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5 Posts authored by: kosheno.moore Employee

Wow, I just got out of an amazing session at JiveWorld 14 called “Guiding a Successful Community Liftoff".  It literary highlighted the narrative of community building from two very different approaches.  VCE tackled community implementation from a functional requirements perspective and Okta tackled it from a more technical design perspective.  There are awesome learnings in both approaches and a common message that tied them together : investing time and resource in planning for a successful community is key!


Tamera Rousseau-Vesta from VCE is always asking how to make the customer experience better? Some of the problems Tamera was trying to tackle: engaging in 1:1 support model is never scalable and many customers were connecting about their company in various other places. Yes, people are talking about you in other places. she said, "If you don’t know what other people are saying about you, you really don’t know your brand identity". That is why it is important to create a nice “room" so that people can talk about you in it (hopefully nice things , but if not, you will know what to fix).


So how to create this room? Here are Tamera's steps. First step is to align the community goals with the company goals – what are you trying to achieve in general? Second step is to define the processes – what are some of the governance that needs to be implemented? Third step is to identify content – what does your customers and employees want  to see? Fourth step is to eliminate barriers  - and do take time to identify them. And finally, the fifth step is to establish ownership.  VCE knew that different stakeholders have very different goals for social.  Marketing wants case studies and customer advocacy on their products.  They also cared about web traffics.  Product development cared more about engaging the customers directly to the ideation process.  Why not get product feedback directly from customers instead of through support? Support cared about knowledge base that contained accurate and fluid information. Understanding the goals of these stakeholders gave VCE sponsorship to move forward on a community implementation. Tamera feels that VCE community has matured to a point where they are able to engage with their customers and answer their questions. Their customers now have an awesome room to talk about VCE.


Stephen Lee from Okta is an identity management guy, it in his DNA (those were his words). Stephen was trying to solve the problem of internal communication struggle at his company.  There were too many ways to ask questions and inconsistent response time…too many ways to ignore a question.  The way Stephen prepared to address this problem was to set up a social community.  He initially focused on identifying the personas - what types of users are coming into a community?  Then he focused on the community architecture -  is it going to be external or internal or both?  What is the identity lifestyle going to look like? Should it be provisioned with automation (single sign on, automated deactivation of accounts) or manual registration? Once those questions were answered and with the help of Jive Professional Services, Okta’s community was ready. They have a place to invite their employees, customers and partners so that they can communicate.


Tamara and Stephen agreed that in order to successfully deploy a community, you do need a business person and a technical person working together.  Without aligning with business strategies, a collaboration tool will become just another platform.  Without the technical expertise, there may be quite a few missed opportunity in properly implementing the use case.  When you have both, you are at the sweet spot and well on your way to an amazing community.


Thank you, Tamera Rousseau-Vesta and Stephen Lee!  You are both so charismatic and engaging! Great way to end the JiveWorld 14 sessions!

Thomson Reuters used gamification to boost their own use of Jive and promote learning within their community. Ellen Anderson and Lindsay Keogh of Thompson Reuters shared their stories at JiveWorld’s "Advanced Measurement - Proving Business Value to Expand or Sustain Your Community” session hosted by Josh Richau, Sr. Director of Product Management. Thompson Reuter’s story is quite amazing.  They used Jive to implement “The Hub” where people come to start their day.  Everything can be found on The Hub including colleagues with specific expertise, messages from the executives and even the lunch menu.




When Thompson Reuters upgraded to Jive 7, they turned to gamification to get the employees use to the latest and the greatest.  Missions were created where the employees were able to earn badges (and points).  Badges for attending the training sessions, badges for reading Jive 7 feature related blogs, badges for answering questions in their community. People were excited to become “badge geeks” and things got competitive!  Thanks to the gamification initiative for the Jive 7 upgrade, there was a 304% increase in using structured outcomes. 


How were they able to give such specific value to show the improvement?  Josh Richau highlights the analytic engine under the hood.


  • Impact Metrics for individuals
  • Community Manager reports for Group Owners
  • Resonata and Web Analytic for Community Managers
  • Business Analytics for Business Owners
  • Data Export for anyone who wants customized reporting


When you have data, you can tell much compelling stories...and make them BEAUTIFUL!

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More information at [Archived] Jive Analytics.

To deploy a Jive instance and release it to your employees, partners or customers requires a bit of thought. You cannot simply expect that “it's built and they will come” to a new collaboration platform.  Hitting the right use cases, getting users to adopt and being able to show measurable outcomes are critical to a successful sustainability of a community.  Jive Software’s Principal Strategy Consultant, Sean Winter shared his secret during JiveWorld 14’s “Implementing Jive Right First and Every Time” session.


Here it is: It is important to define the words “use case” by using this template: <group of people> + < doing something in Jive> + <to achieve measurable outcome that is of value> to make sure that use cases are making worthwhile impact to your company.


Here are some examples:


  • HR is going to blog in Jive to achieve new hire on-boarding experience satisfaction rate by x%.
  • IT is going to create a knowledge base in Jive to achieve reduction in call volumes by x%.


…Imagine having these use cases scheduled out in a one-year community roadmap and being able to tell measurable success stories as they are implemented.  The business functions are going to lined up to get their use case on your community roadmap because you are going to make them work better and make them look AWESOME on top of that!!


Get ready to roll up your sleeves, you will be a busy community rock star… popular and fully booked!

When RadioShack revamped their internal community, they turned to the social experts, their Social Media Team.  RadioShack’s social media team was invited as beta testers and given an opportunity to provide feedback on the current state of their internal community. Way to empower an already highly social team to make improvements to their company’s internal community.  RadioShack also turned to their Marketing Team for their external community improvements because by their job definition, marketing folks know what the customers want.  Great advice from the RadioShack team: make sure that your community contents and user experience work on all devices…! Oh, and what was the RadioShack executives input to having their employees bringing their own devices to work? People are already browsing on Facebook anyway, why not have them be social in the RadioShack community? So TRUE!


Thank you for awesome insights, RadioShack Team: Shauna Burd, Rachel Duran, ahawkins!!

JiveWorld is kicked off with great panelists offering fantastic insights at the JiveWorld Boot Camp (the room is packed with 200 cadets)! The awesome panelists, Christopher Morace, Alan Lepofsky, Caty Kobe and Ted Shelton started by clarifying some myths including, "If you build, they will come". The common message we've heard from them is that an organization simply cannot deploy a social collaboration platform and expect that users will start engaging in it.  IT TAKES WORK!  Having at least one dedicated resource to own a community and establish community baseline, drive initiatives to get the users engaged and measure the outcomes of success are keys to get value out of the investment.


When it comes to how we can mature our communities, our panelists had some awesome insights.  Adoption and success of a community is all about building relationships because social business collaboration will likely require change in people's behavior. It makes sense to invest time in nurturing relationships with sponsors, advocates and new community members by taking them out to coffee or give them phone calls to get their insights and feelings about engagement and collaboration taking place in a community.


A case for a social business within an organization may not necessarily get sponsored initially. It is important to pick your use case to spend time on based on your position too.  If you are an individual contributor, it's probably easier to start small by showing value in outcome-based collaboration like sales processes, support processes, on-boarding processes.  Any one can measure what success means in these areas so you can start implementing these use cases and show the value quite quickly.  However on more strategic use cases like corporate communications, aligning collaboration strategy with company priorities may require a whole team of community enthusiasts and executive sponsorships.


Lesson learned from this Boot camp session: Get those coffee cards loaded, and get ready for awesome dialogues!

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