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59 Posts authored by: deirdrewalsh

Today, Microsoft announced that it has acquired Yammer.

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To get a better understanding of what this means for the industry, for users and for Jive, I sat down with Jive CMO John Rizzo. What’s your reaction to the news?

First of all, I want to congratulate Microsoft on their acquisition. From Jive’s position as the largest pure-play social business provider, it’s a really positive development. It’s clear validation that social business is now a mainstream market, and a must-have technology for major enterprise solutions providers. If you want to be in the game, you’ve got to have social. Microsoft clearly realized this, hence the acquisition of Yammer. This move will only accelerate a fast-growing market.

Q. Why has social business become so important?

Social business takes social networking technologies pioneered in the consumer space and applies them to actual business problems in the enterprise – problems like employee collaboration, marketing, sales and customer service. This is technology that works the way people do, making it much easier to share information, work together and communicate, both inside and outside of organizations. It’s the most transformative technology to hit the enterprise in a decade, and it’s moved quickly from cool early adopter status to a business imperative. Among Jive customers over the last few years, social business has had huge dramatic impacts on productivity, sales, brand loyalty and customer satisfaction.  For example, T-Mobile USA's 20,000+ employees use Jive to help them provide excellent service and first call resolution to more than 30 million customers.  And all 94,000 employees at IT services and consulting company CSC use Jive for better internal collaboration and knowledge sharing, and as a secure public community to manage their partner and customer relationships.


Q. How will this acquisition impact Jive?

For Microsoft, it’s clear they could not compete in the increasingly social enterprise market without something new. SharePoint is under attack, competes with Microsoft's Dynamics product, and Google competes in the cloud with Office 360 and Skype for business use. All three of these initiatives lack social. The Yammer acquisition was therefore a necessary move to bolster Microsoft's social strategy, and it remains to be seen if and how they are able to work Yammer into their existing product mix in a way that makes sense. If the intention is to integrate Yammer and SharePoint, as many observers believe, that's likely to be a long, drawn-out process. There are big technological hurdles, the architectures and functionality of the two products are completely different, and the next version of SharePoint, due out in late 2012 or 2013, is already baked. Given those realities and Microsoft's long product release cycles, a true Yammer/SharePoint integration appears to be years away.

In any case, this move does nothing to alter Jive’s course or our mission to change the way work gets done. In fact, it confirms that we’ve been on the right path all along. We’ll stay focused on being an enterprise solutions provider that end-users love, and setting the agenda for social business. Case in point: our recently-introduced next-generation platform and the Try Jive program, which raise the innovation bar substantially while making enterprise-class social business even easier to deploy and use.


Q. How can people find out more information about Social Business?

For more information or to start your free 30-day trial now, visit:


What's your take on the news? Comment below.

Related Post:

Yammer + SharePoint =?

Screen+shot+2012-04-01+at+4.33.42+PM.pngImagine you've just landed your dream job. 

After a week of setting up your voicemail, carefully choosing your healthcare plan, and determining which breakroom has the best snacks, you're ready to start making valuable contributions to the organization.  The problem is once you've completed the orientation checklist, it's often hard to get ramped up, especially in a large enterprise.

It's at that moment, Don Henley's voice starts playing in your mind:

Great expectations, everybody's watching you

People you meet they all seem to know you

Johnny come lately, the new kid in town

Everybody loves you so don't let them down

I've seen firsthand that social business tools make it easier for "the new kid in town" to become fully productive and part of the culture.  Technologies like social intranets also have real, monetary benefits. The average knowledge worker requires between four and six months to effectively learn and assimilate the necessary skills and processes to perform their job effectively.  During this period, employees are bringing home full salary, yet aren't producing at full capacity. They are also more likely to slow down fellow teammates by asking questions, even if those people aren't the subject-area experts.

Social intranets help with these kinds of issues because they allow knowledge sharing to happen online in unstructured formats.  New employees can do a quick search or read an update in an activity stream to find the answers they need.

While there is still definitely a need to have face-to-face interactions, social intranets definitely help with the employee on-boarding process. 

To get a first-hand account of what this experience is like for a new employee, I reached out to Jive's new Sr. Director of Customer Experience, Sydney Sloan Can you introduce yourself, your role and how long you've been at Jive?


I joined Jive March 2012 to lead the customer and social marketing team.


Q. Describe what your first experience with the Jive social intranet solution was like.


Our internal instance of Jive, aka: Brewspace, is central to the way the company runs.  I think the best way to describe my experience is similar to giving advice to expectant parents — you can give them the best tips and advice, they can read all the new parenting books but until they bring their new bundle of joy home they had no idea how their world was going to change!


