Dan Ponteract, the Senior Director / Head of Learning & Collaboration at TELUS, recently gave Chess Media Group an inside look into their journey of implementing Enterprise 2.0 tools within their organization. The discussions with Dan showed us that implementation is a process with many steps and milestones and these processes have been recently recorded in the case study, Implementing Enterprise 2.0 at TELUS. Below is a short overview of the study, you can check out our collaboration resources to download the free full case study along with other content.
TELUS is one of the leading national telecommunications company in Canada with $10.3 billion of annual revenue and over 35,000 employees across the country. Properly managing and facilitating collaboration with a large number of employees is important to the growth and success of this organization.
There are three main business drivers for emergent collaboration at TELUS:
- Overall employee engagement – creating a genuine connection between employees and the company.
- Customers first – Upholding excellent customer service and satisfaction.
- Work styles – supporting flexible and remote-work spaces.
The push for Enterprise 2.0 collaboration tools at TELUS mainly came from the bottom-up with senior level leaders directly involved in discussions around improving collaboration and employee engagement. On top of this, the organization as a whole needed to be aligned towards a unified goal of collaboration, leading to change management on multiple levels.
This need for change management became TELUS’ obstacle for Enterprise 2.0 and was overcome though a combination of corporate programs, education sessions/resource, internal marketing, and several other programs.
Implementing collaboration tools within TELUS has been a four year journey for the organization and includes multiple technologies such as Cisco Telepresence, micro-blogging, and virtual worlds. These tools have been integrated within a singular navigation for a more streamlined use.
The move to Enterprise 2.0 at TELUS has made a positive difference on the organization with the following impact:
- Improved performance seen by over 70% of all team members
- Democratized learning culture
- Increased employee feelings of fulfilment and empowerment at work
- Shifted communication to a horizontal basis instead of being strictly vertical.
This Canadian telecommunications leader has successfully navigated the journey to implement and sustain use of social collaboration tools; however, the company believes it is in ‘perpetual beta’ and consistently looks at ways to improve the use of the tools to further develop the organization. To learn more about TELUS’ journey with emergent collaboration, such as overcoming management obstacles, operational impact statistics, and the key lessons learned during this process, read the complete case study, Implementing Enterprise 2.0 at TELUS.