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Table 12.
WIIFM Promotion Considerations
Consideration
Details
Use Case Identification
●
It will not be possible to understand the value component of adoption of the platform if it is not clear how the
platform will be used. This begins with use cases.
●
When identifying use cases, it is important to also identify the various sub-groups within the organization because
each group may have different needs or collaboration challenges and thus, different use cases.
●
Make sure to tie the uses cases back to some component of value or some challenge that needs to be addressed.
A big mistake that many people make is pushing users to do something on the platform because the functionality
supports it. If using the platform does not make their job easier, then pushing users to use it can have an adverse
affect on adoption.
supports it. If using the platform does not make their job easier, then pushing users to use it can have an adverse
affect on adoption.
Business Value
Identification
Identification
●
Once it is clear how the platform will be used, the business value and WIIFM statements can be constructed.
●
These should be clear and direct. A sample statement would read something like, “You will be able to do X task 30
minutes faster than without the social collaboration platform because of a, b, and c.”
WIIFM-Based Training
●
There can be many different approaches to training and one minor mistake is to focus solely on the functionality.
●
The training should wrap the “how to” functionality discussion within the context of why users should adopt - talking
through how to use that functionality to meet the use cases and how that will make a job easier.
●
Continual reinforcement around how certain features or activities will make a user’s job easier is vital. Continual
reinforcement will emphasize the point that they should be using the tool and there is direct benefit.
Marketing Promotions
●
While training is one good platform for conveying the value for adoption, it should not be the only vehicle.
●
There should be an adoption team in place that collects user feedback (either anecdotally, through formal surveys,
etc.). Part of this feedback should include the successes that individual users or teams have experienced.
●
As with the managed-demand approach, these successes should be publicized across the enterprise.
Conclusion
When referring to enterprise social software, it is often said that the technology is the easy part. Anyone who has
taken part in a social software rollout can attest to that. The real challenges occur after the hardware and software
are installed - and the majority of those challenges center around user adoption.
As this white paper has shown, there are a number of different approaches that can be taken and must be
evaluated when it comes to planning out a social collaboration adoption strategy. The art lies within the execution,
monitoring, and continued iteration.
Adoption is a major component of the social collaboration delivery methodology of the Cisco Social Collaboration
Services team and of many Cisco partners who work with Cisco on social collaboration. Sharing our expertise and
findings gained during numerous social collaboration initiatives can help ensure your organization is best prepared
to embrace this next wave of collaboration.
For More Information
To learn more about the Cisco Social Collaboration Services team please visit
http://www.cisco.com/go/webexsocial
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