My reaction was a little bit overwhelming for the first week.  I had set up my profile, completed my first blog and organized my activity streams.  It became a bit of a running joke that every time I asked someone a question the answer was "it's in Brewspace."  Quickly I realized how I could navigate to understand how departments and groups were structured and then I cracked the code on using the powerful search function.  The other discovery was to take the time to follow the people I was meeting – reviewing their blogs, activity streams, what groups and people they followed and current discussions they were participating in.


Now I am working on setting aside time to make sure I spend time just browsing and discovering what's happening in Brewspace. I've also re-set how I use activity streams to better follow content and help me focus on key projects I'm working on that may span across different groups and discussions. As well, we've redesigned our team's space to better link the groups and projects my team is involved in.  Admittedly we're a bit spoiled that we've got 3 community experts within the team!


Q. What were the biggest ways the social intranet helped you get caught up to speed?


I'd highlight two key examples.  We were a month out from the launch.  I was able to review the product launch plan and link to all the sub-projects, status, and who was responsible for the areas my team was involved in.   If we didn't have it all in Jive it would have been much harder to get up to speed and get the context of where we were in the project.


The second example was my on-boarding. Thankfully the person who was in the role prior to me joining did a great job to summarize all the big projects in a document – with links to groups, content and people.  This is a huge benefit for corporate knowledge retention that I have not seen otherwise promised by document management systems.  In reality, when a person moves on to a new company they take that valuable knowledge with them, or it gets lost as their hard drives get re-imaged. With Jive, all the information is retained for others to leverage when they arrive.  I'm working on a project now and was able to find the past 3 years of related information.  That's invaluable!


Q. What are your biggest goals for the next 6 months?


My favorite project is one we're working on for engaging our customers the Jive Community to make every day like a day at JiveWorld!  We're also working on new and creative ways to best feature and promote our customers and their success -- I'm amazed at the number of passionate reference customers Jive has, well above the industry average.


Q. Biggest recommendation to people new to the platform.


Allow yourself some time to adapt, have fun discovering how to use Jive, and follow the 4 quests in the experience.  Those are great lessons directly from Jive customers!


At Jive, we are continuing to help new users like Sydney.  Stay tuned to this blog for information about an on-boarding feature that will get new users comfortable with Jive and ready to participate and contribute faster, leading to a more robust community.

With Facebook's IPO today, there have been a lot of conversations not just social media but also Social Business.  While nobody has a crystal ball that can predict the future, it is possible to make some intelligent predictions about where the industry is going.  To get this insight, I sat down with Christopher Morace, Chief Strategy Officer at Jive.



Q: What's next for the Social Business industry?

Chris: There are so many things coming together at one time: cloud, social, mobile, big data analytics, real-time communication, and user-driven integration. Each of these alone is just a technology, but when they work in concert to help us thrive in a lightning-quick, information-rich world it is truly transformational. We're on the threshold of this transformation, entering an era of smarter, more efficient Social Business systems integrated into the larger enterprise infrastructure and pervasive across the business ecosystem. Such systems will present a simpler face to users while managing ever-larger quantities of data on the back end.


One caveat: It's essential to distinguish between these new-generation intelligent solutions and lightweight tools that simply aggregate noise and complicate users' lives. The litmus test is going to be constantly assessing business value. If you can't find hundreds of other companies using the same solution and demonstrating solid results then you should proceed with caution. Beware of false social offerings.


What do you predict will be the future of the Social Business industry? Comment below.

Recently, I had the opportunity to sit down with Jive Chief Strategy Officer Christopher Morace to find out his view on what really matters when building a Social Business. Culture? Technology? Strategy?  Here's what he had to say:

iStock_000016149647XSmall.jpgQ. When trying to create a truly Social Business, what are the key success factors?

Chris: I think there are a couple of things that are critically important to enabling success. The first is understanding the way your own organization works, adapts, and evolves.  The second is selecting the right technology platform to enable it. People get confused into thinking that technology will solve everything, or that technology isn't important at all. The reality is that you need to be very mindful of both organization and technological concerns.



Many companies embrace social by trying it in a place that will provide the most value. There are so many possible places to start and often the most critical component is that a team has clarity on what they want to do and how they want to use it.  In these cases the ability to instantly get up, on, and driving toward value is imperative.  For example, CSC wanted a collaboration solution to help improve expertise location, speed up onboarding, promote innovation, preserve IP, and reduce time spent evaluating solution and technology partner options. Based on the viral success of its pilot (25K users in less than 20 weeks), they launched Jive Software company-wide. With more than 45,000 active members, Jive is at the heart of the company's internal platform, C3. In addition to collapsing time and geo barriers, CSC is seeing a reduction in proposal development times and customer acquisition costs and more collaboration around business processes that are driving efficiencies. Read the full case study here.



In other cases a CEO may be leveraging Social Business transform their culture into one that is more open, transparent, and adaptable. In these cases it is critical that the solution connect into the systems users spend their time in today. Very few people have the time to learn a new way of doing things in the midst of their hectic schedule, so it is imperative that you go to where they are and add value or give them an inviting doorway into a better way to work in a system like Sharepoint, Outlook, or Office.






