Today we’re going to talk about how to leverage corporate tools for maximum return on investment.
YouTube for the enterprise is a good descriptive name but it really is dependent on who you’re talking to within an organization and enterprise. For example, it could seem overly basic to a very sophisticated I.T. organization but it could end up with a. I got it moment with a marketing organization.
But in the end I think that in many cases you have evolved and many organizations have evolved beyond YouTube for the enterprise which is that they really look to leverage a video portal within their organization and integrated with other applications making it as easy to use.
In many ways shapes or forms like the consumer grade applications that they see but also have the heart and security integration with their social business applications like SharePoint IBM Connections. So I think that’s where you’ve started to see more and more the movement away from the association with a Consumer brand.
But I think in terms of creating that immediate identity it helps but you just need to kind of understand how you use the language to move it in the direction that you need. And we’ll come back to the balance question in a minute but let me ask a follow-on question this thinking less about the name and more about the way the.
Employees behave with these enterprise video portals. So are they approaching an enterprise video portal or corporate to if they’re an if they’re a content generator say or somebody who’s trimming or editing content that’s going to go up there differently than the way that they approach the consumer grade products like YouTube. So. It home you might have somebody who does quilting and they decide to upload a video of the co-opting that they’re doing and it’s sort of very easy for them to do that is it. Is it. From a functionality standpoint easier or harder for them to use the corporate to. Or is it just a sort of a mind block that one is working one is the consumer and again open that up to anybody.
When We talk about corporate YouTube it’s a YouTube video or the culprit to that this is within the boss of the enterprise. I need to be logged into my enterprise support and to be able to use it so there is certainly control on what content is available for the customers to edit or use or upload from an archive. And again secondly there might be a question of approval. Well I’ve done this. I’ve created this but my manager over at my division allowed me to publish this on the board. So these two things are certainly of importance to the enterprise. Secondly, there is the question of being able to do this as well. A lot of employees are here you know with I think an example of customers that use our solution for us like they have the portal and then they have the question of well I have some video and then it’s back at my home with my laptop.
Now if I have a solution that allows me online without leaving the portal to connect upload make and stitch together and publish it.
That makes a lot of difference.
It increases engagement Patch’s we just went over to the audience just to get the play on boys sites YouTube and. Who has a company YouTube. Raise your hands. Who has a company covert you. And when you came to this specific breakout session. Was it the fact that it was a corporate move would you have come if it had being Horiguchi.
Those are those of you who raised your hands so that you have YouTube. Is it that you have a youtube channel that your company uses for extra communication or is it that you have a YouTube-like internal communication tool the two you raised raised your hand. So you have a youtube channel that’s used for both external communications and for internal communications. Only for extra. OK. I mean.
So I think I mean there may be exceptions but I think that’s where the line is if you know it’s the first question is kind of in and out. Both in. Multiple senses. At YouTube is seen as outside of the company corporate movies created for the various reasons. It’s got corporate governance it seems serious but. You’re right marketing. The people who generally look after the YouTube channel understand you and your channel and the usage of it. But that in and out Lowe’s is also with regards to the perceived element that you talked about. YouTube is out and therefore is not something that we want in the company. Not now say for any specific reason. You’ve got the corporate YouTube which is visible externally. It’s kind of a Jew application to your youtube piece. But if I just typed back with a bit of an example linked to the R.O. I am speaking to a company called Alliance the insurance company and they’ve got a big project on which is around digital working. They’re trying to change the way the whole company works and there’s a whole process of thinking that through the company even with action to which culture Russ knows well in that these the workings we sat down in the meeting to describe its description of the need was exactly from YouTube. The guy was there had his helmets. He said well if I want to fix my bike I don’t read the documents. I don’t go you know call helpline. I go to YouTube and I’ll search until I find a video that explains what I need to change my bike. And that is how that plays out. And then he turned around into his company and say Right. I need to transform my helpline. I’ve got to make sure that my helpline supports mine make use of my clients within. Alliance understands what they’re going to all sorts of change technologies. I want to search find a video clip and they will be able to explain quicker sooner. The response is needed. I don’t want to be sending out written text. So it’s kind of a change which is going on which is driven by video globally is how to work with video. But the PC and this is what video is YouTube and YouTube is out. It’s it’s not an intellectual culture.
Many organizations who are seeing a good return on investment when they invest in an internal corporate video portal. Have editing tools to make it easy Mike makes move for users to edit their videos. They’re already used to as employees to create videos from maybe the consumer side.
