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During the course of her five years with Jive Professional Services, Carrie Gilbert has guided dozens of Jive customers through the process of defining and implementing their community strategies, drawing on her extensive professional and academic background in interaction design, technical communication, and usability. In this piece, Carrie shares her insight on how and when to make a splash with your rollout strategy. Carrie also invites you to drop by and say hello to her and her team at the New Customer Experience booth at JiveWorld 12!

 

 

 

Summer may be drawing to a close, but that doesn't mean you can't sneak in one more trip to the pool before fall officially takes hold. You are faced with two options as you stand on the edge of the pool: gingerly dip your toes in as you adjust to the cool water, or jump right in with a big splash. So too are your options when rolling out your new Jive community: ease in one department at a time, or go for the company-wide cannonball. Which one makes the most sense for your organization? The answer is typically based on the types of activities you plan to facilitate with your Jive implementation and who those activities impact the most. We'll be exploring the company-wide approach in today's post, and then looking more closely at the departmental rollout next time.

 

The Organization-Wide Rollout

 

In many cases, this approach can just as aptly be called the company-wide rollout, but in particularly large organizations, it may sometimes take the shape of a division- or BU-wide rollout. This is a particularly effective rollout strategy for launching what might be called "horizontal" usage models—any situation where the target audience of the activities you're looking to support are effectively the entire organization.

 

Examples of horizontal usage models include:

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  • Informing all employees of a change in their benefits, soliciting questions and comments, and providing ongoing updates to plan information
  • Sharing Marketing templates, guidelines, and general updates with all customer-facing employees
  • Building momentum in preparation of large company events (such as All Hands or Annual Kickoffs), staying informed during the event, and continuing the dialog afterward
  • Connecting with like-minded individuals across the organization via relevant communities of practice (frequently related to a technology or discipline)


Benefits of Making a Big Splash

"All-in" campaigns can be more effective than a more gradual approach since they generally lend a certain heft or official-ness to the message being communicated—especially when they are scaffolded with messages from leadership. This can make it easier to show employees this is something they should pay attention to (not just more organizational "noise"). In some organizations, it's also easier to coordinate and obtain budget for one large campaign than for several smaller ones across individual units. Additionally, a company-wide rollout can often piggyback onto other programs or tie into value or mission statements. This can provide a clear context for the community's positioning and help ensure the broader audience is listening. And, since you are likely not the first one to launch something to your entire organization, you can take advantage of existing precedents of what works (and doesn't work!) for communicating out a new platform or program to your workforce, which can inform your approach and prevent missteps. Finally, when implemented effectively, there is an unquestionable momentum that results from a widespread rollout campaign that can be quite powerful.

 

Things to Consider Before Sitting in the Splash Zone

While all the benefits can make a company-wide rollout very attractive, there are a few caveats around this approach as well. You typically have one shot at communicating something out to the entire organization. So, you need to make sure you nail it the first time out. (No pressure, right?) That means you need to be prepared to deliver value to every new community member out of the gate to avoid a scenario where they log in, see nothing relevant to them, and do not return. Also keep in mind that while this approach works well for horizontal usage models, those models frequently lend themselves to more "consumption-centric" engagement. So your expectations and success criteria should reflect that. For example, if you post a debugging tip in the Java Developers community, while it may provide a lot of value, it won't necessarily result in each recipient of that tip posting their own ideas.

 

Next time, we'll take a similar look at the departmental rollout and explore how to take the best of both approaches to define the right rollout strategy for your Jive community.

 

Have you conducted or are you planning to conduct a company-wide rollout of your Jive community? If so, share your story in the comments below!

 

Creative Commons image credit: "Pool Splash" by Joe Shlabotnik

iStock_000016240475XSmall.jpgThis blog is part of an 8-part series on building a Social Business.

 

As a social media practitioner, I know it is sometimes overwhelming to remember all of the day-to-day responsibilities we have.


Did I post an update on Facebook?

Did I listen to all of my customers on Twitter?

What the bleep should I do with Pinterest?

How is my new YouTube video performing?


Add to these internal questions all of the inquires from corporate stakeholders, the blogs you have to read to stay updated on the latest trends, and education you must provide as a social pioneer, and it can seem like you are drowning in a sea of post-it notes (or in my case digital alerts).

 

As we covered, there is a lot of noise on the social Web so once you've started to Listen Up, Social Managers!, you can start engaging and the real fun can begin.  Here are some strategies I've deployed at Jive to gain efficiencies and ensure I'm spending my time doing the things that really matter.