Terry McGraw, chairman, president, and CEO of the McGraw-Hill Companies, exemplifies this point.  He introduced their internal Jive social network to help employees collaborate, share knowledge, and work closer as a team.







Finally, it is really critical that techniques are used to help orient new users on the system and get them to a place where they are producing real business results. We have found that game mechanics are really useful here. Users are given simple quests, challenges, and incentives that motivate them and help them learn how to quickly accomplish things they want to do. They are immediately recognized and rewarded, and they see others doing the same things. It's an effortless way to turn novices into highly productive users.





To read more about gamification, see Molly Kittle blog post The specified item was not found.







What do YOU think are the key factors for success in Social Business? Comment below.

We are in a Data Revolution. 

Last year, people stored enough data to fill 60,000 Libraries of Congress (The Economist, May 26, 2011).  Additionally, organizations are now capturing more detailed information about their employees and customers than ever before.  From Wall Street to Walmart, people are buzzing about big data and the enterprise social graph.

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To help understand this phenomenon, I interviewed Jive Software's Chief Social Scientist David Gutelius


What is the enterprise social graph?

It’s the total social context of enterprise activity.  It includes everything happening “inside” an organization as workers interact, exchange information, create new things, and engage.  It also includes the ambient, larger context that includes vendors, partners, competitors, shareholders, and other actors that are usually considered to be “external” to the everyday functioning of the business.  Basically, the enterprise social graph is a better way to understand, analyze, and act on key drivers that modern enterprises face.

So how does it work? 

The easiest way to think about it is to imagine a large network graph. It’s made up of different kinds of “nodes”, which could be individual people, artifacts (such as docs, or discussion), and even topics and groups of people.


Now, add links that tie these nodes together in some sort of relationship.  Those links could be explicit things like Bob follows Sue or Bob is a member of the IT group. But they can also be implicit relationships, like Bob is linked to cybersecurity as a topic because of his behavior in the community.

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Now add the element of time.  The picture above is constantly changing through the course of any given day. Nodes emerge or disappear as the company hires people, enters into a new partnership, or reorganizes a division. The strength of ties between those nodes flex or weaken like a muscle, as new relationships form and others decay. A competitor announces a major product breakthrough, which sets of a chain reaction inside your company.  That can be expressed as a dynamic, multidimensional graph.


Why is the enterprise social graph important?

Once you understand in a deeper way how people and things are connected, some new things are possible.  For instance, you can detect redundant projects and efforts.  You can locate expertise – not what’s in an employee directory, but based on what people do and what the network itself thinks their expertise is.    You can begin to surface tacit knowledge and learning that’s stuck inside people’s heads.  And you can match the right resources when it matters, before someone has to ask for it.


All of this boils down to helping people get through a decision-action cycle more effectively.  Businesses take action.  Leveraging the enterprise social graph makes it possible to loop through to decision and take action more quickly, more efficiently, and with higher quality results.  If you can make better use of what’s in your network – or even just know what’s there – you gain new insight and access to potential resources relevant for the problem you’re targeting.


How is it changing Jive's products?

The enterprise social graph, as we’re enabling it, helps users get productive, find what they need, and make better decisions faster.


We’ve designed Jive to help customers leverage their own enterprise social graphs with those end goals in mind, whether they’re using Jive to power a customer support community or to collaborate with colleagues.   We’re moving towards creating an enabling platform that adapts to users and their needs, where most offerings in Social Business are still passive streams of activity and communications out of context.


Can you give a practical example of the benefits to the end-user?

For instance, Jive Edge brings personalized recommendations of people, work, and artifacts to the users who should see them.  Here we’re filtering and prioritizing information people need to do their jobs better, helping people literally connect the dots in their enterprise social graph, and proactively creating ad hoc teams that can address questions and needs jive-edge-jive-find-25430.jpgquickly.


Jive Find, our approach to enterprise-class social search, is another example.  There, we’re making use of those dynamic signals in the social graph to inform our search engine why this particular user is making this query at this time. In other words, we’re taking into account lots of information about that person to help shape search relevance – from where you work to what you do to who and what you’re connected to.  We’ve put together an incredible R&D team working this and related problems.


In terms of the future, all I can say is “Buckle up!”.  Our mission is the change how work gets done, and we’re just getting started with making enterprise social graphs actionable.

Want to ask David a question? Comment below.

-Your Legacy...

Won't be measured by the words in a performance evaluation or the size of your office.

It will be measured by how you changed a culture and the lives you touched. By the risks you were willing to take and the foresight of your ideas. By how you made people more productive by making them care more and work smarter. By how you broke down barriers created by titles, levels and cube walls. By how you opened the direction of your business to everyone.

