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Screen+Shot+2012-05-18+at+6.27.22+AM.pngEver suffer from an uncontrollable urge to share your latest socbiz success story, or an insatiable need to learn the latest tips & tricks on the Jive platform?  Perhaps playing Rock, Paper, Scissors, Lizard, Spock with the same people just isn't fun any more?  If so, we recommend attending a Jive user group.  Much like most medicines, the Jive Meetup & User Group Program works best when experienced as part of a regiman.  

Last month, we launched an all-out blitz of user group kick-offs; stopping in 9 cities across the globe to help our customers and prospects find link-minded individuals in their region.   Before we get too far along, we'd like to take a moment and say thank you to the customer volunteers who helped make these events possible.


Note:  We also have user groups in Portland, Oregon (forming) and Austin, Texas if you are interested in joining.

What's Next - July 2012 User Group Blitz

Due to the positive feedback from this kick-off, we are promoting a blitz of Jive user groups during the month of July.  Our goal is to align meeting frequency such that the subsequent meeting can take place during the largest of all Jive user groups, JiveWorld!  So if you are interested in launching a user group in the coming month, visit your Jive Community user group (see above) and start organizing your meetup.  Make sure to reach out to Ryan Rutan for help promoting and advertising the user group in the Jive Community and via Jive's public social channels.


But wait, there's more!

Meet with your user group by the end of July and ALL attending members will receive a discounted rate for JiveWorld12! See below for details.


JiveWorld12 Discount Rate Qualifications:

  • User group must meet by end of July 2012
  • Minimum 20 user group attendees, includes at least 1 Jive employee
  • Meeting Minutes should be posted back to the corresponding Jive Community user group.
  • Discounted rate expires July 31, 2012
  • Note:  Discount details and registration code will be issued the day of the user group meeting

For more further details/clarification, please see the Jive Meetup & User Group (Jive MUG) Resource Kit  and/or contact Ryan Rutan.


What's in a name, anyway?  Well according to the states of New Jersey, Texas, and Wisconsin … not the numbers 0 through 9.  Seems fairly strict rules coming from the same states that brought you the likes of Snooki and Kinky but perhaps they are on to something.

I submit that your identity is THE foundation by which credibility and trust are established, and when engaging in online social business … sharing something as simple as your real name is no longer suggested, but rather expected, to be taken seriously.

Let's take YouTube for example.  To this day, YouTube still allows members to participate under cryptic usernames.  This is by design for their community, as it yields a risk-free ecosystem for users to engage in their community, disregarding quality and etiquette in the process..  However, when was the last time you modeled your content strategy from someone named eric227012, or changed an enterprise process based on the suggestions of b4b13LuV45Exactly!

Social business isn't about just any engagement.  It's about the right engagement, with the right people, and the right expertise.  Relationships matter, attribution counts, and at the heart of it all is a person's identity to self-regulate the flow of real collaboration.


If you're interested in assessing the state of your community, here are some suggestions:

  1. Analyze community profiles and calculate percentage private vs. public
  2. Using last 6 months of data, cross-reference % of traffic contributions coming from "private" vs. "public" members
  3. Filter data even more to only include extended conversations (dialogues with multiple people), and re-compare.

Target:  Achieve a ratio of 1:3, meaning 1 named member for every 3 guised members, with an ever-present goal to drive the ratio passed 1:1.

Regardless of your findings, you'll find that launching programs to increase chances for uses to connect will have a direct impact on expediting the trend to a more open community.  What will change is the level of energy and focus needed to alter existing norms to the achieve the desired results.  For example, take a look at Thrive on Jive in the Jive Community to see how we helped users find each other based on common interest.


How does your community compare?  Have you experienced similar transitions, how did you navigate the course? Any interesting programs you'd like to share?

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.

