Conference Notes

Notes on CUST119 Prudential: Thinking about Social Business Adoption? Don't Forget Enterprise Social Governance

Jean Balbo from Prudential Financial is talking about enterprise social governance. Jean is the Director of Process Management. Some notes:

1. Prudential is 137 years old, has $1 trillion in assets under management. 50000 employees, in 35 countries. 22000 employees are in the United States.

2. Been a long time IBM customers. PROFS in 1982, Notes from 1994 (60,000 users, 6400+ applications), Sametime in 1999, WebSphere Portal in 2002, and Connections in 2010 (about 25,000 users currently).

3. Risk is a big concern for all of us – how will it be used? The Facebook comparison?

4. Susan, the General Counsel at Prudential, said “I Want a Blog.” She wanted to blog to her organization.
– Goal – increased communication. Created a place for new interaction, more “face-time,” more commenting. Opened a new avenue for effective communication.
– Goal – drive the talent mindset and Prudential’s core competencies. Eg., one competency = “Collaborating to seize opportunities.”

5. Approach:
– feedback workshops with the Law, Compliance, and Business Ethics organization. “How do you do your work?” “How do you run a project?”
– came back a week later to show how IBM Connections could be used. The people were interested.
– BUT – still needed to look at the risks. The lawyers drafted a new intranet policy.
– December 2011 – pilot to 780 associates. Skinned Connections to look the same as current systems. Made navigation more seamless.
– Developed an Adoption and Governance Strategy. Had to motivate them to use it – except that much of the motivation came from the executive blogs. Did offer training on how to use the tools.

6. Continued the discussions about risks and mitigations:
– Created a long list of risks – through discussions with various people and groups.
– Compared perceived risks to existing controls. Took the theoretical “what if’s?,” to see whether the various risks were real, or could be mitigated.
– Universal risk mitigators – training and policy links, reporting and proper actions, business level SOPs, roles and responsibilities (eg., when starting a community, for support at the enterprise / local level), attestation process.

7. The “risk monster” has gotten huge at this point. So … develop a governance structure and approach. Eg., Strategy (business and Technology strategy), Policy & Standards, Governance and Support, Ongoing Monitoring and Controls (metrics, reporting communications, education, control roles, etc.).

7a. Enterprise Roles – are divided into two parts:
– Oversight (4 roles) – Executive Champions, Owners, Intranet Steering Committee, Intranet Advisory Group.
– Advocacy and Support (5 roles) – Managing Editor, Intranet Operations, Content Manager Advocate, Community Manager Advocate, User Experience Advocate.

7b. Local Roles – the structure for local governance depends on the size of the organization (small, medium, large). The big difference between small and medium/large, is the addition of a community manager / content manager (rather than an intranet manager), and who does the moderation for comments. The local governance roles very clearly states the number of FTEs for the different roles.
– the Medium and Large sets also take part in the Intranet Advisory Group.

8. Lessons Learned:
– Top down leadership – the General Counsel started blogging, and pushed their direct team to start blogging too. They sought participation.
– Starting with Law and Compliance gives implicit “permission.”
– It was loked as a cultural thing, not a technology solution. Trying to introduce an entirely new way of doing business.
– Integration into current tools helped a lot. It wasn’t separate and different.
– Some competing networks are running. Trying to find a way to bridge to these other places.
– Do lots of training. People are terrified about what they don’t understand. Includes some coaching / mentoring about the intended role of a community. For the community members, show step-by-step how to do things.
– People have to know who to go to for the community – moderation, participation. Community management is a noun, and a verb.
– We have seen lots of benefits – eg., the ability to share files across the organization. You can share / work broadly across the organization. Good for knowledge management. Get to keep information / knowledge when people move on.
– It’s okay to be a “little” personal. Eg., bringing humour into blog posts. Eg., having communities that’s aren’t about work – book club, etc.

9. Coming back to the “monster under the bed”:
– Governance helps drag the monster out, and look at it properly. It is actually pretty manageable. You deal with the fear factor, and the fear of the unknown.

10. We’re only just getting started:
– There’s a lot more to be done, and that we could do …