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The first step is to create a detailed content calendar that tracks all of our proactive and reactive social conversations.  From Tweets to detailed blog posts, we are strategic about the dialogue we were starting and joining.

 

Integrated Content Strategy

Additionally, we leverage our limited resources.  For example, when we launch a new white paper, we re-purpose it into a series of blog posts, interview the author for a YouTube video, and promote all of these assets on both social and traditional outlets. This helps ensure we have a steady flow of information.

 

Vary Types of Conversations

We also focus on having different types of content and ensuring the frequency of each is relevant to each social channel (based on our previous ecosystem and engagement analysis).

  • Industry / Social Business: Industry Trends (content created internally and externally), Hot Topics, Internal Expertise
  • Customer: Case Studies, Testimonials, Interviews
  • Brand Persona: Culture/Fun Questions/Images, Tactical Takeaways, Relate-able Office Banter
  • Niche Topics: Community Management, Customer Service, Technical, etc.
  • Promotion: Jive Company News (e.g., new executives, new partners, press releases), Product/Solution Offerings, Product Updates
  • Events: Industry Events, JiveWorld, etc.

 

Curate

We set a goal to have 50% of our content on sites like Twitter come from outside sources.  We wanted to ensure we were engaging and not a mass marketing machine.

 

Promote Content

Our plan for paid social is to Build, Nurture, and Convert our target audience. The early emphasis is to build Jive’s opt-in audience while opportunistically pushing conversions.  As we mature in this area, the mix will gradually shift as the nurture campaigns prove successful. (We are currently still working on this aspect our program).

 

Bridge Online and Offline

A great example of this is our recent Office Hero campaign, which we launched to help support a free 30-day trial of Social Business Software.  While the Office Hero YouTube video was central to our strategy, we wanted to engage in offline activities too.  So, we did some larger than life activities in NYC Times Square and at relevant events like BlogWell Chicago. We had social media coordinators on the streets engaging audiences, going to Good Morning America, and capturing all of it on sites like Instagram, Twitter and YouTube.

 

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How do you ensure you are building an engaging Social Business? What has worked well (and not so well)? Let's learn from each other!

 

Links to Previous Posts in this Series:

It's Time to Define the Social Business Relationship

Does your organization have Social DNA?

Listen Up, Social Managers!

iStock_000021513385XSmall.jpgRight now, the Social Business industry is buzzing with information pouring out of the recent McKinsey report, "The social economy: unlocking value and productivity through social technologies."

 

Some of the most interesting stats in the report include:

  • The annual value that can be unlocked by social technologies total between $900 billion and $1.3 trillion.
  • Over half of each work week, ~ 28 hours per week, is spent by knowledge workers writing e-mails, searching for information and collaborating internally.
  • 20-25% potential improvement possible in knowledge worker productivity by utilizing social technologies
  • There is 2 TIMES potential value from better enterprise communication and collaboration compared to other social technology benefits.

 

To get a better understanding of the current state of social, I sat down with Jive's CMO John Rizzo.

 

What is the #1 factor of success for building a next generation company?

As the economic realities of today continue to be uncertain and turbulent, companies must extract maximum amounts of business value from their number one asset: their employees.  Today, about 40% of enterprise spending goes to employee costs.  According to McKinsey, knowledge workers in the enterprise spend 28 hours a week doing email (invented 40 years ago in 1971 and I doubt we'd find anyone today that loves email), searching for information (does anyone really like the way that enterprise document search works?), and collaborating internally.  If companies can surface just one day more a week of productive time by cutting those 28 hours to 20, then we can create hundreds of billions of dollars in productivity.

 

Next generation companies are trying to unlock their most valuable assets - their people.  By using social business technologies, they can accomplish this goal as well as have greater sales growth, more innovative products, and better customer relationships at a lower cost.

 

What is the #1 trend you are seeing in the Social Business industry today?

We're crossing the chasm.  The early adopters are now truly able to show how social business technologies, like Jive, derive massive value. Overall, we're shifting from an early stage market to a mainstream one.

 

In one word, how would you describe the future of Social Business?

One word: Yesterday.  Social business is SO 2011. At Jive we've moved far beyond talking about Social Business as a technology and are now moving onto mainstream usage where massive business value is unlocked.  This is not about social anymore.  It's about taking what we've learned by being out in front of creating this market and being focused on technical features,  and unlocking employee productivity and value in ways that hasn't ever been possible until now.   Social is yesterday.  Value is today and tomorrow. And Jive is the only one with proven value.


