Perhaps the greatest competency Socialtext has gained over the past three years is fostering adoption of social software. Adoption matters most for IT to have value. It should be obvious that if only a third of a company uses a portal, then the value proposition of that portal is two thirds less than it’s potential. But for social software, value is almost wholy generated by the contributions of the group and imposed adoption is marked for failure. Suw Charman has been working with Socialtext on site at Dresdner Klienwort Wasserstein and has spearheaded the creation of the following practice documentation. I believe this will be a critical contribution for enterprise practices, so do read on…
An Adoption Strategy for Social Software in the Enterprise
Experience has shown that simply installing a wiki or blog (referred to collectively as ‘social software’) and making it available to users is not enough to encourage widespread adoption. Instead, active steps need to be taken to both foster use amongst key members of the community and to provide easily accessible support.
There are two ways to go about encouraging adoption of social software: fostering grassroots behaviours which develop organically from the bottom-up; or via top-down instruction. In general, the former is more desirable, as it will become self-sustaining over time - people become convinced of the tools’ usefulness, demonstrate that to colleagues, and help develop usage in an ad hoc, social way in line with their actual needs.
Top-down instruction may seem more appropriate in some environments, but may not be effective in the long-term as if the team leader stops actively making subordinates use the software, they may naturally give up if they have not become convinced of its usefulness. Bottom-up adoption taps into social incentives for contribution and fosters a culture of working openly that has greater strategic benefits. Inevitably in a successful deployment, top-down and bottom-up align themselves in what Ross Mayfield calls ‘middlespace’.
Fostering grassroots adoption
This approach centres around identifying users who would clearly benefit from the new software, helping them to understand how it could help, and progressing their usage so that they can realise those benefits. These key users should:
- be open to trying new software
- be influential amongst their peers, thus able to help promulgate usage
- have the support of their managers
Users who are potential evangelists should be identified at every level of management, not just amongst the higher echelons, or amongst the workforce.
1. Identify key user groups
The first step is to identify which potential user groups within the company could most benefit from using social software.
- What needs do these people share?
- What are their day-to-day aims?
- What projects are they working on together?
- What information flows between them, and how?
2. Identify and understand key users
Once you have identified key user groups, you need to know which users within that group are both influential and likely to be enthusiastic. Then consider how social software fits in to the context of their job, their daily working processes and the wider context of their group’s goals.
- What specific problems does social software solve?
- What are the benefits for this person?
- How can the software be simply integrated into their existing working processes?
- How does social software lower their work load, or the cognitive load associated with doing specific tasks?
Ideally, key users will be ‘supernodes’ - highly connected, in contact with a lot of people on a daily basis, and heavily involved with the function of their department and the transfer of information
within the group and between groups. This may not be the group executive, but could well be his PA or a direct report. Frequently, people’s supernode status is not reflected by official hierarchy.
3. Convert key users into evangelists
Training in the form of short informal sessions (face-to-face or online) and ongoing on-demand support are the basics for encouraging adoption. Too much training or too formal a setting will put users off, and is usually unnecessary.
More important is that the information gathered in steps 1 and 2 are communicated to key users. They need to understand:
- What their own needs are
- How those needs are going to be met by the software
- What the benefits are of using the software
- How they can integrate that software into their daily routines
This requires face-to-face, personalised sessions which can’t happen unless steps 1 and 2 are successfully completed. The aim is to convert key users into evangelists who can then help spread usage through their own team, encouraging the people they work with to take the training and use the tool themselves.
4. Turn evangelists into trainers
Evangelists may find that it is in their own interests, having adopted the social software, to encourage their colleagues to also become competent with it. A minority of evangelists (and it only needs to be a minority), will also find it in their own interests to train their colleagues themselves.
These evangelists should be trained further and given the support and materials they need to become trainers themselves.