Your legacy will be judged on what you leave behind. So that even when you're gone, they'll still talk about the day you gave them Jive.

To celebrate this manifesto, we've declared May to be Social Business Month

Here are the Top 7 Ways to Get Involved

    • Join the The specified item was not found. Community

    • The specified item was not found.

    • Challenge Your Network to Join the Movement by clicking on the share button above


How will you get involved?

Deloitte recently published its list of Top 10 Tech Trends for 2012. At the top of the Disruptors category is Social Business. 

The emergence of boomers as digital natives and the rise of social media in daily life have paved the way for social business in the enterprise. This is leading organizations to apply social technologies on social networks, amplified by social media, to fundamentally reshape how business gets done. Some of the initial successful use cases are consumer-centric, but business value is available – and should be realized – across the enterprise.

To get a greater understand of the trends IN social business, I sat down with Jive Chief Strategy Officer Christopher Morace., what are the Top Trends in Social Business today?

Chris Morace: Social Business is at a very exciting stage of its maturity. It's becoming crystal clear that this is a massively disruptive solution touching the way we share knowledge, collaborate, find each other, make decisions, do work, and communicate within the enterprise. In many ways this is fantastic because the tools we've built over the last two decades haven't lived up to the job. They were built in a time that didn't even contemplate the volume and speed of information that needs to be processed in order to enable decision making and action in the modern enterprise.  They were designed around enabling organizations to optimize pre-determined process and control at the expense of agility. In this way, Social Business offers the most promise for a new and better way to work.


Recently, we have learned some things about what social needs to be great at in order to provide a solution that does not fail us like the previous generations of technology. The first is that Social Business Software must provide a way to effortlessly eliminate the noise and offer high value information based on context. This context can be everything from the knowledge of you based on a real time assessment of the social graph to the place you are or the type of work you are trying to do. Many vendors are mindlessly integrating into enterprise systems recreating the disastrous dead end that was email notifications and RSS readers. Initially, it was delightful to have information coming to you, but eventually the solution collapsed under its own weight. You can't ask a user to constantly manicure streams and manually adjust following models--it's too much overhead.


Systems are intelligent enough now to process information at scale, perform what they call big data analytics, and adapt intelligently and in a personalized way to a user. This is a massive investment for the providers of these solutions, but ultimately this is the heart and soul of social business. Having a system that mindlessly spins noise off into an activity stream does not make it social. Organizations are getting smart enough to understand the difference.


The second big learning is that a Social Business solution needs to touch and integrate into almost all aspects of the enterprise. The systems that contain content, the systems of record for critical business data, and the existing tools that enable productivity and communication.  The challenge here is that we can't approach this like we did in the past. We can't integrate into a system that breaks when one side upgrades and then the other side upgrades resulting in an endless dance of help desk tickets and IT projects.


On top of that we have this movement from the software systems of the past to the cloud driven services of the future. Most enterprises have not embraced the cloud yet in a meaningful way. Penetration and spend in the enterprise is still somewhere around 10%.  We must go to the systems that are being used by the enterprise today while still being mindful of the hundreds of new and exciting solutions being embraced each week.


The key here is to integrate in a way that is fluid with the way people use Social Business platforms to get their work done.  The content must stay in the systems that control access and compliance. The data must stay in the systems of record, but still be presented in a way that provides meaningful context. It sounds like an impossible task, but the solutions are in front of us.


Techniques that literally enable user driven and "no click" integration. Things like The specified item was not found. which allow a user to pull another solution inside of Jive--not just UI, but also actions and the ability to contextually pull data that resides in other systems into social activities.  Tools like Jive Anywhere that ride along in the browser, can recognize other applications like Salesforce, SAP, or Oracle and pull in context from a social business platform, but can also recognize data from those systems that a user may want to discuss on a social platform. These types of approaches allow IT to still be in control and protect the business, but allow a user to immediately get work done and fluidly adapt to a changing application ecosystem within their enterprise. It's really exciting.


What do you think? Comment below with your reactions to Chris' post or share your own social business trend.

Last night, I was having dinner with some folks in my social circle.  One of them exclaimed, "Good news! We FINALLY get to hire an internal community manager."  We all raised a glass to toast the victory. See, he had been battling to get a headcount to manage his social intranet for years.

Based on his struggle, I decided to develop the Top 10 Roles of an Internal Community Manager.

Now, for some huge Social Business software customers these will come as no surprise, but at smaller companies with more modest resources, an FTE might bust the budget. In these cases, carving out a partial responsibility and making it official reduces the danger of the social intranet becoming beloved in concept but largely shelf ware.


So, here’s the list of the Top 10 Internal Community Manager Roles they often juggle:


HiRes.jpg1. Ambassador. One of the biggest drivers of social business success is company culture. Community managers help form a successful company culture by being open, responsive, and strategic. 