But the successful organizations are using the videos making an adoption and awarding the initiative internally and then using those videos externally. I’ll give you an example. So Philips the huge consumer products and business products company has tens of thousands of videos internally. They also have five thousand videos on their youtube channel. Many of those videos were videos created by the organization by the employees for internal purposes and then have been repurposed for doing external marketing about the products. And it’s not only for the simple products. For example the lighting and how it affects the Sao Paulo neighborhood in Brazil.
But it’s also the very complicated products which are their healthcare products and what they’ve done is they have repurposed a lot of their content to make it obviously public facing on their youtube channel. To give you an idea of scale and scope. Honda which also has a huge breadth of products has 500 videos on their youtube channel. Things have been strongest where people find a way of realizing that passion in telling that story whether that story is a really cool way to fix a server. And I’m going to make it available to everyone internally. All I had to come to search to the other night and there was a guy that was horrendously guilty about because the amount of time and effort he was putting in knowing after not in his own time to kill this thing I’m not honest that dog I need to find a way of rewarding you somehow. He said it’s like hey I just love doing this.
And it’s finding those people across the organization that you can give them the tools enable them to actually release them to create content that others in the organization find five people don’t try and force don’t try and shape people in a particular way.
I’d add a fourth P which is Prize’s which is also something now that is not necessarily going to create points me because I’m going to put it this way straight which is getting people gave vacation works when you’re looking at incentivizing people to create videos.
They had 356 video submissions within the first 48 hours which shows you how some the incentive can get people at least a climatized to creating the video now.
Now, what does that do in terms of ongoing creation? We’re not sure but that at least get them started. So to add to the three Ps you also have for the game just prizes and there’s a competition for the.
I do have to add but I have a little point here.
Maybe Pete pointed disappear yet in this case. We spoke about engagement and how to enable creation to get them to create content. One is certainly the and also the ease of use. Because if we talk about employee-generated content and obviously this it was one too many you know positive doing so the moment you tell people that you can do a little more than being a passive viewer there’s an increase in interest. And this, as you all know, comes from that YouTube story YouTube wouldn’t have been such a success if people weren’t able to upload things makes their contribution so that employees in the enterprise or most of the places I would say are used to this kind of culture. And in one particular example and here I would say that it’s it’s a case where a very large technology manufacturing enterprise thinking that uses Kuntoro for the culprit to date when they work with makes moves.
There are three specific cases and this is an example of the investment of the enterprise to make this a success. So this is we want the source to be able to go to the portal and click on it and create a new content. B We want them to be able to trim and modify existing videos that they uploaded so that if they want to you don’t want to have a 30-minute interview all the time they can produce it and see even more interesting is the remix concept where. An employee creates some candid he or she authorizes the ability to take this content and create dedicated. So while still maintaining the credits to the original user this means in the safe environment of the enterprise internally portal one can build on content created by others. For example, someone from training using an or video or the reverse someone will support helping to build a product marketing video or worse. So these cases have been one of enabling and integration to buy marketing. This is also important because if the internal portal or the video content as he just said you have to give them the ability and the knowledge that you can this is available. This is their goal and uses it. So that kind of brings. And once someone who starts a little jump in here a little spokesperson there it just gets and goes all right.
You’re talking about the 5000 videos on the external YouTube channel for Philips. You. You said the word repurpose and my background started the motion picture and video repurposing always meant rebranding or just trimming the beginning, in the end, putting small clips of a larger internal video out for external use. Or what do you mean by repurposing? Because I think that’s important for people who think about the internal security of internal content that then suddenly declassifying it putting it on the web is it.
Well, any of this. No matter how innovative an organization is or how-how many employees are on board or how many videos are being created internally they all need to go through a vetting process repurposing which means removing content that may be proprietary which is great. The YouTube channel is public.
How do we measure return on investment for Corporate Video?
The use of the integration of corporate to the ease of use the number of users the amount of content is generated or some other or what’s the way that we use to measure our own style.
And the thing just as we’re listening to ourselves speaking I was thinking what it what is the audience making of all this as we go through this process. Well, I think there was a hell of a lot of investment property time and investment with regards to generating these videos albeit with new tools to keep them and whatnot. I was thinking well what is the return on investment. So we have one you know global climate that we have used within the Nordics and the way that they looked at it from a business perspective.
Were they turned around and said well we have loads of video within our network.
