cmo presentation jan2012

8/3/2019 CMO Presentation Jan2012

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Ca pturing the b enefits of c ollab oration in your orga nisationwww.thecmbok.com @thecm bo kAll rights reserve d
http://www.thecmbok.com/http://www.thecmbok.com/


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How d o w e m a ke e volution a p a rt of the soc ia lframework?

3.0The internet of things

GamificationG

Workforce AutomationWirearchy

Online

Dynami

Global shift

FRAMEWO

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Architect Soc ia l Ec osystems to ha nd le ea c h sta g e ofevolution

Govern Soc ia l Ec osystems to c ontinuously sup p ortstra teg ic g oa ls, sc a le and imp rove

Struc ture your orga nisa tion to ma nag e the e c osystemone p lan

Evolve your orga nisa tion to ga in c om p etitive a d vant

through Big Da ta a nd Op en Orga nisa tionAll rights reserved


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The Virtuous Circ le

Continuous ImpKPIs, Analytics, HealListening, SentimentBusiness AnalysisImpact Analysis

Goal SettCultural AsseVisionGoal Mappi

Success MapCollaboration Strategy,Roadmap & PlansFuture State Value CalculationsTechnical and Process RoadmapImplementation Plan

Adoption & Change PlanCommunications PlanSupport Plan

Implementation &ExecutionBrandingCommunicationsTechnical ExecutionSeeding

Governance & OperationsOwnershipSupport StructuresMaintenancePortfolio ManagementChange Management

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FRAMEWORK

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HR

Sales

FinanceCustomer

Partners

Organisation

Stakeholders

Designed with the whole Soc ia l Ec osystem in m ind ...

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...to sup p ort b uild ing strong found a tions

Architect for your scenario

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Where do I start?

There is so much information, how do I findwhat is pertinent to me?

Who should I connect w

What if the expertise locator results in too manyrequests for assistance? What if someone I am notpaid to help requests my time?

What is the value for

What type of post is appropriablog about? Can I question thesuperiors in the hierarchy?

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Cha nge Ma nag em ent Plans...

Make Change StickOngoing Communications and TrainingPlansContinued success measurementLessons Learned ReviewPublish Successes/ Best Practices

Embed into CultureReward and recognize behaviourchangeContinue to update trainingLeadership team to lead by exampleMeasure results

Mobilize the OrganizationProvide training/documentation

Align specific Training by roleProvide guidance, support for CommunityOrganisers/sponsors

Create Short-Term WinsHighlight successful pilot communitiesCommunicate successes

Create Sense of UrgencyWhy This / Why NowStakeholder identificationShow where we are headed (Plan) proven by

Pilot

Build Leadership TeamFormalize leadership team and their role wormigration team

Get the Vision RighCreate WIIFM by role (keyValidate business process cValidate success goals

Communicate for BuLeadership led communicatioCommunications to:

Community OrganizCommunity Member

Communicate WIIFMs, Traindates, process

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3

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...foc used on a p rog ression throug h the Ec osystem

Organisational Interaction

cross-hierarchical collaboration

Operational Interactioncross-functional collaboration

Partner Interactionb2b collaboration

Cuscust

Progression through collaboration zonesachieves synergetic leaps in benefits

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In o ther word s

Build on a strong,unified infrastructure

That supports futurecomplexity

Enabling Networks That wonto suppo

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Growth or evolution expo ses weak found a tions

HR

Sales

Finance

HR

Sales

Finance

Partners

Organisation

CustomStakeholders

Year 1 Year 3Year 2 Year 4

Siloed pla Differing Duplicate

Duplicate Permissio

Stranded cu Unmonitore Negative se

Lack of activeengagement

Security breaches

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What is the process to grant access to collaborationor community creation?

What policy governs collaboration? How do weincorporate this into company culture?

What happens to collaboration assetsleave the company?

What about when the business environmentchanges? How do we restructure our ecosystem?How do we delete and merge areas ofcollaboration?

Who owns such an open system?managed and maintained?

How do we scale to monitor andcollaboration channels? What hastart to shift to video?

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Portfolio Ma nagement & G ove rnanc e Pla ns

Produce BusinessAnalysis Reports

Strategic & Cultural Map

Create the supresourcing ecadence

Customise the MetricsFramework

Determine the entities &algorithms

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3

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Swimlane DiagramsCreate the Ownership Model

RASCI

2 Create the decientities and c

OperationaliseMap the goals to the maturity

model

Correlate Goals / Model toMetrics


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Methodologies

2.

