I’ve been lucky to have had some very interesting jobs during the course of my career. One stint as an applications auditor gave me lots of insight that applies directly in my current role as an analyst. In short, my teammates and I interviewed application developers and the customers for whom they had developed the applications. We used the results of our audits to identify deficiencies, areas for improvement and sometimes even best practices. We tried to fix the problems through education and awareness. We put a system in place so best practices could be shared across the organization.
One of the most frequently encountered problems was the lack of a well-documented requirement definition. The result was an application that might have worked, but which did not meet the customer need. Pretty product but not very useful.
I was reminded of this job and what I had learned following a recent meeting. I met with a consulting firm that needed some help identifying why their collaboration initiatives had gone awry. They started off well – lots of participation and activity – but then lost steam. The goal was to diagnose what went wrong so they could relaunch with an approach that predicted more success.
Based on what I’ve learned from failed social software deployments, I’ve become a firm believer in the need to define a compelling and meaningful what’s in it for me (WIIFM). The trick is to define the WIIFM from the perspective of the target audiences. Notice I said audiences. Plural. That means that for most social or collaboration initiatives there will be many constituencies that must be served and they will likely not all have the same needs. My urgent and compelling need as an analyst will not be the same urgent and compelling need as my sales colleagues, even though we both work for the same company.
Getting to the WIIFM is not easy though. Most workers struggle to define what will help them get their work done better, faster, more easily. Subtler techniques such as storytelling, contextual inquiry and social network analysis help tease out needs better than formal interviews or data flow analysis.
So why did I recount this story? When I pressed the team tasked with rolling out the collaboration solution about the uses case examples and the compelling WIIFMs they’d collected, they told me their top three requirements were:
- Ability for consultants around the world to find each other quickly
- Social profiles
They get points for having asked the questions but not for having uncovered three urgent and compelling WIIFMs that would make people change how they do their work. The first item is a requirement that could be explored more fully but the second two are technology capabilities, not requirements. The essential fact about social and collaborative applications is that they are opt-in. If I don’t like it, I don’t have to use it. That’s why it’s so essential to identify the WIIFM.
So if you are tasked with implementing a social solution, make sure you really know what will motivate your target constituencies to use it. And make sure it “plays nice” will the other applications they must use to get their work done.
My best to you as we ease our way into 2013. Keep stalking those elusive requirements!
Category: Change management Collaboration community Knowledge management Social media Social networks social software Tags: Change management, Collaboration, Collaboration dynamics, Knowledge management, organizational change, Organizational liquidity, Social analytics, Social networking, Social networks, social software, Storytelling