It’s going on worldwide anyway but we don’t know where exactly it is. We don’t know whether it’s being viewed well. We don’t have stats on it and that’s that sort of investment was we once a centralized way to coordinate and have visibility of all this video within the corporate network doesn’t matter if he’s talking about child training videos or marketing videos whatever the video content is that without having to centralize the workload you won’t decentralize so that those people can carry on posting those videos and whatever assistance I’ve got be it’s you know on their local internet for Asia albeit within that SharePoint Fox that’s what they used to used to do. The idea with a OVP as you can centralize to sort of utilize you’ll have a better visibility of what’s going on regardless of all this you know purpose of what makes it successful in terms of time. How are you going to use video to change the way you work in terms of business. It’s. Before passing on just as the audience again. So I asked you know you had a huge you had a corporate suit who has video within the network in some way shape or form than the corporate environment in a hell of a lot more of you almost won 80 percent of you raised your hands there. But we just had a very small selection for YouTube and Colbert you. So you got it. And you know if you’re a global company there’s probably stuff posted that you don’t even know about. And that’s what big companies are discovering. And there is a cost there. That people can’t really measure but they know it’s dead and how they’re feeling that cost is people are complaining generates I.T. ITN network saying why come watch the video when we want it. Why can’t I watch it on my Bring Your Own Device anymore? So that kind of level of cost is coming in. But it’s more of a cost equation can be done on a simplified the whole process.
And then there are gains in business and you’re simplifying part of the process on the analytics side as well too. Absolutely. So so are we at the stage for you on the other panels. Are we at the stage where our advice becomes we could measure it as opposed to whether the measurements are good because it seems like we’re almost having to go through the gathering process before we can have the baseline to figure out what a true life. Would.
Be within the sort of corporate clients. Q speaks to I think there’s an inherent belief that it’s the way to go but there’s a natural inertia within those big corporations to take that step and they find. No.
The nonbusiness or non-direct decision-making process is like hey it’s our 15th anniversary 100 anniversary let’s do something special let’s spend some money and create a corporate to them we’ll utilize it for the business more moving forwards more to the parallel decision process. But clearly, there’s not that visibility is more of a feeling having it centralized gives that analytics which is all important.
Is a unified concept and for social networks, it’s video content management. Loads of stuff but actually my point is why did we do that. We did that because we wanted to attract people to work for us as an organization now and in the future. Our average age is 35. We recruited a lot of digital natives. Why did you come and work the way that we worked? Why have we will people to work the way that they want to?
So actually that’s not about specific numbers.
It’s about having a creating a culture of a great place to work and want people wanting to work there because of the way that they’re unable to work.
There is part of we are alive and retention of those employees or appealing to people to come to work. Retention cost of employment into the concert and things of that number but it comes down to.
My point about enabling people to work the way that they want to. Rather than forcing people to work the way you organize lighting happens to be folded.
Yeah, that second point is clearly there is an aura to me. When you consider the whole collaboration pace and actually consists of messaging. So it’s in large organizations dispersed across geographic distances. Knowing what you do and knowing how to talk effectively about what you do is immensely challenging and again something we were talking about outside. So again how do you provide the ease of access to that knowledge such that you’re not reinventing the wheel? There is clearly a case to make around productivity and talent to find. Case in point I did a presentation recently. I didn’t use it in the particular example I posted a note and got responses from South America and Europe providing me video content and PowerPoint content that enabled me to quickly kind of understand why the stick story was the point. If I look at I mean I said earlier this is possibly the portfolio and services that we provide to our clients as well. So it’s me that’s all about speed business. So it’s accelerating the way in which you can operate which in a very dynamic market where it is all about how do you deliver the products to your consumers as quickly and as personalized as possible.
This is a key and I believe in Apple’s next time projects and yet they’re all measures that we can define around in terms of the transformation that enables I’ll give an example a very specific example of a large health care company who basically did there are a why in four major categories maybe you can use that for your organization.
The first was they were looking at a cloud solution using a capability that can grow so externally hosted so they used a lower cost of hardware internally at the Organization for equipment.
One second was what they called a blended learning initiative saying Okay we’ve been doing very highly paid structural training and creating these training courses. We’re going to actually have employees create them themselves. And looking at cost on that side putting the tools of creating these videos in the hands of the employees so a lower studio production cost as well and then finally on the fourth which is a natural which is.
Cost of Travel is obviously saved but they were putting individuals in specific classrooms. We had to sit and take the test and they were saying okay they’re going to we’re going to let them do that.
And that’s the way they ran some of their metrics for an R or Y study.
Now it’s not good for every organization but that’s their example and then an unstructured organization looked at it terms of pace of innovation which is how fast track a new idea by putting the putting the concepts out in the field letting people create videos come up with ideas and let’s see if we take a structured way to do it unstructured way into it and look at the cost of innovation as also a way to look at this from a narrow perspective meaning that we can get new product ideas get them tested fail pass much rapid much more rapidly but put in these tools in the employee’s hands. That was a different way to look at it you time faster time.