Comment below to ask John Rizzo your social business questions.

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JiveWorld12 is quickly approaching! One of the speakers I'm most excited to hear is Justin Strasburg, Knowledge Manager at EVault, a Seagate company.


Justin has worked with technical support groups the last twelve years, both as an engineer and SME. In that time, he has worked on several projects designed to improve the online self service experience for a variety of audiences from customers to partners to employees. At EVault, he is leveraging Jive to bring the customer closer to the product enhancement lifecycle through ideation.

 

I interviewed Justin to get his thoughts on Social Business.

 

Justin, what was the business driver behind launching social business?

We needed to reduce our support cost by building a better self service portal and engaging our partners and customers to help answer each others questions.

 

What's the best success story you can share about your social business implementation?

Our support agents spend on average 2 to 3 hours less a week researching or looking for information due to our Jive implementation.

 

What advice do you have for people new to social business?

Make sure you have executive buy-off and support for internal communities. It's crucial in building the external community to identify your customer "champions" and nurture them.

 

To connect with Justin, visit his LinkedIn profile or sign-up to meet him at JiveWorld12.

We're all familiar with the following scenario - a customer complaining or asking a question about your company or product on Twitter.

 

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This tweet is an opportunity.  Today's social Web provides great insight into what is being said about your organization, products, markets, and even the competition. By tracking important wikis, forums, blogs, and other Web content, you can now engage customers and prospects to quickly identify opportunities and threats, share them in real-time, and collaboratively respond.  If done correctly, you can help develop your company's brand WITH your customers.

 

In this case, the message is Jive listens to their customers.

 

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In this post (part of the 7 Pillars of Social Business Success series), I will cover LISTENING.

 

Your public relations team is probably doing a great job monitoring online conversations; however, much of their gathered intelligence often lives in a vacuum.  It commonly gets buried in inboxes and on servers or is shared in a silo among team members who have access to expensive social media monitoring tools.

 

Additionally, with the "old school" public relations model, few employees beyond marketing or support teams are even empowered to actively engage customers and help develop the corporate reputation. I see this as a problem.  As the senior social media manager at Jive, my team is responsible for listening, responding and tracking key conversations.  We need a better method than spreadsheets, emails, and standalone listening services that charged by the keyword.  We need to bridge the conversations happening inside and outside the firewall.

 

Utilizing a combination of Jive tools and Spredfast, I developed 6 Steps to Social Media Monitoring.

 

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Step 1: Collect Information.  The Jive social media team acts like classic telephone operators.  We use software as well as insights from our employees to listen to key conversations in the social Web about the brand, products, markets, etc.

 

Step 2: Filter. Then, we apply several filters to determine if the conversation helps meet one of our core social business objectives. We determines whether these conversations can impact our goals of support, product feedback, sales, marketing, public relations, or community-building. We also evaluate the source to see if they are influential or if we have a historic relationship with them.  Finally, we looks to see if responding would be a good opportunity from an SEO standpoint.

 

Step 3: Engage the Subject Area Experts. If it meets one of the items on the checklist, we post a link to the “actionable conversation” directly into the employee community or branded public community with Jive Anywhere. In the communities, we can then have a detailed conversations about the best response and pull in topic experts. This step is especially important at large or complex organizations. It is impossible for one person or a team of people to be experts in each area of the business, so leveraging the employee network and branded customer community helps ensure the best response.

 

Step 4: Respond. Either a member of the “core response team," or a topic expert responds on the original platform and links to valuable content and resources.

 

Step 5: Assign Sentiment. Next, we assign the post a sentiment score.  This helps keep track of our overall brand perception on the social Web as well as helps us identify any potential crisis communications issues.  We've found that 80% of the conversation is neutral; therefore, it’s really important to take action on the outliers. Keep in mind, while sentiment is subjective and not perfect, we've developed ways to use sentiment to help track the online attitude, opinion or intended meaning of a writer and their message.

 

Step 6: Analyze. All of these actionable conversations are then tracked, recorded and searchable for inclusion in metric reports as well as for making business decisions about innovation, marketing messaging, prospects, support plans, etc.

 

It's also important to note that listening on the social Web isn’t just about being reactive.  It's great for relationship-building and competitive insights.

 

For example, Emilie Kopp is the internal subject area expert on robotics at National Instruments (NI).  She was listening to a blogger talk about the industry.  Although the post didn’t mention NI, she was able to add value to the conversation by linking back to her own blog and a targeted discussion space in their public community for more information.  This simple task opened up dialogue and helped her build a relationship with one of the top subject experts in the world.

