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This video is my CEO's response to my request that he say a few words on camera to encourage employees to attend the new 6-week course I'm offering on community development. He turned it into so much more -- really knocked it out of the park! And, yes, our Jive SBS site is called "the wiki" (I lost that battle).

 

You're welcome to share it as you wish, but do me one favor, please? If you share it, I'd love to hear the response you got to it.

 

Also, this has been blogged about by Susan Scrupski here: The Chief Evangelist Officer – How does your CEO compare? It's making it's way through the Twittersphere, too...

 

Here's the direct link: http://link.brightcove.com/services/player/bcpid619329500001?bctid=621762681001

 

Last week we hosted JiveWorld10, our second annual user conference.  Together with our 700+ customers, partners, prospects and developer partners we talked and celebrated Social Business. 

I am now more convinced than ever that we are writing history and shaping the Social Business revolution with our customers and partners. Until recently, Social Business was the purview of visionary, advanced companies that understood the power that it can bring to the enterprise.  These visionaries are starting to see the rewards and are setting the standard for success for others.  In just one year, we’ve come a long way.  We are now starting to move from departmental implementations to viral, company-wide adoption.

At JiveWorld10 we extended Jive Social Business Awards to some of our most innovative customers, with the most advanced Social Business communities.  Heartfelt congratulations to all these customers for setting the standard that all other enterprises are following. They include Alcatel Lucent, Musician’s Friend, Research in Motion (RIM), Charles Schwab, CSC and Manheim.

 

  • CSC. CSC’s Claire Flanagan, Director of Enterprise Social Business Collaboration and Communities Strategy led CSC's industry award winning implementation of Jive Social Business Software.  Their Jive internal implementation now counts more than 93,000 employees, with more than 50,000 active members.  
  • Charles Schwab & Co.  Their Jive-powered Schwab Trading Community today includes more than 10,000 participants, including some of their most valued clients, and it’s driving measurable results.
  • Alcatel-Lucent uses its community deployment of Jive SBS to help realize the strategic vision of the company.  Alcatel-Lucent employees are buying into the Jive concept at a rapid pace, and in 150 days the company's Jive community has grown to more than 30,000 users.  
  • RIM, the designer and manufacturer of the award-winning BlackBerry® smartphone, leverages Jive to create one of the web’s largest smartphone communities, driving awareness of RIM’s products to new prospective clients, while connecting its loyal customer base to improve customer service and promote new innovation.
  • Musician’s Friend, an online provider of music and recording equipment, was selected for its groundbreaking social commerce site, Music123.com, which ties its customer community powered by Jive with its online commerce engine powered by ATG.
  • Manheim.  Jennifer Bouani, Director of Interactive Communications at Manheim, has led the movement to shift Manheim’s culture to a more open, collaborative environment of knowledge sharing and community building by effectively using Jive to demonstrate the business the value of Social Business software.

 

These Jive customers, along with thousands of others, are embracing Social Business to get work done differently and make better, faster decisions.  We are excited to partner with them to help them drive measureable business results for their organizations. 

Next year we will continue to see accelerated adoption of Social Business.  Jive is committed to setting the agenda for Social Business by investing in technology innovation and helping our customers build successful social internal and external communities. Together, we are moving the market from “early adopters” to mass adoption.

Thank you for helping us shape the new way to business.  Next year will be the year of Social Business.  Together we are leading the revolution.  

Tony Z

Yesterday we kicked off JiveWorld10 to a standing-room only crowd. The turnout and enthusiasm was truly impressive and humbling. In its second year the conference has more than doubled, with 700+ attendees from 200 companies and 14 countries. Nearly 50 companies are on the waitlist.

 

There is no doubt the Social Business revolution is in full force.

 

The evidence is in the breakthrough results our 40+ customer speakers are sharing here. Each and every JiveWorld case study, panel discussion, and community demo is a real-life example of the 18 Social Business imperatives in action.

 

The evidence is also in this blog post by Bart Schutte of Saint-Gobain:

I can't remember being more pumped up about my work.  Nothing that I have done over the last three decades will have as big an impact as what I am doing now; our deployment of Jive across our company.  Exciting times!

