind of little, little things and get them get them comfortable that they can build that up. So be braver as they go if that’s the that’s what’s relevant. But I think it’s really sad that little little things are fine.
00:45:58:07 – 00:46:25:18
Okay, good stuff. I think that’s all of the questions answered. Yeah, some of them. So thank you all for being here. We hope you’re walking away with a lot of valuable information you can use within your organizations. Now, if you want to get in touch, please feel free to reach out to any one of us. Our email listed below.
00:46:25:20 – 00:46:33:16
All that’s left to say is have a great week.