Yesterday was a big day for the website. We completely changed the look and feel of the website, while still retaining the little things that make Jive feel like Jive. We also improved how we highlight THE biggest thing that makes Jive what it is, our awesome customers. Thank you to all of our customers that have shared their stories about Jive and been such a big part of making our platform better and better with every release. I'd like to give a special shout out to those who took the time to shoot some new videos for this launch: Mark Heller of Blue Shield of California, Amanda Mitchell of Allscripts, Nick Howe of Hitachi Data Systems, Trisha Liu of HP ArcSight, John Summers of NetApp, and Will Rose of T-Mobile USA. Thank You!!


Yesterday was the day...


The day we went from this.





In addition we also added some cool new images, called cinemagraphs. These are meant to show our heroic customers breaking down the walls and outdated technology that block collaboration and putting an end to the old way of doing things. Click on the one below to see it in action (it moves!). There are others in the series coming, but you'll have to check back on jivesoftware regularly to see them!



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.

david g.png

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.

Screen Shot 2012-05-08 at 10.05.53 AM.png


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 (Archived) Jive Apps Market 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.

113643-vQeg2.pngJivers knows how to celebrate releases, especially ones that are this panda-licous. We're incredibly proud of innovations like !apps, Jive Anywhere, myriad user experience improvements, and perhaps most importantly, the fact that it's now so easy for anyone in the world to Try Jive.


We don't often show how a new release looks from the inside. As a taste of that, I wanted to post three of the "launch videos" that various teams created to celebrate the features they worked on. As a disclaimer, all the videos were made for an internal contest and with the expectation that they'd never be shown publicly... but I had to share some anyway.


!apps Launch


What if you could extend the amazing !apps experience to your whole life?



Jive (is) Anywhere


From Jive's Israel office, the power of bringing social to every web page and application.




Quality Team Launch


Just what does it from our quality team to bring a Jive release to market...?


When I joined Jive about 10 months ago, I had several interesting revelations. Having been in Silicon Valley for my entire career, I thought I was plugged in. I was at Intel and lent a hand to the creation of what is now Flash memory. As a member of the original Mac team at Apple, I learned about changing the world. I was CMO of one of the earliest tablet companies and most recently ran transformational technology startups as CEO. So I'd been around the block, as they say. But Jive was the biggest company I'd never heard of in the hottest market on earth. No awareness, but lots of blue-chip customers. It was weird.


I learned that Jive's customers were driving massive change in their organizations with the courage of early pioneers. They were bent on a mission to transform the way work gets done - and they were fervent in this objective. Fervent. Jive also had the most powerful technology, but the market was asking for something simpler and easier. Competitors seemed to think that if you gave away bite-sized social experiences, users would like them. But users found that those solutions wasted time instead of saving it.  And we all need more time. Jive, on the other hand, was focused on delivering proven results for the whole company at once and built a franchise for 700 key customers as a result.


I quickly became passionate about these areas of opportunity for Jive, and as a result was asked to lead a team of great colleagues from across the company to help me on this charge. We all took on night jobs (and in most cases day AND night jobs), so to speak, to transform much of what we do.


Why am I so proud? Jive launched a major innovation initiative, not only centered on accelerating the pace of our technology leadership in the social business market, but also in the way that we expand the value we deliver to customers.


Our launch has three major components:

  • Immediate availability of our next-generation social business platform in Jive Cloud which drives more users and more usage, more of the time for proven business results. Ubiquitous.
  • Launch of Try Jive, a "one-click" free trial for new Jive users who want to experience social business and see how it applies to teams of 25 to 250,000. Simple & easy.
  • A change to the Jive brand as well as a major outbound marketing campaign to reach those team leaders who want Jive within the Global 10,000. Broad-based & friendly.

For more information on this news, read more here: Jive On! 

But you don't have to take our word for it. Check out this testimonial from HP's Trisha Liu:



I AM proud, because with this launch, we now have a fast on-ramp to the power of the Jive platform, making it simple; we've extending the platform to any employee in a company who uses web apps, mobile, Office, or Outlook technology, making it pervasive; we're making it available for free trial, allowing the power of our product speak for itself to teams of 25 and more; and we're communicating all of this through a new brand emphasizing the ubiquity that Jive's Social Business platform provides.