2. Unifier. Community managers helps unite distributed leadership on the best practices for internal collaboration. 

3. Builder. Skilled managers focus on best ways to structure and design for interaction and engagement. They also stimulate conversation and have content plans until the community matures.

4. Coach. They are excellent at articulating how employees can use the new technology to accomplish real business objectives, without leaving their comfort zone (which often means their email inboxes). 

5. Cheerleader. Community managers often bust out the virtual pompoms.  They reward positive behavior. 

6. Leader. One of the most important jobs of the community manager is to identify effective volunteer advocates and facilitators for various units (marketing, sales, finance, R&D, manufacturing, etc.). Without these foot soldiers, the community will not take flight.

7. Game Maker.  No, I’m not referring to Panem! Community managers come up with awesome techniques to keep employees engaged and reward the most active contributors or the executives who “get it.”

8. Listener. Community managers understand better than anyone the “pulse” of the employee base.  They often can be the voice of the masses when it comes to marketing ideas, product features, etc. 

9. Governor. Community managers help develop and enforce social media guidelines.

10. Analyzer. Successful community managers can help point to real business value (ie. Employee satisfaction, productivity improvements, increase in sales, etc).  They can also do predictive modeling based on sentiment, help find the true expert in a given area, and understand valuable enterprise relationships.


I want to hear from theThe specified item was not found., What’s the biggest value you bring to your organization?

cc: The specified item was not found.

Screen shot 2012-03-07 at 10.30.09 AM.pngYesterday was Super Tuesday in the United States.  It was almost exciting as the Superbowl in my house.  Throughout college, I worked for a state senator and then started my professional career off in public affairs.  For 24 hours, I was glued to the results of the Republican presidential primary.


I was especially excited to see the social statistics on this important day because as William Powers of Bluefin Labs stated, "social media is the frontier of democracy."


Even if you aren't a social media geek like me, it was impossible to login to Twitter, Facebook or even Instagram and not get overwhelmed by the amount of social buzz surrounding the candidates.  So I decided to setup a monitor using Jive Fathom Pro (which thanks to our community manager Ryan Rutan you can now download the app on the Jive Community), to see who generated the most social buzz.  I wanted to keep my sources small, so I just looked at Facebook and Twitter updates.


Official Results

Before I share the social stats, let's look at the official results:

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Social Mentions

As you can see above, all of the candidates failed to break out from the pack.  This was not the case for social.  Rick Santorum was the clear front runner, with Mitt Romney and Newt Gingrich tied for second, and Ron Paul coming in last in terms of overall social mentions.


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However, pure mentions, weren't enough for me to analyze.  I also wanted to see general sentiment score. In Fathom the scale is from -100 to 100, negative to positive.  The data below shows that while Santorum had more mentions he had less positive tweets and status updates than the other candidates.

  • Romney: 9.88
  • Gingrich: 9.88
  • Paul: 9.63
  • Santorum: 7.13



Since social is more than just numbers and data, here is a collection of some of the more interesting updates. (NOTE: I'm not taking sides, just pointing out some interesting conversations).


From the Candidates:

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From the General Public:

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We've Already Moved On...

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Did you do anything special for Super Tuesday on social media sites?

To explore this question further, I sat down with Tim Zonca Jive's Director of Product Marketing.

Q: Are companies really replacing their intranets with social business technologies?

In a recent conversation with an industry analyst, he interjected, "You keep using the word 'intranet' as you talk about using social business for internal collaboration. Do people really use Jive as their intranet?"  My response: you bet they do. Our customers have been using Jive to connect employees at some of the largest organizations on the planet. For example, Yum! Brands, the world's largest restaurant company, uses our products to foster unity and creativity in the business units in 110 countries. They have found that global collaboration has sparked innovation, saving critical time and money.


Q. What business challenges is the social intranet trying to solve?

Whether you want to replace your intranet, or just give it a facelift by adding a social layer, you need to figure out why. And "better collaboration" isn't a clear enough reason.


If you don't know what problems you're trying to solve, you'll end up underwhelming and confusing your execs, chasing pointless integrations, distilling a massive vendor list, and wasting time. (Check out this great post from John Stepper on the topic: When your audience says: “No time. No money. No thanks.”)


Regardless the industry, I've seen our customers deliver a social intranet to address these main challenges. They want to:

1. Give employees a way to find the information and experts needed to get their jobs done faster, better.

2. Foster a culture of innovation and shorten the time required to take new ideas to market and to implement new ideas within the company.

3. Reduce the costs associated with keeping employees informed, aligned and trained.


Q. Specifically, how does the social intranet help improve internal communication?

I see our customers solve these collaboration problems across a few broad areas of collaboration:

1. Corporate communications: The top-down dissemination of information across the company. This can come in the flavor of communications from execs and HR, career development & training initiatives, and communications steering organizational alignment.