Yes exactly. So said one thing that both Rob and Russ have mentioned or alluded to is sort of that faster the innovation that piece risk before we get to you because you’re going to talk about the tools to sort of edit content down one of the questions that I have. I came out of video conferencing before I started streaming about 16 years ago. In the video conferencing world we had this whole idea of video messaging that never really took off because if you made a video in the Senate across the 56 K.Y.. Took forever to get to somebody these days we have apps on iOS and Android like Hulu or Viber WhatsApp where you can do little quick video messages or Snapchat or you do a video message and it goes to the people. Now obviously snapchat as it disappears. But on these others in a way it’s almost like instead of writing down a note or a quick e-mail you spit out a very short video with an idea you’re not really good at it you’re going to put it out there. How do we manage that from a knowledge management standpoint? Because I totally get that we can increase the speed of innovation time to market. But when it’s not in a textual form it’s very hard to go back and find that detail later. So I don’t know of anybody has any thoughts on that when you’re talking about innovations or the short video Berson that I think the tree falls in the forest where video crops and my laptop won anyway. Yeah. Anybody. You obviously you the two of you both sort of alluded to that. So I’m curious from your standpoint.
Yeah I believe it rubs as far as say is kind of interesting in the sense that before we started it I kind of scribbled down just a few of the platforms I guess that we use to share information. I mean these are the obvious ones that kind of points the way kids the Web site’s stuff that people on the top like Twitter all sorts of questions and how in the hell do you actually work out who’s put what way. So I agree completely with the challenge. I don’t have a magic solution for it which is probably why we both hesitate. I think one of the things that we have done and this touches on your point around propagating innovation and how do you get knowledge out there so within the scientific community that I mentioned earlier how do we make sure that more and more people internally in the organization and externally across the world frankly gain some degree of insight to some of these bits of information. And again my magic I mean is using social media internally and externally across the organization and a number of channels to at least raise awareness. I think one of the big. Challenges that if anybody does have an answer please come and tell me at the end is everyone consumes information and learns information in different ways.
So video is great for a proportion of people but not everybody wants to watch that. So not only do it how do you actually understand what is out there but how do you understand how to link that content when you’ve got some video content that relates to it in other formats and how do you bring that together.
Final point is one of my favorite subjects is electricity.
If people have come across that which is so electricity defined as is to teach to digital media what literacy is to print and it’s kind of that point going back to you mentioned some tools that are out there right and consumer tools plus millions.
So how do you find a way to kind of keep abreast of that innovation and activity out there which your employees will be using whatever kind of rules and policies you might put in place and find ways of innovating faster to get to that point and people who do improve the way that they do. I don’t think anyone’s cracked overnight. If you can improve that that puts you in a far better position to again accelerate market point.
And it’s interesting what I describe of course was consumer apps there one to one communication app. So you really don’t need to keep track of all that information but to your point about the repurposing of content. If those short snippets become important within the organization then being able to gather those together.
So it was a key or the point actually which again has always been front of mind in a lot of these tools and techniques and transformational change. And there are plenty of organizations I’ve worked with over the last few years who have been in situations where they needed to be able to prove conversations that took place or didn’t take place. And that’s the complexity around that whole kind of space of external concealment that people are using for that within their workplace and how you actually kind of keep abreast of what’s happening in its relevancy rate
Who is the most popular? Who are these. This person has to report it to them and who they report to. So they can automatically present within the video portal. Here are the videos relevant to you because I report to Rob so here’s Rob’s latest videos. Here are the most popular videos within your organization. Here’s the most popular videos within your department. These become more relevant to those employees and if you use the tools appropriately which you can. You’ve got a constant innovation circle of people who are learning faster and more efficiently. If you use the technology to your advantage.
So the IPs were listening to the conversation. Two points. One is an interesting example which we aren’t regarding our away from one of our customers and the enterprise trying to understand how deep. This specific question how did you measure Arlynn and what they told us as we looked at the number of support cards in certain areas internally as well as externally in the first two quarters of the year when we did not have video. And. To have the latter half of the year where they did have video and they said that they assured a 19 percent reduction. So 90 percent reduction to these calls. No they said that this is money not spent energy not spent and time saved so decided well this is something which we benefited from and we have numbers that showed us that was interesting for us. Secondly about our culture and. This radio communication short video communication why did it take off. Now the two cases of one to one and one too many. If they don’t want to one it’s probably easy. And many people and I’ve heard this in many discussions with the latest countries. Some people just don’t like them so it’s being filled. Some people just don’t want to put a video of themselves however trimmed or modified it just into the portal so that is also there and that’s probably part of the culture or simply personality or so that’s another thing which whereas if you asked the same person to make a demo or a how to video with their voice living more comfortable.