 

At Jive, we are also utilizing listening tools to look at competitor conversations.  We can see where they are being discussed, who their key influencers are and stay updated on their latest news all in one tool.

 

While 140 characters seems small, there is a huge opportunity when you listen, empower your employees and customers to respond, and utilize the insight gained to make real business decisions.

 

Click Below to Read Previous Posts in this Series:

When it comes to implementing social initiatives, taking a top-down approach and getting executive involvement is vital to success. But getting executives to consistently participate in social media can be an arduous task. It is essential to train executives so they can lead the way and set an example for the rest of the organization. I've worked with a variety of tech companies to develop social strategy both internally and externally. Executive participation has always been crucial to the success of the program. From this experience, I developed a 6 step process that was successful for me (and hopefully will be for you too):

 

Step 1: Find the naturals. As Deirdre Walsh put it in Does your organization have Social DNA?, "Find a leader that is willing to experiment with social." Do your homework. Look for your executives on LinkedIn, Twitter, etc. and see which ones have the most developed profiles and the most activity. The executives with the most social engagement should be the ones you reach out to first.

 

 

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Step 2: Link to business goals. Explain clearly and concisely how using social will help your executives achieve their business goals. For a deep-dive on how to do align the use of a social intranet to business goals, check out Align Your Community with Your Business Strategy by Jennifer Kelley. When encouraging executive participation in social externally, emphasize the impact it has on brand loyalty and awareness. Bottom line: people want to talk to people, not faceless brands. No matter how cleverly worded your marketing messages are, it is difficult to build loyalty without a persona. I've worked on social media strategy for a variety of companies and the content that consistently performed the best (received highest engagement) was either posted by employees or had a face attached to it. Not to be forgotten, this is also a great opportunity for executives to build their thought leadership, which improves brand awareness.

 

Step 3: Provide the proof. Executives need evidence. Supply your executives with case studies and concrete examples of the impact of social has on an organization. Remember to highlight that the executives are a critical component to creating a social organization, both internally and externally.

 

Step 4: Train them. When training executives, I strongly recommended one-on-one sessions. With a group training there will inevitably be questions left unasked due to fear of appearing dumb. Another benefit of one-on-one training is that you are able to provide very specific, tailored advice. When I conduct executive social training, I prepare by looking at their existing social profiles and create a list of specific parts that need to be updated. If you opt for a presentation, a live demonstration is much more effective that reading through a slide deck. That being said, you should still develop step-by-step instructions on how to use the social platform to leave them with for future reference. Conclude the training with a practice session to get them familiar with the platform.

 

Step 5: Make it easy. The biggest hurdle you will encounter is the "busy" factor. Have you ever looked at the CMO's calendar? I have. As you can imagine, it is scary. Give your executives ideas of how to work social into their daily workflow. Provide them with suggestions of what to post. Initially, you will want to consider drafting sample posts for them. Also, make it easy to post by giving them different ways to access the social platform - yes, I mean mobile. Every major social network has a mobile application, as does Jive's social intranet.

 

Step 6: Make a competition. Nothing gets people fired up like competition. Create an competition between your executives. This does take some planning - you'll need to determine what they will be measured on, how you will measure those KPIs, and the time frame of the competition. You can measure things like the number of posts and amount of engagement the posts receive. Let's say you choose the duration of one month. At the end of each month, send a note out internally congratulating the most social executive.

 

If you want your executives to become social leaders, remember to check-in with them periodically to acknowledge their effort or remind them to participate. A gentle push and a friendly reminder go a long way to ensuring continued engagement.

 

To the Internal Communities and External Communities, what is the biggest challenge you've encountered with getting executives to be social?

Very interesting book called "Too Big to Know" which talks about the impact of social technology on knowledge.  We are early in creating our Social Intranet and are only just discovering the unique world of Social Learning and Social Knowledge Management.  As expected, we tend to try to reproduce traditional approaches online rather than trying different approaches to traditional thinking by leveraging Social Technologies.  We have been focusing on the traditional concept of Ask the Expert which fits the traditional model of knowledge attainment and dissemination.  But in the new world knowledge development is a shared activity achieved through group think.  The dynamics of knowledge creation, validation and dissemination are completely changing and there are many challenges as well as opportunities that come with it.  This book covers a lot of how the Internet and the Information Age has driven this new dynamic and it's impact on our culture, etc.