2. Cross-department, cross-organization collaboration: This is the type of collaboration that spurs innovation and connects people to the information and experts, outside of their team, that will help them get their jobs done better, faster.

3. Team, department collaboration: Working better as a team, for example marketing coordinating product launch activities, sales teams working around opportunities, R&D collaborating on product development, support solving customer issues.


Q. Show me the results.  How do we know this is successful?

Don't forget why its important to solve these challenges: Value.  According to Social Business Value Survey results, by using social technologies, Jive customers see a 32% increase in ideas generated and 25% decrease in onboarding time.


Q. What else is important to understand about social intranets?

It is important to have integrations with key intranet technologies and back-end systems. Providing rich integrations with common systems and apps like SharePoint, Office, Outlook, along with a powerful integration layer for custom integrations should be assumed as givens for any social intranet platform. Likewise, a great mobile experience for workers is critical for effective internal collaboration.


Q. What's the #1 thing people exploring intranets should takeaway?

Overall, I think social intranets empower end users to collaborate more efficiently, and inevitability helping solve key business challenges.


What's your take? Are you trying to address these challenges? Is your current intranet cutting it? Where do you think social business technology can help most?

Do either of these images look familiar?


office-party.jpg  Boring-Office-Party.jpg


Chances are if you work in an office environment you have witnessed one or both of these scenarios - the holiday party that got a little out of control or the boring birthday "bash" consisting of cardboard cake in a conference room.  While the planners had the best intention of getting co-workers to bond, most of the time, these events are a bust.


IMO, one of the best ways to increase employee satisfaction and connectedness is through social! Social tools have made it easier for people to communicate with others that are important to them in their personal lives and better maintain friendships. I found this also to be true in the world of social business.


In an independent survey of our customers, respondents reported an increase in employee connectedness by 39%. The survey respondents also reported that social business tools increased employee satisfaction by 30%. All of this adds up to higher level of employee engagement. This is a critical metric that translates into real, hard-dollar ROI.


At consumer electronics retailer Best Buy, a .1% increase in employee engagement survey ratings at a store translates into a $100,000 bump in annual revenues at that location, according to research published in the Harvard Business Review.


A 2007 study by polling and research company Gallup Organization found that publicly traded companies rated in the top 25% in employee engagement metrics posted earnings per share (EPS) growth nearly 9% higher than EPS growth of comparable companies rated in the lower half of the study. According to other research from Gallup, more satisfied employees equates to higher levels of all manner of related KPIs including: customer loyalty (+56%), productivity (+50%) and employee retention (+50%).


In summary, higher engagement = higher profits.


Plus, it keeps remote workers like me from feeling too isolated.  Just check out the extreme I went to with my "office mate."


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(Yes, this really is MY dog Bailey in a tie).

I want to hear from you.  Has social business technology increased employee connectedness at your organization?  If that's too intense for a Monday morning, what's your favorite office party memory? 

Email. Email. Email.


Today, I got to geek out about #socbiz with Michael Brito, SVP of Social Business Planning @EdelmanDigital

During our conversation, I talked about an interesting question that was posed on the community this week by Esther Goh "does social actual decrease email or does it just move the same conversation to a new technology?"  Esther was referencing a Jive customer survey we released last year that showcased the following employee engagement benefits:

Here are my thoughts: according to IDC, the average knowledge worker spends 13 hours per week writing and reading emails. That represents an annualized cost per employee of $21,000. This number likely stretches higher in higher-paying organizations or verticals, and for higher job roles. There are even indications the IDC numbers are quite conservative. A survey of 1,000 workers in the United Kingdom by Star, a provider of on-demand computing and communication services, found that employees spend, on average, 32.5, 8-hour work days a year on email alone.


The benefits of social tools are undeniable. Based on sheer adoption numbers (ie. hundreds of millions of Facebook users ), consumer social platforms have clearly illustrated a tremendous ROI in terms of allowing consumers to more easily communicate with friends and family and share information. For example, my best friend posts 100s of pictures of her baby on Facebook.  Sometimes, she will send out an email with a link to the photo-album.  This shows that social doesn't eliminate email, but changes its purpose– it's not a new message just different.


Reducing time spent by 27% would then represent a cost savings of greater than $5,000 per employee, per year. Beyond hard dollar savings, reducing email has other beneficial effects.


Social platforms for enterprise logically extend these capabilities. IMO, I don't think the survey would be fair if it didn't take into consideration things like email notifications so I would hope that the 27% is actually less email into your inbox, net of the alerts.


Social technologies, like Jive, make information more accessible and more searchable by the entire organization and breaking down information silos that lead to related inefficiencies.  So it’s more than just a technology swap (ie. Email vs. announcement in a Jive group).  Social actual helps organizations be more productive.


Social isn’t just a replacement for traditional communications either.  For example, survey respondents also noted that meetings work better in conjunction with social business tools due to social mechanisms for capturing unstructured information through tags and other collaboration tools and annotation tools.