Products &Tools

3.

KnowledgeManagement

4.

Me tric s Tec h Sup p

C ha rte r

Predict ive AdoptionGuide & Plan

Best Prac ticeDatabase

Close Out Memo &Survey

M ethodo logy

Rep ositories (Memo ry) Reference Materials

Proc ess Improvement

Customer HealAlgorithms

CHI Reports

Dashboards

5. Co a c hing / Best Pra c tices / Knowled ge Tra nsfer

1. Portfolio Manageme nt(Definitions, Cadence, Guides, Roles & Resp, Governance )

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In-house sp ec ia lised tools a nd mod els

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Co- 10- 90

20%

Communities

95%

5%

75%

25%

Curren t Sta te20,000+ Collaboration Vehicles

FuAl

Ma nag ed Portfolio200+ Com munities

- Posts- IM- Email- Mailers- Wikis- External

Twitt er Fac ebook

Linked in - Telep resenc e- Phone calls- Online meetings

- Communities- Connections- IM

- IM- Phone ca lls- Telep resenc e- Online meetin- External (FB, et

Posts

IM

Email

Mailers

Wikis

Twitt er

Fac ebook

Linked in

Telep resenc e

Phone ca lls

Online mee tings Forma l strate gicinput/guide fromReview Boa rd

H e r e

i s

w h e r e w e a r e

Collab ora tion Portfo lio

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Community ManagerExpert

Customer

PartnerPortfolio

ManagerRevie w Board

CO LLABORATION M Charters, Ad op tion Prioritisation; supp Ga thering Dashbo

Collaboration anal Use Case modellin

ma nag eme nt plan Imp lementa tion o

terminology(Priority, Lifec yc leetc)

Training & c oa c hi

PORTFOLIO MANAGEMENT Portfo lio Proc esses Information Architecture Strategic Portfolio A d op tion Plan Ba lanc ing Portfolio (Ca teg orising,

Prioritisa tion, Typ ing) Monitoring of hea lth Strategic CM assignme nt & sup p ort

levels Definition of sta nd a rd s (terminolog y

etc)

Imp leme ntation of G overnancesteps (meetings, activities)

REVIEW BOARD Sp onsors of the m ana ge d p ortfolio

initiative Provide the strategic input Com munica te strate gy, priorities Dec ide upo n to ols strate gies Mee t mo nthly as pa rt of the

gove rnanc e o f the p ortfolio

??

?A B

Co llab ora tion Portfolio Ma nagement

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CMO Director

Analytics

PortfolioAnalyst

AnalyticsTeam

Operations

CommunityPortfolioManager

CommunityManager 1

CommunityManager 2

CommunityManager x

ControSystem

ProfessionalDevelopment

Team

MethodolManag

Co llab ora tion Ma nagem ent O ffic e Struc ture

CMO Director

Analytics Operations

CommunityPortfolioManager

CommunityManager 1

CommunityManager 2

CommunityManager x

ContrSystem

ProfessionalDevelopment

Team

MethodoManag

PortfolioAnalyst

AnalyticsTeam

Reports to Strategic Planning

* Sit

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Inform

Disc uss

Execute

Sco ping

Onboarding

Established

Mature

Evolution

Com munities of interest Evolution of top ics

Private groups

Exec Communities Wikiped ia Style Top ic s Orga nisational Content

Program / Project / Workspa c e Prod uc t or Servic e R a nd D File Transfer Rep ository

Resourc e and Sup p ort Leve lling

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Ma turity Mo d el

Viral application toenablediscussionsacross functions

Directory 3.0offers

infrastructure ofexisting networksto the wholeorganisations

Structuring &governing tofocus activity onareas that mostbenefit thebusiness

Enabling ofcollaborativeworkstreams,scaling andleveragingcontent

Corporatelistening: MiningCommunity datato proactivelychange course

Evolution of theIntra-preneur

Access toExternal audience

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Tra in to de p loy

and manageSoc ia lEc osystems ineve ry sta ge ofevolution

Our Offering s

Consult to a ssist

implementationfirms in Pre Sa les,Pilot Planning,CMO & Portfo lioFramework

creation

Partner t

PortfolioDashboarPortfolio ARep orts (goa ls, hea

sentimentc ulture sh

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Tha nk you

Follow up info@thec mb ok.c om

cmo presentation jan2012

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