 

How does this apply to a Social Intranet?  Essentially, we need to think about knowledge as a shared activity and not belonging to a single Expert.  So while creating single access lines to Experts can be a efficient way to gain access to knowledge to maintain and improve productivity levels, we need to think about creating Group structures to further the development and curation of Organizational Knowledge.  So I can imagine groups being created around specific bodies of knowledge and within these groups we create different ways to access and develop the collective knowledge of this topic by creating various kinds of connections between the members of this group who are creating, refining and consuming this knowledge.  For instance

 

  1. Ask The Expert - connects consumers to known (or unknown) experts by requesting specific knowledge
  2. Lists of Known Experts - allows consumers and creators to connect with known experts so that knowledge and information that is produced is pushed to consumers via activity feeds, etc.  The list of known experts can be maintained manually by people who have established credentials proving they are experts and algorithmically by the system that identifies experts who prove their knowledge through the content they produce and their behaviors on a Social Intranet
  3. Documents - Knowledge producers publish their knowledge in documents that can be accessed by consumers
  4. Discussions - sub-topics of this knowledge area can be debated and discussed between consumers and producers creating tighter feedback loops that refine and curate the body of knowledge
  5. Videos - videos are just another form of document/content published by knowledge producers
  6. Blogs - Another great tool for knowledge producers to create an ongoing refinement of knowledge between producers and consumers.  Similar to discussions but the curation process is more explicit
  7. Tools - Tools can be provided to assist in the access and application of knowledge.  Examples may be relevancy engines, search filters, data maps, etc.
  8. Much more

 

I think providing groups spaces around bodies of organizational knowledge will greatly facilitate the shared and collective ownership for development of the knowledge as well as shared consumption and learning of that knowledge. We will still be faced with the challenges outlined in the book "Too Big to Know" such as "Echo Chambers" which reinforce inaccurate information by walling out diverging opinion, but that's where moderation by individuals can come in to break down those chambers.

 

Now as organizations try to find ways to implement Social Learning, they once again may try to implement traditional learning techniques in a Social Environment rather than taking advantage of social activity as a different approach to learning.  Most people learn best when they can apply learned knowledge in practice and even better when they can share that learning with others as new "experts" of that knowledge.  The student becomes the teacher to new students and the cycle continues.  A report by Ben Betts called Social Learning: Answers to Eight Crucial Questions, really explores the nature of applying Social Learning to organizational environments.  On page 20 of this report it talks about the Collaborative Learning Cycle

  1. Creation - Codify ideas; create, publish and explore.
  2. Curation - Negotiate best practices, remix and integrate
  3. Culture - Resolve shared practices, language and competencies
  4. Connections - Trigger experiences, make connections, build understanding

 

I think this process is very tightly connected to the Knowledge Creation Cycle especially as the latter becomes a group activity.  Essentially. these activities are merging into a shared lifecycle as knowledge creation and learning become combined social activities.  Traditional models compelled knowledge creation as a separate activity performed by experts and then learning that knowledge as a separate activity by consumers of that knowledge.

 

The modern social world no longer separates those as distinct activities but combines them where experts and learners become one and the same as a group.  In this group experts provide learning to learners.  Learners, through their interaction with experts on creating and curating knowledge, eventually become experts through their learning activities and practical application.  Experts leverage the practical application of knowledge by learners to further gain insights to the efficacy of the body of knowledge they created and the cycle continues.

 

Essentially, this creates an efficient engine to drive Shared Organizational Knowledge through the shared processes of knowledge creation and learning.  What better mechanism to create a Learning Organization culture than by leveraging a Social Intranet in this way!   This not only helps organizations develop shared understanding of important areas of business, strategy, operations, etc. but it also is a mechanism to connect siloed functions within an organization where they both depend on that shared body of knowledge and they can collectively develop that body of knowledge by sharing their experiences in the application of that knowledge within their functions which traditionally are not transparent to each other

This post is part of an 8-part series on the pillars of social business success.

 

social dna.pngOnce you have taken the big plunge and "DTR" with social business (see: It's Time to Define the Social Business Relationship) , you're ready to start integrating social into your organization.

 

Since 2006, I've had various "social titles" (community manager, community marketing, social media manager, social specialist, social business manager, etc.).  Despite all of this evolution, one thing always remains the same - you will run into people that think social is merely a way for new moms to share baby pictures on Facebook and will only reduce productivity in the office.  There are several ways to combat this and ensure that your organization has Social DNA.