Even though we are now in the Post-Dilbert era, jokes about corporate life and copious time wasted sitting in unnecessary meetings and replying to useless email chains still ring true for many employees and senior managers alike. Social business appears to alleviate and moderate these woes and not just transfer them from one technology to the next.


What are your thoughts on this common debate?


Join Jive @SXSW

Posted by deirdrewalsh Feb 28, 2012

When people think of SXSW, they often imagine hipsters, rockers, actors, and drunkards descending down upon my hometown Austin.  But I'm here to tell you that it's more than "spring break for adults."


I've attended SXSW Interactive for the last decade.  During these conferences, I've networked with amazing social strategists like Jeremiah Owyang and Guy Kawasaki; discovered new technologies (hello, I got on Twitter in March 2007); and learned practical tips on how to build a word-class social program. So, if you are going to this year's event, we would love to connect with you!




Jive House Party

Take a break from the intensity of the sessions and the hustle of the bars.  We are hosting an old-skool house party.


We'll have plenty of local food, including a mini-taco bar; an open bar stocked with Austin's best brews; and tunes spun by my favorite mixmaster, DJ Chicken George.


It's more than just a scene from a cheesy teen movie.  The best part of this intimate event will be the conversation. We are going to have plenty of networking opportunities, including real-life #tagging, and customers from companies like National Instruments.


Some of the Jive folks you'll meet include:

Ryan Rutan - Jive Community Mastermind

Kristina Johansson - Brewspace Bada** (our internal community)

Mark Weitzel - Mr. "Open Social"

Karen To - Crushin' Corp Comm Expert


If you plan on attending, please RSVP!


Interactive Sessions

There are more than 1000 sessions this year, but here are some of the ones I'm personally most excited about:

Social Business Meet Up

Big Data + Social Graph

Security and Privacy in Social Networks

The B2B Social Media Book

Programming Social Applications

@BettyDraper's Guide to Social Storytelling

Social Role-Playing: Brands and Publishers

Everything You Need to Know About B2B Marketing

Humanizing B2B Brands with Video & Comedy

The Promise and Pitfalls of Real-Time Marketing

Where Will YOU Be?


Share in the comments below which sessions and events you are looking forward to so that you can connect with others in the Jive Community.

Can't Attend?


Stay updated throughout the conference by following @JiveSoftware on Twitter.

Recently Jive announced a partnership with Actiance, a leader in data retention and compliance solutions for regulated industries. The result of the partnership is a plug-in that integrates the Jive and Actiance systems and enables Jive customers to meet key corporate and government regulatory requirements. I asked Actiance VP of Marketing Sarah Carter and Jive SVP of Business Development Chris Morace about the partnership and the importance of a compliance solution for social content.


Screen shot 2012-01-23 at 9.40.59 AM.pngSarah, tell us a little about Actiance and the service you provide for companies.

Sarah Carter: Actiance enables enterprises in highly regulated industries to comply with corporate, state, and federal rules and guidelines while taking full advantage of modern communication and social systems. We help customers meet challenges such as eDiscovery compliance, data leakage, and the need for a common policy and reporting framework for simplified administration – not only when using traditional communication technologies such as email and IM, but also social systems. That includes both consumer social (Facebook, LinkedIn) and business platforms (Jive).


Why is social compliance important? How does the Jive-Actiance partnership address it?

SC: In the past, companies focused compliance efforts on systems such as email. In recent years, as Social Business solutions have become mission-critical at large and small companies, communications have been shifting to these systems. Many industry and state agencies have made it clear that retaining email records is no longer enough. Enterprises must keep records of social communications based on the content, nature and purpose of the communication. That’s created a potential compliance gap and presented companies with a difficult choice: risk non-compliance or forego the benefits of Social Business. The seamless integration of Actiance and Jive means there’s no longer a dilemma. Enterprises can take full advantage of the power of Social Business and still meet regulatory and corporate governance standards.


Who will benefit most from this solution?

SC: The companies who will benefit most are those in highly regulated industries with stringent compliance requirements – financial services, for example. Until now, some of these organizations felt they had to take a go-slow approach to Social Business because of the compliance risks. Now, with the Actiance-Jive solution, they can really tap the power of social while meeting all their regulatory obligations. So, for example, we’re seeing financial services customers taking quick action to meet regulations such as FINRA Notices 10-06 and 11-39. And customers who have been involved in various types of litigation are moving rapidly to put archiving policies in place so that Social Business content is available for eDiscovery.


Chris, from the Jive perspective, what was the driver that made you realize that a solution like Actiance was necessary?