 

These are indeed exciting times. Social Business represents a rare opportunity for its practitioners to transform not only their companies but also themselves as leaders. I hope each and every one of you reading this will join me on this journey.

 

Today is the last day of JiveWorld, and we’ve got a packed agenda. We just announced that more than 50 developers have committed to building applications for Jive Apps Market. Not only will everyone will get a sneak peek, we’ll also preview Jive 5. For those of you who aren’t here with us in San Francisco, we’ve got the next best thing. JiveWorld10 is being captured on video to ensure you have the tools to start your own Social Business revolution. Sign up here to get notified when the videos are posted to our website.

 

On behalf of the entire Jive team, I thank our customers and partners for helping us put together a legendary event. We’ve got one more day to go, let’s make it count!

 

P.S. We’ve just posted our full Social Business Imperatives manifesto – I encourage you to download it.

ISOBARtotal_social.pngMost brands have by now dabbled in social media. They’ve most likely set up a blog, have a Facebook page and actively use Twitter. However, according to the June eMarketer edition, most of these brands focus on social media marketing and PR initiatives. While this makes me happy - I do work for a communications agency, after all - and while marketing and PR are obvious places for social media experimentation and incubation, to truly leverage the power of conversation brands need to move toward a fully-networked organization.

 

A networked organization allows everyone - from their customers and existing markets, to partners and employees - to participate in some aspect of their business. This can involve crowdsourced product development and new business initiatives to an integrated social recruiting strategy. Here are some key things to do to put a whole-organization social strategy in place.

 

  1. Get C-Level Sponsorship.
    Like any other cross-functional business strategy, a social strategy that spans the enterprise needs buy-in (and investment) from the people who pay the bills. Without it, there is no strategy - there is only a dream. If you’re about to ask for an investment, remember that the ultimate selling point is return on that investment. Be prepared to talk about it.
  2. Open Doors, Break Down Walls.
    Believe it or not, most corporations still function as a series of silos - HR, Marketing, R&D - with each more or less unaware of what the others are doing. Unfortunately for these organizations, markets don’t operate within these silos. In addition, it is increasingly likely that your company will have to act on multiple, coordinated fronts to be successful. By establish a cross-functional team to develop the overall social strategy - with each member representing a different group within the organization - you can start to overcome legacy organizational silos. It’s okay if the group is informal, but it should be recognized and legitimized by management. When choosing members of this team, think outside the box. A junior customer service representative that is passionate about serving customers and about being innovative will be a lot more effective than a senior manager that doesn't care about these things.
  3. Include the Legal Department.
    They’re going to get involved at some point anyway. Be proactive and keep them in the loop. Consider JetBlue’s recent situation. It took the company two days to react to the social groundswell, and you can bet that it had something to do with the legal department. When one of your employees goes Steven Slater, you’ll need to react on multiple fronts. It is best to know in advance how to approach it from a legal standpoint.
  4. Actively Listen.
    Listening is not just about how many times your brand has been mentioned on Twitter. What is your market - not just your existing customers - really saying, and how are you responding? One of the most common (and least talked about) mistake companies make when setting up a listening platform is the proper balance between biased listening - listening for only what you want to hear - and empathic listening - true understanding of what is being said and why.
  5. Look Inward.
    Part of being a networked organization is allowing your employees to actively engage and share across departments. Same thing goes for the customers. For some time now, companies like Best Buy and Zappos have been been succeeding in listening to their employees for great ideas, and empowering them to engage directly with customers across sales and support channels.
  6. Start Small and Fail Small.
    In my experience, the most successful social media strategies were first tested in a controlled (well, perhaps less controlled) environment, with a plan to learn on the fly, scale things that succeed, and scrap those that don’t.

 

Many businesses cite “maintaining relevancy” as a main goal of their social media strategy. Relevancy isn’t a goal - it’s an outcome achieved only by realizing a holistic strategy of recognizing and fostering conversation in the brand’s entire ecosystem. If you’re aiming for relevancy, than you’re aiming too low.

 

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isobarNA is a senior interactive designer focusing on social and mobile design at Isobar North America, a premiere Jive Partner. Follow him at @bryanfromboston.

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