SBAB adopts social collaboration
“We have increased our efficiency with at least 10%”
How SBAB, a government owned Swedish bank increased their efficiency by ten percent using the Incentive software. Rickard Hansson, CEO at Incentive, describes the implementation process.
Incentive was launched as a part of the E20 roll out on SBAB. SBAB is a government owned bank in Sweden. Let me emphasis GOVERNMENT OWNED. You direct response - I assume - is… stale, complex decision processes, rules - on and on, and on.
But this… this is based on a true story.
It all began with me being invited to present the concept of Enterprise 2.0 on a large company meeting at SBAB office in Stockholm.
Pia, who booked me, was frustrated. She knew that SBAB should do this – but didn’t have the “tools” to convince them. Inviting me as an objective speaker and lecturing Enterprise 2.0 in general terms helped. After the meeting almost everyone responded“WHY! Why haven’t we been doing this before?”
In June we installed the platform but the holidays came in the middle and we postponed the official launch.
The pizza and beer launch
In September we sent an open and free to participate invite to introduce the “google sbab” initiative. We wanted to give a feel of an informal and inspirational get together – so what the heck, we offered pizza and beer.
On this session we identified the champs, gardeners and the lurkers. People were inspired. Skeptical. Curious.
Pia and I was happy – we were on the road - our journey had begun!
The hard facts
We extracted some data 5 months after the installation, and this is what we found.
Total shows all activities going on (comments, files, new profiles, etc). What we can see is that the wiki is the most popular type, blogging (posts) way behind. But look at the number of profiles… that few generate that much?
The total count of profiles in November was 195 (in total they are about 400) – but we also extracted that the active part of that number was slightly under 40% - to be more accurate 74 users.
74 users generating almost 4 000 wiki contributions… in five months! Yaay!
And we have so far only released this to one business unit within SBAB, consisting of 40-50 people – but there is 74 active users?!
Why this success?
We have succeeded in creating the pull effect instead of pushing it out. People want it. We achieved the grassroot effect.
SBAB has become the role model on how to implement Enterprise 2.0 within the financial sector in Sweden, no doubt!
The most important success factor to this was… Pia. Again I discover how important it is with the right attitude on the inside. Fighting for its rights. Believing.
Conclusions and the ROI
To sum up the “rights” we did, I would say the top four is:
- Got the acceptance from the management – but made sure that we were free to explore & experiment without interference
- Kept it small – we saw an immediate need within one unit and we pleased that need.
- Saw the importance in keeping it informal – this is a tool you are free to use, like post-it notes. If you don’t use it – don’t.
- Clear vision – “to Google our own Wikipedia”. The purpose of the initiative was not purely to provide an “everybody can publish” environment. More important for us was “everybody can search AND FIND” – because then we will reach 100% of the users.
Pia ends up with saying “We have increased our efficiency with at least 10% over these five month - around 4 hours of saved time per employee per week
As far as I'm concerned - this is true rock'n'roll! Internal communications has become hot -and this thanks to E2.0.