These initiatives were the result of tremendous work by our engineering, data center, product management, professional services, sales, and marketing teams.  While I'm the lucky one who's writing the blog post, I do so acknowledging and thanking all of Jive in this tremendous effort.


Now, I would like to hear from you. Please share your thoughts, ideas and questions in the comments below. What do you think of our new platform? How about Try Jive? How can Jive serve you better? What more can we do?


Thanks again for driving the New Way to Business through Jive, and we look forward to continuing, together, to change the way work gets done.

Tell me if you've heard this song:


I show how #socbiz can change us, I give them studies and tales.

That seems to make them happy, but it all grows somewhat stale.

I don't know what they need now, I can't say that I'm sure,

But executives seem bent on asking for so much more.


I got the measurement blues.

Everybody knows I got the blues.

If I could give them ROI,

My blues would turn into good news.


(Don't worry. I won't quit my day job.)


It's all about benchmarking.


You can't measure whether something is making a difference or not, unless you know what the thing looked like before you tried to make that difference. And yes, so much of what #socbiz can reduce, replace, improve, or make newly possible is considered "soft dollar," but that's not even half of your measurement story.


Here's one way to figure out what you need to benchmark before implementing your #socbiz project


Once you've figured out which groups of people or business processes you want to start with, ask these questions:

1. How do you measure your group or process today? Typically, a group or process is measured in a very concrete way. For example, sales and dealers measure individual productivity (how much revenue they generate in a given time period), win rate; call centers measure the cost of a customer phone call, customer satisfaction; marketing measures number of lead conversions, brand awareness levels, web site traffic; professional services measure project delivery time and quality; operations measures customer support costs, employee on-boarding costs, M&A on-boarding costs; this list goes on.

2. What is your hypothesis about how #socbiz will positively affect those metrics? This is where you create a vision for your stakeholders. For example, using #socbiz behaviors and technologies can decrease employee on-boarding time by 25%, decrease customer support calls by 28%, and increase employee satisfaction by 30%, according to some reports. Just taking a fraction of these reported improvements might be enough to warrant further examination and investment in your project.

3. What data must you gather to benchmark your hypothesis? If you're betting that #socbiz can significantly decrease the time it takes to on-board a new or newly acquired employee in a specific job function, such as sales rep, customer service rep, or engineer, then you'll need to gather some numbers, including: average base salary within a particular job function, and the current time it takes for a new employee in that function to achieve 100% productivity. Then, you'll need to know how many of those types of employees are hired within a given month or quarter. With this kind of data, you can apply formulas to calculate the potential value of your #socbiz hypothesis. Do this for a a few more use cases or hypotheses with buzz-worthy groups or processes, and you'll have the beginnings of a data-driven business case.

4. Which senior executives care about this? Now that you've the potential value of your #socbiz project, find a senior executive who cares about your hypothesis, and even more importantly, is tasked with improving what you've identified. For example, the SVP Sales will care about on-boarding new sales reps faster, because that can potentially lead to that rep closing more deals earlier. You might want to shop for critical business initiatives in your company's annual report, if you've got one.

For more helpful social business tips, register for the JiveLive Tour (

I once worked with a client who... well... freaked out because they were overwhelmed with trying to figure out how to start their social business project. After we all calmed down, though, we started.


Starting is the most important step you'll take.



Where did we start? With whatever was keeping them up at night. For them, this was trying to choose the right groups of end users to start with. Because, let's face it - however you start, that's how you continue. Those first users end up setting the tone and examples that others will follow.


Do you want #socbiz to be something folks do only when they have the time? (FYI: they'll never have the time.) Or, do you want it to be a critical part of how things get done inside/outside your organization?


Start with the right groups and processes.


Here's one way to figure out which groups or processes to start with.

Ask these questions:

1. Which groups or processes are "buzz-worthy"? These are those groups or processes that, when you're successful injecting social business behaviors into them, everyone else in your organization will notice and want some for themselves. The best places to look for these are in sales, call centers, R&D, engineering, consulting - basically, any group or process that ultimately makes the firm money, saves money, innovates faster, or satisfies customers better.