The advantages of having evangelist-trainers are immense:
- They understand the day-to-day needs and working processes of their colleagues far better than an external trainer can
- They can communicate with their colleagues more easily, in the same language
- They have the opportunity to provide effective training on a far more informal, ad hoc basis
- Given enough support themselves, they can then support their immediate colleagues
5. Support bottom-up adoption and emergent behaviours
Training and support should not be limited to named groups, and should be made available to all users. ‘Volunteers’, especially, should be encouraged. The most influential people in a wiki or blog community are not those with official status but those who engage most enthusiastically. For example, wikipedia has about 90,000 registered
users who have edited at least 10 times since they joined, but the majority of work is done by about 5% (4500) of these users. (Stats approx. for Nov 05.)
If people start to use social software in an unexpected, innovative, or informal manner, this should also be encouraged. If a user begins by putting their team’s coffee rota on the wiki, for
example, this will help them understand how the wiki works and what benefits it brings.
As well as supporting bottom-up adoption, it is beneficial for there to be top-down support, but that support has to be based on openness and transparency. Managers and team leaders must trust their staff to use the tools correctly, but they must also be forgiving if mistakes are made. There is always a learning curve associated with any
new software, and some people find social software daunting because they are scared of what they perceive as a high risk of public humiliation.
Managers and team leaders should:
1. Lead by example
By using the tool themselves for team- and department-wide projects, managers can encourage their colleagues to also use social software. By being active, showing subordinates how the new tools can be used, and demonstrating the benefits, manages can play a valuable role in fostering adoption.
In the software industry, this is known as ‘eating your own dogfood’, and it is essential in order to build trust, interest and understanding.
2. Lead by mandate
If the manager makes clear that this new tool is to be used for a specific process or task, it can help foster adoption and encourage reluctant users to learn how to use the tools. For example, managers
can mandate that all meetings be documented on a wiki, with agendas written through collaboration and minutes being published as soon as the meeting is over, or that monthly/weekly update reports be made on a blog or a wiki instead of in a Word document or by email.
Key to leading by mandate, however, is that the manager must also lead by example. If one of his team puts a document on the wiki, but the manager comments on it by email, that gives conflicting signals to the team. Managers must be clear about which tool they expect people to use, and must use that tool themselves.
3. Lead by reminding
Managers can also increase usage by reminding colleagues to use new technology instead of old, e.g. when a colleague emails with a document
to be proof-read, the manager can reply with a request to put it on the wiki.
4. Ensure there is adequate support
Managers must accept that their staff may require support, and they must be willing to allow staff to take time out to do training. They
must also ensure that they have access to ad hoc support, so that problem can be solved quickly - it is important that there is someone tasked with ‘hand holding’ through the initial adoption period.
5. Ensure personal and business benefits reflect each other
Management plays a key role identifying and communicating the business benefits of social software adoption. When users understand these benefits (e.g. reducing email volume, speeding up projects, improving productivity, encouraging innovation), and see that the business benefits are in line with the personal benefits, (everyone
likes to get less email) they will have greater confidence that the software is worth their own investment.
In large companies with thousands of users, it is impossible to give everyone face-to-face training, but even with online screencasts* and help documents, it takes a significant amount of time for adoption to take place. Having a clear adoption strategy, and ensuring that the correct key players are identified and ‘converted’, helps to speed up
the process, but it remains a fact of human nature that it takes time for people to become comfortable with new technology, new ways of doing things and, most importantly, new cultures.
The cultural aspect of implementing social software in enterprise cannot be underestimated, and it is the hardest aspect to overcome. It requires time, patience and understanding, but given those three, it too is a temporary obstacle.
Remember what your goals really are
Adoption isn’t a goal in and of itself. Lots of people use email an awful lot, but that doesn’t mean that it’s being used well. Think about what your ultimate aims are; make them discrete, measurable and attainable. Go for ‘reducing occupational spam’, for example, rather than ‘improve communications’. Measure your email usage before you start, monitor it whilst you adopt, and report back regularly so that people can see the progress that they are collectively making.
Wikis are a very powerful tool within enterprise, but like any other IT project, it takes thought and planning to ensure successful adoption.
* Screencast: Digital recording of a computer screen output, often with audio instruction.