Natalie Hanson, Ph.D.

Category: case study

  • Internal Social Media Ecosystem

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    Case Study

    Crafting an Internal Social Media Ecosystem for SAP Employees

    The re-launch of SAP’s intranet had established a body of well-curated content. But, over time the Knowledge Management Competency Center (KMCC) saw the need for more fast-paced, timely knowledge exchange in the industry and solution Communities of Practices we had established. With the rise of Facebook and Twitter, we sought similar solutions for internal use.  I was responsible for innovation in the team’s functional model so this fell to me. 

    Company & Position

    Global Senior Director, Strategic Programs & UX Consulting, Operations Board Area (2010-2011)

    Actions

    1.  Identified and proposed a suite of social media solutions appropriate for use inside the firewall, including Talk (a micro-blogging platform), People (a social networking tool), and Tube (a video streaming platform). 
    2. Led a variety of initiatives in the mobile space, including User Experience standards & guidelines, and the refinement and launch of an internal App Store.   
    3. Established content governance, moderator roles, usage guidelines, etc.
    4. Launched solutions to all employees through existing channels including webinars, intranet, email.  

    Outcome & Impact

    • Identified and launched a suite of social media solutions integrated with SSO and existing intranet properties, including micro-blogging, social networking, video streaming, and an app store.

  • SAP CRM Usability

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    Case Study

    Assess SAP CRM Usability & Benefits

    Supported a Board initiative for the launch of the latest CRM release. We provided user insights to inform go-to-market content and generate internal excitement and momentum for field personnel. 

    Company & Position

    SAP, Global Senior Director, UX Consulting, Operations Board Area (2010)

    Actions

    1. Conducted User Experience research with large enterprise, mid-market, and tele-sales reps in the Americas, EMEA, and APJ; evaluated and compared their experience for 3.0 and 4.0 releases.
    2. Identified highlights for marketing and communications, as well as key improvements in the solution. Communicated to executive / Board stakeholders.
    3. Collaborated with IT to implement improvements in our internal implementation.
    4. Shared results in a Lean Process Map format, which led to further opportunities with the Chief Process Officer.

    Outcome & Impact

    • Improvements to one screen generated bottom-line improvements of ~$200K annually; saved ~2K hours across 3K users.
      • Reduced transaction time; Create Opportunity by 23%, Update Opportunity by 26%.
    • 15% reduction in perceived difficulty with the new release, increased satisfaction by 30%, and reduced difficulty by 17% – a powerful message for the field and our clients.

  • Intranet Publishing Team

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    Case Study

    Imagined and Built a Low-cost Intranet Maintenance Team

    The homegrown content management system (CMS) for the intranet was slow and difficult to use, resulting in outdated intranet content and difficulties for the reps in finding current sales messaging and collateral aligned with SAP’s go-to-market plans. I imagined, built the business case for, and established a portal publishing and maintenance service which eventually scaled to support all SAP employees.

    Company & Position

    SAP, Global Director, Global Business Operations (2006-2009)

    Details

    The Intranet Migration & Launch case study may also be of interest.

    Actions

    1. Created a small team of interns and recent college graduates to publish and manage content (and other repeatable services) for the Sales & Marketing Intranet (SMI). 
    2. Established content production calendar, templates, and processes in collaboration with content providers in global and regional Marketing, as well as the industry and solution areas.  
    3. Reduced costs by moving standardized processes to India (2008), and later (2009) assumed global responsibility for all portal-related services across Board areas including portal maintenance, back office technical support, and modest multimedia production.  

    Outcome & Impact

    • Developed a low-cost onshore model to streamline and accelerate routine portal publishing and maintenance for 10K Sales & Marketing users.
    • Over time, relocated standardized activities to India, further reducing costs. 
    • Scaled the capability to support all 85K SAP employees (all Board areas). 
  • Protected: Contract Management for Sales

    Protected: Contract Management for Sales

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  • Protected: Commissions Workflow & Experience

    Protected: Commissions Workflow & Experience

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  • Intranet Migration & Launch

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    Case Study

    Migrated 20 Lines of Business into a New Intranet

    Served as the Americas PMO for the integration of three legacy intranet systems into one internal portal on new SAP technology. The company was migrating the intranet from three disparate lines-of business and technologies into one using SAP’s Netweaver and homegrown Content Management System (CMS). This program was also to serve as a test for go-to-market readiness of the solution.

    Company & Position

    SAP Americas, Program Manager, Sales Operations (2001-2005)

    Actions

    1. Guided the migration of twenty regional lines of business. Managed and mediated risks. Provided status updates to the Office of the CEO.  Conducted training for all U.S. field personnel.
    2. Collaborated with global Product Management, Business Development, and Marketing, and local Demo Build teams, Pre-Sales, and Sales.
    3. Helped conceptualize and launch a global, cross-Board area governing body. Recommended and implemented global and local methodologies, engagement models, business processes, and communications.

    Outcome & Impact

    • Recommended a launch delay when system performance proved to be untenable. 
    • Communicated challenges and risks to regional CEO and other key executives.
    • Collaborated with global PMO and Product Management to address problem areas before re-attempting go-live.