2. How do they do a particular process today, and what problems exist? This is when you want to document the "before shot" prior to doing your Social Business Extreme Makeover, if you will. You want to ask the people who know the process the best about how they find, connect, and collaborate with other people and content in order to enact that process, or, if it's a process they're not even doing yet, why it's important for them to do it going forward. You want to make a list of all the applications and events they use (hint: it'll likely be email, conference calls, instant messaging, and some knowledge management, collaboration or document management system). You'll also want to know what the problems are. For example, ask how long it takes customers, or sales reps, or customer service reps to get answers to questions; or how marketing finds and grows the number of brand ambassadors; or how inefficient collaboration with partners and customers is; or how many quality ideas are generated and refined by employees, partners and customers.

3. How would you do that process, using social business behaviors and technologies? This is where you need to first understand the capabilities of #socbiz software, and help your stakeholders understand the potential new way of doing things. They will have no idea what is possible, other than what they've experienced in public consumer social networks, which promote usage "when I have the time." You know better. If you're trying to change the way your organization works with #socbiz, then you need to focus on using it "because it's critical to how I do my work." For example, instead of emailing 3 people with a question, a sales rep can ask 3,000 by simply posting their question in your community - they'll likely get an answer faster from people they don't even know, and the community will vet the answer for correctness. You never get that in an email! Or, perhaps a customer can read questions and answers in your community, and never even need to call your call center. Maybe your employees, partners and customers can submit ideas and refine one another's concepts, vote them up or down, thus better prioritizing what your engineering team should focus on.

Once you get answers to these questions, you'll have a better idea of who to start your #socbiz project with to get early success.

For more helpful tips, sign-up for the JiveLive Tour, coming to a city near you!

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 theInternal Communities, What’s the biggest value you bring to your organization?

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Socializing SharePoint

Posted by oudi.antebi Apr 11, 2012
Jive in SharePoint


SharePoint has been considered the de-facto platform for enterprise intranets and document management for close to a decade. SharePoint has allowed companies to build a combination of managed pages for the organization such as the main landing page of the intranet, official pages for HR, Sales and all other departments in the organization.

SharePoint has also allowed teams to create their team’s intranet sites where they could share documents and content for the entire team to consume.


In many organizations SharePoint equals Intranet.SharePoint Screenshot-2.png


I had the honor to be part of the SharePoint product team for several years while I worked for Microsoft and must admit it was exciting to see this product thrive.


The biggest challenge SharePoint is facing today is user engagement. While it is the place to go to consume data, it has not managed to become the place where people engage. Engagement in my view is when you spend more than 1 minute on a page where all you do is try to find and download a file. Engagement is where you actually do proactive collaboration, discussion, share ideas and comment on other people’s ideas.


So when we joined Jive right after the OffiSync acquisition, my team and I decided to take on a project where we would make the intranet a more engaging solution for the enterprise, fully realizing that a big part of realizing this vision would be to make SharePoint a more engaging platform. The main tool at our disposal as new Jivers was of course the Jive platform. So we embarked on this journey to take a social platform and combine it with the best of SharePoint and through that deliver a new kind of Intranet, an engaging one.

So what did we do? We take any existing SharePoint site and inject Social engaging capabilities in it. Every document can now be discussed, calendar items can be socialized, shared, discussed and liked, every site has an engaging micro-blogging capabilities that let people share ideas and comment on others.


What I’m mostly proud of is the fact that I believe we have something special here, something that will let customers keep SharePoint if they wish to do so, make that the de-facto document management system, keep that as the intranet platform, yet make it engaging, make it a destination where users will spend most of their time to collaborate, share and express themselves.


Can’t wait to get this to the hands of users, I know they will love it. I am also thinking about all the IT folks that run SharePoint with whom I’ve engaged over the years trying to find ways to make SharePoint really become the main collaboration platform and widely adopted. I’m sure it will be a fun ride and a fun way to make SharePoint great.


What's your take? What has your experience with SharePoint been like? Is it currently your intranet? Are you trying to socialize it?

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