 

The first step is to find a leader who is willing to back (or at least experiment) with social.  I've spent a great amount of time (and sleepless nights) trying to convert the non-believers.  However, I learned it's better to find and empower an executive who can champion your successes. Otherwise, you will spend wasted energy trying to get the entire leadership team to jump on the social bandwagon.


Once you have some executive support, you're ready to begin genome mapping internally.  There are various models for how to structure your internal integration; however, the one that has worked best for me is the Hub and Spoke.


At Jive, we used our own social intranet to create a virtual "social business team" with contacts in key departments that help integrate the social into their primary functions. For example, a sales rep drafts content for the rest of the sales force to send to prospects and current customers when we create a new Facebook App.  This group meets regularly to discuss strategy, review employee social guidelines, and get trained on specific social technologies.  The goals of this group are (1) to ensure all of our employees are empowered and rewarded for participation and (2) that we successfully meet our social targets.

 

Once you have a social team aligned, you can start integrating all of your Social Strategies.  We formed one core team to handle all promoted, earned and owned social media in order to drive activity, reach and engagement.  In doing this, we were able to create a social funnel and prove that social acquisition of fans and followers plus increased engagement equals leads and measurable sales.

 

The final integration, and possibly the most important, is to determine how to integrate social throughout the customer journey. This unprecedented level of connection means we can successfully impact, nurture and track from a "like" on Facebook all the way to a advocate using social technologies!

 

In summary, integration is key in order for social to work at, well, work.


Here are the previous posts in this series:

It's Time to Define the Social Business Relationship


What problems have you encountered in your journey to integrate social into your organization?

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GinoRossi is a Social Business Scientist at Quest Software. He is a senior web professional with a wealth of experience in information systems, online marketing campaigns, online social networks, business development, project management and customer relations.


Like with any company, each department and group has unique needs when it comes to project management.  Gino was tasked with the challenge of matching those unique needs to the Jive platform capabilities. I had the opportunity to talk to Gino about how he uses Jive.

 

What problem were you experiencing?

Early this summer, our Corporate Communications lead approached me about using the Commons (our internal Jive instance) to solve a collaboration problem this department was facing. The requirements were as follows:

  1. Team Portal: a central area to store documents and hold discussions
  2. Calendar/Project: a way to track press releases
  3. Notifications/Stream View: ability to keep all team members notified of activity in their community

How do you use Jive to organize and collaborate?

With a new space on our platform, we achieved inclusiveness and high-level visibility of everything going on in their community. We then added a number of out-of-the-box widgets on the Overview page to help meet more granular needs. The "RSS widget" provided the community with quick access to the currently available public press releases from our corporate website. The "Categories widget" helped organize content that would be hosted on the community but was not a "Press Release". The "Unanswered Questions widget" drew attention to questions asked in the community. And the "Recent Activity widget" highlighted everything that was going on including activity taking place within projects. At center stage in the space is the "Projects widget".

How does Jive help with project and time management?

We created projects as a way to organize the releases of public announcements. Each project was named after the current year, such as 2012 Quest Press Release Calendar. Each press release schedule was created as a "Task" and it was either created by or assigned to the person responsible for that announcement. We configured the "Tasks widget" to show only outstanding tasks; completed tasks would fall off the view and if necessary a report of all tasks (completed & pending) can be generated from the "Actions widget". Inside the project, the "Project Calendar widget" provides a high level view of all press releases for that month, allowing community members to see upcoming announcements. Our products are broken down by business units, so we added each business unit as a category in the "Categories widget". This feature was critical to organizing the scheduled press releases once they hit the news wire. The final press release was uploaded to the project as a document (word or pdf) and a category was assigned to the document pertaining to the appropriate business unit. Tags for each post (uploaded document or discussion) would include the product name, product version, etc. This would help populate the tag cloud and further assist in finding the correct information.

How do employees stay up to date using Jive?

If you wanted to stay on top of everything going on in the Community and stay clear on the press release publication calendar, you needed to subscribe to "Receive email notifications". All the activity taking place within the Project, including the Press Release Calendar, would be displayed in the "Recent Content widget" on the Corporate Communications space. All team members could see all activities and collaborate when needed. Product Managers and Product Marketing Managers at our company appreciate knowing when certain announcements are going live or when postponements are taking place, which made the notifications and stream view a significant part of the community.

More from Gino:

Connect Gino Rossi on LinkedIn

Have a discussion with Gino in the Jive Community GinoRossi's Profile

Meet Gino in person at JiveWorld12. He is speaking on Day 3 at the Ringside with the Experts for Marketing and Sales Session.