So I think I lost it here.
There are lots of nuance with the gosta video. There’s something about it. It’s. There’s an element of humor that to get in front of the camera but there’s another element which is just like two people will go back and refer to a video. And it’s more powerful. You said that in that video you know if it’s a mistake or something you said in that video it’s harder to hide behind an e-mail or a text word. Oh you misunderstood me. Sorry there’s that aspect is it seems to be more important in video. The flip side of it and that’s the important part is the rest of it is when you’re getting all that positive communication Frueh G whatever the audience is video is seen to be more powerful. You go to it. You listen to it you get bigger messages for a shorter period of time you could possibly do it in order to win them more. I’m not sure about the snap chats or the small quick video part as I was of thinking that through. I think it’s more. That. In the online video space with the corporate YouTube space. It is more in a. Communication that is thought to go out to many people. If the communication is good there’ll be a lot of people. It’s not good. It was self. Orientated self. So there are all those search tools that can be put in place. A lot of them are not fully automated so they’re sort of metatags that put fruit but they do work. If you’re working in a good way then you can organize your communication into channels of there’s things as Russ talked about. Invariably what comes to the front is what people are like. So there’s an element of business to it. The successful videos will be seen more. And then it creates a buzz and they’re successful because they achieve either because they’re fun. Or because they achieve a name in the business environment and that aim for example is reducing time on your helpline cause I’m not as clear return on investment. Let’s think about the Arno. So it very much a sort of a.Senior Decision. To go with video seriously within a corporate environment. Very good.
Over the last five years. Some of the things that we’ve been able to do have been because I can try to find a line between marketing within a global business and what the business lines want to achieve because of things that we’ve done. And that’s and to give some insight to that many years ago when I introduced blogging within the organization there was a lot of pushback internally can’t possibly give people the right to talk about whatever they want to talk about with the public rightly so. I mean it is nervousness. That’s not a unique nervousness in an organization like ourselves. And then when we use social media there’s that question mark and then when we SPDR that that question mark. So I think you just got to recognize that there are a degree of controls that you have to have within the organization that give whether it’s marketing and brand or whether it’s the CSI or whichever those people are they’ve got enough comfort but you can’t let it dampen people’s passion to go back to the free place. I apologize. That passion and desire is actually kind of share content. And I think we’ve always had a degree of moderation around anything that we put. And I’ve had people very strongly argue against that. But to be clear moderation is just to show it’s not editing it’s not changing.
Does this impact brand value is the question and I still stand by that for those we need to kind of get that fine line because that’s the way that we make sure that we get the business and all those kind of areas people across that business on board. And we have to stop certain things being published internally because obviously internally there is the risk that it gets extended. And then you have to balance people’s contribution and passion in terms of what do you mean.
So I don’t I don’t have a magic answer. But for us it’s always been that fine line be trusted by the business be trusted by marketing be trusted by those with the security responsibility in that trust and maintain that trust through the controls that you put all by. This is a very relevant precedent and security versus convenience we get into this in a lot of the times because the moment you see it then obviously there’s marketing there is the grade of the content what’s available etc. There are certain companies that say well we only want our employees to be able to use existing content in the library and not be able to add confidence so we just provide that possibility you know just take away the ad media functionality. And a lot of time there also requests to have an indoor and outdoor and a watermark automatically added to this because you wouldn’t when it’s an internal communication they just want to be sure to ensure that well this is always protected and lasting last of course of going to this extremely high level of security.
It’s a particularly difficult one it’s a one it’s cool with being confronted with corporate clients for a long time to be doing live communication. And invariably security comes up in a lot of what we do is internal corporate communication. But there’s a sort of a new office of reasonableness so you can have levels of security that you can patch. So we often have the green orange and red letters of passwords and so on and so forth. But there has to be a sort of a stage where someone you know puts a line down and says OK we’ll accept an element of risk because there always will be some. There’s nothing stopping someone watching over someone’s shoulder with an appropriate moment even if the solution is on prime. And there are extreme case scenarios like going on a car manufacturing frauds internal communication through to the top fund managers. They run their meetings in a meeting room with no windows to stop competitors in lasers on the windows and getting the vibes and listening to what they’re saying. When I heard that for the first time in I can believe it. And I know that kind of scenarios soon as you know that there’s that level of paranoia or spying going on from industrial level. You know that is taken seriously but ultimately it’s the same as you know just said that if it’s not important it’s not something for you to be editing. It is important. It’s not on. You’re going to have on your corporate you anyway. But you have to just put the levels of security that are available and react to any slippage is there already. Which is that is off the Babbit or delete it.