Chris Morace: Our customers really drove this partnership with Actiance. Financial services has been one of Jive’s top three verticals for the last couple of years. Financial services firms are aggressive early adopters of technology, but they are also highly regulated at both state and federal levels. Because of this, we worked closely with these customers to understand how the use of Social Business affected their compliance practices. For example, one of our customers sits on FINRA’s (the Financial Services Regulatory Agency) board and was able to help guide us through the frequent updates by FINRA on what was needed. This ultimately led us to Actiance, who already had an extensive footprint in financial services. As we got to know their solution and roadmap, we realized that this could be the perfect partnership, not just for financial services but for other regulated industries such as life sciences.


So how will this Jive plug-in work with the Actiance system?

CM: The great thing about this integration is that it is completely transparent to end-users. One of the things that Jive’s customers love about Jive is the user experience, and we didn’t want to break that. Behind the scenes, however, there is a lot happening. All of the things that compliance and legal officers need to be mindful of can be maintained as policies within Actiance. When these policies are triggered, Actiance can pull appropriate information from Jive, maintain its relationship and integrity, provide management and security, and enable it to be easily navigated for eDiscovery purposes. The Actiance solution can also be used to protect intellectual property and sensitive personal information (such as credit card and social security numbers). And Actiance integrates with all of the leading archiving vendors if the customer wants to send the Jive data into another platform for long-term storage or eDiscovery.


Lastly, Sarah, as Social Business continues to become mission-critical, what advice would you have for companies in regulated industries?

SC: We advise customers to look at Social Business from a holistic perspective, i.e., one that includes enterprise as well as public social platforms. Platforms like Jive now provide a seamless way to interact with public platforms like Facebook, LinkedIn, and Twitter. Enterprises should look at implementing a compliance platform that can provide unified policies, security and management across all of the Social Business platforms and social networks they are using.

In June 2009, Jive board member Bill Lanfri acquired a rare and special bottle of scotch that he hoped would be used to toast a special occasion at one of the companies he works with. About a year later, as a certain event began to take shape, he officially gave the bottle to Jive. It has sat in a locked case in our Palo Alto boardroom, waiting...Today, that famous bottle gets opened!



I had the awesome opportunity to interview Bill about Jive, social business, and scotch.


Lanfri Thumb Jive IPO.jpgWhy did you join Jive's Board of Directors?

“I came into high-tech through a most serendipitous way – answering a newspaper ad at a young networking company back when the Apple II was king.  I was seeking challenge and financial reward – and I’ve been blessed beyond my wildest dreams in that regard.  But along the way I came across something else far more important – and to this day I’ve never found anything else like it.


When you get it right in a tech business like ours – you actually DO have a chance to change the world and leave it in a better condition than it was in when you started.


If you are in just one such company in your career – you are fortunate.  So when my good friend and long-time colleague Jim Goetz asked me some four years ago to “stop by and meet with this young company Jive Software – they’re right there where you are in Portland – I think they are really on to something’” – I couldn’t resist.


Over those years I have tried to offer all I could to Jive’s growth, development, and success as adviser and board member -- as far more of the planet now knows -- Jive really IS changing the world.  The mere potential for an impact of this kind is rare – and the conversion of that potential into real results is rarer still.  But when it happens, it is very sweet indeed.”


What's the history behind the famous bottle of Macallan?

“In the spring of 2009, I had one of my Jive “aha moments.” The location was, of course, in Macallan, the main conference room in Jive’s Portland office. When Matt Tucker casually mentionedjive-software-scotch.jpeg one day during a meeting that the oldest scotch he’d tasted was Macallan 25 – an idea came to me.  I knew there was something more rare in England – 50 years old or more -- so I tracked the bottle down to be able to toast a rare event at Jive – an IPO!


We will be sharing on this bottle on Friday.   For years, it was placed behind glass as subtle encouragement to the team that, “In case of liquidity event, break glass!”


What I didn’t anticipate was that the bottle would take on near-legendary status. From the press through the IPO bankers through virtually everyone at Jive, its fame has spread far and wide.  It’s a great illustration of how business can be social and be far more effective than the “old way” could ever be.”


What will you toast to next?

“As we reflect on this moment – and this milestone on the Jive journey – my toast is twofold.  First, of course, to that which we’ve accomplished to date – being a legitimate, respected public company is rare and most worthy of raising a glass in honor of the accomplishment.


But perhaps even more important – I toast to what Jive is on the path to become. 


Not just the company that created and led the social business revolution for those early, innovative enterprise leaders, but the company that is going far beyond a revolution.  To the company whose products are the foundation of THE mainstream new way of life in virtually every corner of business organizations large and small -- innovative or maybe not so much –- by truly changing the way work gets done.


And in its own small but very significant way -- making the world a better place. How does it get any better than that? “


I invite you each to raise a glass today in celebration of all that you have done to help make Jive and social business a success.  You are truly pioneers.  Thank you for the inspirational work you have done to date, and I look forward to see what the future has in store.  Comment below to share with Bill how Jive has helped you change the way work gets done.

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