Community and social media managers at organizations large and small are struggling with how to increase adoption of social business technologies.  While there are no formal rules for success, I have compiled the following 7 Pillars of Social Business Success for Marketing based on my experience in the trenches. By implementing or adjusting your strategy to fit the following framework, I truly believe you will draw others in at all levels of the enterprise and throughout the ecosystem  Just remember, a complete social business transformation can take a long time, but having a strong strategy will ensure you are focusing on the activities that will have the largest ROI.

 

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I'll be doing a 8 post blog series on these pillars and would love for you to chime-in throughout with questions, comments and general feedback.  So, let's dive in.

 

Pillar 1: Define

Like any good marketer, the first step is to clearly identify your Target Audience.  For Jive's social strategy, we are always trying to connect withpassionate, credible, and connected individuals both inside and outside the organization.


Next, it's key to align social business objectives with REAL business goals and set measurable targets for them.  At Jive, we focus on the following social business goals:

  • Consistent social activity. Measured by outbound communications on blogs, Twitter, Facebook, YouTube, LinkedIn, etc.
  • Increase awareness.  Measured by increase in confirmed and potential social impressions, community traffic, etc.  Confirmed impressions include data like YouTube video and channel views, while potential impressions include information about Twitter @mention and RT audience size.
  • Increase reach. Measured by current social network size (e.g., fans, followers, community members, subscribers)
  • Increase social engagement. Measured by total number of social interactions (e.g., RTs, likes, clicks, comments)
  • Drive leads and software trials. Measured by actual number of leads and trials resulting directly from social activities.
  • Foster loyalty and advocacy. Measured by social sharing by employees and current customers as well as number of users in the Jive Champions program.


Finally, it's easy to get caught-up in the "what's in it for me?"  Therefore, for any new social business project, we always ask "what does the audience get?"  By participating in things like reading this blog, we hope customers, prospects, influencers, and employees get:

  • latest news and information
  • insider views into the company
  • proficient via best practice sharing
  • connected to like-minded people
  • voice heard inside and outside the organization
  • recognized for great work, promoted as thought-leaders (have you seen the REAL Office Heros like Jive Talks: Real Office Hero Spotlight: Emilie ... | Jive Community)

 

Fellow marketers, what are your defining steps? What business objectives are you trying to accomplish through social?


 

Emilie Real Office Hero.png


Since 2007, I've worked with Emilie Kopp. While we were at National Instruments together, Emilie helped draft the original requirements document that led the business to choosing Jive for their external community.  Additionally, she was the top engineering blogger, where she geeked out about everything from miniature robots to samurai's.  Now, she serves as the social business strategist for NI.  She defines, evangelizes and coaches strategic usage of social technologies across the B2B enterprise to measurably impact business objectives.


I sat down with Emilie and asked her about Social Business and JiveWorld12.


What advice do you have for those who are new to Social Business?

Now, more than ever, in order to be a good marketer, you must be a good listener. Before you start engaging with customers on the social web, put listening processes and tools in place so you can listen before you join conversations.

 

What's the biggest lesson people will take away from your JiveWorld12 session?

It's critical for any business engaging on the social web to actively monitor and react to threats and opportunities to your brand. I'll walk through real examples from a tech B2B, sharing how NI listens to social conversations (using Jive tools) and the lessons we've learned along the way.

 

What aspect of JiveWorld12 are you looking forward to the most?

Networking! This is one of my most anticipated conferences of the year because I know I'll speak to like-minded individuals who stay up at night thinking about the same challenges as I do. Social strategists unite!

 

More from Emilie:

Connect Emilie Kopp on LinkedIn.

Read Emilie's Social Business Blog Posts: Internal Community Managers ... | Jive Community

See the National Instruments Case Study: National Instruments - Jive Social Business Case Study

Meet Emilie in person at JiveWorld12. She's speaking at the Social Business Bootcamp and Ignite session for community managers.

rachel happe.jpg


Rachel Happe (@rhappe) is a co-founder and principal at the Community Roundtable, a peer network for social media, community, and social business leaders. She has more than 15 years of experience working with emerging technologies, including enterprise social networking, e-commerce, and enterprise software applications. Rachel was kind enough to share her insight into the community building process. In this piece, Rachel.Happe explains the process of the Community Maturity Model and how to use it to facilitate adoption as a community manager:



Social business is challenging for organizations to understand and implement, in part because how an organization executes is largely determined by the unique context of an organization and its market and because amorphous influences like culture and leadership play a critical role. To break up this complex process, we've developed a framework at The Community Roundtable called the Community Maturity Model (CMM).

 

One of the reasons to use a model like the CMM is because it helps frame how the management approach needs to change as a social business or community initiative matures. If you can lay out the resources and initiatives needed to evolve, it is easier to justify budgets because you can frame expectations in a thoughtful and predictable way. We've seen this done effectively through the following steps:Community Roundtable.jpg

 

  1. Using the competencies in the CMM to direct early research - how does strategy, leadership, culture, community management, content & programming, tools, metrics and governance need to be addressed?
  2. Conducting an Audit: How advanced is your organization, from a social business perspective, in each competency? Where do you need to be to reach your business objectives? For example, some organizational cultures are already very open before social business is introduced, which reduces the barriers to adoption.
  3. Building Support: A common framework, in the language of existing business, helps everyone to understand the opportunities and barriers to adopting social/community for a specific organization.
  4. Defining A Roadmap: The audit will help identify gaps that need to be addressed in order to reduce barriers and increase adoption and success. Building a proposal of initiatives to address those gaps will help stakeholders understand dependencies and set expectations around scope and scale.
  5. Getting Budget Approval: If you have stakeholder buy-in for the audit and the roadmap, laying out and getting approval for the budget to support it will be easier. You may not get everything you want, but it will provide clarity on the trade-offs stakeholders are making when budget decisions are made.
  6. Rinse & Repeat Steps 1-5 annually as your initiative evolves.

 

For more information about the initiatives and milestones organizations typically face as they go from CMM Stage 1 to CMM Stage 4 you can download The 2012 State of Community Management report here.

 

I am excited to share a summary of this research and case studies at JiveWorld in October. It's not too late - register here.


To the Internal Communities and External Communities, what stage is your company in and what roadblocks are you experiencing?

Screen Shot 2012-09-04 at 4.06.40 PM.pngOne of the best parts of my job is sharing best practices with fellow Jive fans.  As part of our ongoing Office Hero outreach, I will be interviewing Real Office Heroes to learn the secret behind their success.  This week, I'm proud to feature: Tracy Maurer, Collaboration Systems Manager at UBM.

 

Tracy is an Enterprise 2.0 system administrator, evangelist, community manager, and trainer at UBM. An especially important goal of hers is to connect people from various divisions within UBM who otherwise would have no means of meeting, so that they can share experiences and opinions and thereby create new business opportunities.

 

She has used her experience as an E2.0 "outsider" (someone not initially involved in the implementation yet who was converted to an evangelist by the power she found in the tools) to her advantage in convincing others to give it a try. She is a member of The Social Business Council, The Community BackChannel (#cmtybc), and TheCR. You can follow her on twitter @tracymaurer.

 

Tracy, tell us the story of your social business journey.

My personal social business story started when UBM decided to pilot Jive. I was a director on the product team for one of the many UBM divisions, and was asked to be involved in championing the new platform for my department (product management). I was like many people in assuming it would create extra work for me, so I was somewhat skeptical and lacked some enthusiasm. But because I knew it was a pet project for our CEO, I decided to bite the bullet and dive in. I was pleasantly surprised by the ease-of-use, the amount of visibility I was able to generate for key projects, and the time that I was actually able to save myself in the long run. I ended up enjoying working in and with the platform so much that when a role became available on the team supporting it, I quickly applied (heck, I’d been asking when they were going to need more help so I could be first in line!). I’ve learned so much since then, and been so grateful for the opportunity to help so many people across our global business to connect and get work done in a more efficient, visible and connected way. And the people that I get to work with from other companies who offer advice, suggestions and camaraderie has been outstanding as well.

 

What's the biggest benefit of social business?

For UBM, by far the biggest benefit has been being able to connect people from around the world and from very disparate divisions. Our Jive instance is the only software shared by the entire company, and it has allowed people to keep from reinventing the wheel in many areas including 3rd party product evaluation, product development and contract negotiation. People have shared code, contacts, content and their lives. And employees who have only ever met virtually have ended up making decisions to meet in real life, both for business and personal reasons.

 

What's the #1 piece of advice you would give to a new social business practitioner?

As a new practitioner, you are likely to experience a lot of push-back or resistance. Find and document the ways that people benefit from using social business, both within your organization and elsewhere. Share them when you hear negativity, and refer to them yourself on those really hard days. For me, social business is about empowering employees and encouraging positive culture. It gives employees and business real tools to work smarter, see results and enjoy what they do.

 

Additional Resources

To learn more from Tracy, check out the following:

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