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JiveWorld16

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Roguen Keller!!

 

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Roguen, thank you so much for all of your contributions and for being so enthusiastic about winning the JiveWorld16 Game Series in any way you could. You created great conversations on social and we are lucky to have someone so passionate as part of our Jive family. Congrats on all the hard work!

 

Please message me privately to let us know where you would like the hoverboard shipped.

 

For everyone else, this isn't the last hoverboard we're giving away, so get over and Vote for Your Favorite JiveWorld16 Photo!

Typically, the first week back after JiveWorld is always a tough one. Perhaps you're battling the cold virus that everyone got; or maybe you're still recovering from the conference party hangover; or it's likely you're still catching up on the long list of emails and community updates from while you were out.

 

But for me, I'm still riding the high of witnessing how you, members of the Jive Community, went over and beyond this year in community participation in the JiveWorld16 group, reaching our highest community engagement numbers for JiveWorld ever! You truly turned it up to eleven!

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It all started with Getting creative with JiveWorld16... I would love your thoughts! We asked what you wanted out of JiveWorld16 and you answered. There were 16,000+ views on this discussion thread and more than 158 comments! We took your comments inside Jive to our employee community, Brewspace, sifting and categorizing these ideas until we knew where they belonged in the JiveWorld planning. And then the JiveWorld team did what they did best: EXECUTED on as many of them as possible.

 

Top 5 Wishes Granted

  • Interactive Sessions - All of Jive 101 Boot Camp was completely interactive as well as most of the Advanced Community Management sessions. People talking to people about their own questions and providing their own answers. Check.
  • Meet Ups - If you build it, they will come. In this case, to the Meet Up Lounge. More than 15 meetups were scheduled through The JiveWorld Meet Up Lounge: Come Join or Reserve Your Own Spot.  Blow-up lounge chairs and a life-size jenga game added some spice to the area. We even pulled together some more 'official' meet ups in conference rooms and provided the gangs with mojitos! Yum.
  • Blind Dates - We wanted to connect people in similar community situations. So, all of the seating at Jive 101 Boot Camp was assigned based upon attendee community type as well as their industry. In addition, many of the meet-up groups were based upon these characteristics.
  • 1:1 with An Expert - We paired each Boot Camp table with an existing Jive customer/expert. We also had experts on hand in the Jive demo booth for additional 1:1 expert help. Fabulous responses from both activities.
  • Equal Time for Jive-x & Jive-n - With each community type having its own track, we gave both community types equal billing. We addressed specifics for both Jive-n and Jive-x communities in Jive 101 Boot Camp as well.

 

The Best JiveWorld Ever?

We feel that this was THE BEST JiveWorld ever when it came to community participation. But it isn't just a feeling: the community numbers speak for themselves:

 

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JiveWorld16
ACTIVE MEMBERS630800
PARTICIPANTS189234
CONTRIBUTORS1950
OVERALL CONTENT89209
BLOGS559

 

Let's talk about the blogs for one moment... 59 blogs in JiveWorld16! We created Want to be a JiveWorld guest blogger? Sign up here | Jive Community  Want to be a JiveWorld guest blogger? Sign up today! and so many people responded. The Jive community stepped up to the challenge. Even more people blogged than those who had signed up! And the session summary blogs are still rolling in. What a great way to collaborate and continue conversations started in the JiveWorld breakout sessions!

 

I want to specifically thank each and every blogger:

Lori Harrison-Smith Scott Dennis Adina Schoeneman John Cloyd Stephanie Standring Renee Carney Dennis Pearce Dina Vekaria-Patel Tim Sphar Thomas Lady Michelle Gantt Maren Beckman Deborah de Freita Hannan Saltzman Scott Shive Susan Rubio Todd Nilson Alysse Esmail Daniel Martin Eckhart Biray Seitz Molly Elwood Wendy Wilson Emilie Kopp Alexa Lockwood Brian David Johnson Brett Blackney Leon Benjamin Darcy Pierce  Ryan Rutan Mike Mercado Kosheno Moore Claire Flanagan Sam Creek Becky Leung Nikhil Nulkar Kathryn Everest Adam Mertz Iain Goodridge

Closing Remarks

And of course, a big thanks to the Jive Community at large. Should I have expected anything less from community of community managers? You guys are the best and make my job wonderful!

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Advanced Community Management – Culture of Innovation – Collaborative Use Cases for Crowdsourcing

Claire Richardson - Thomson Reuters, Dan Kovaluk - Leidos

 

This presentation in the Advanced Community Management Track showed us two different collaborative use cases that use the 'crowdsourcing' concept to engage your community. Thomson Reuters used a single event, while Leidos implemented an ongoing operational strategy to use crowdsourcing concepts to curate innovation/ideas submitted and encourage conversation overall.

 

The Thomson Reuters event came from a senior leadership request to engage their employees globally, sharing a new corporate strategy. Claire and the team put together an amazing 24 hour event called "Connect Day". Using live chats with global executives, in-person events at global offices, and extensive community advertising Connect Day was a complete success, surpassing expectations.

 

Along with the scheduled chat events there were live events scheduled in 165 offices globally. These were the main focus pre-event. The live chat, or Ask Me Anything (AMA) part was very successful, with 60 executives all over the globe holding 16 live chats over 20 straight hours, answering 349 questions.

 

  • The schedule was created with the global community in mind - The CEO started the 20 hour session with a 1 hour live session at 8 PM US Eastern to accomodate all regions globally
  • The CEO was the only executive that had his own exclusive chat window, the other leaders were on panels with 3-5 others
  • Executive panels were not specifically scheduled, the chat window schedule was posted and the executives signed up for times
    • There was not an effort to schedule executives by discipline
  • Each chat was accompanied by a conference call between the specific executive panel and an assigned moderator. The moderator position was assigned to keep on topic and track submitted questions ensuring they were answered/acknowledged
  • In threaded conversations, after 100 responses the thread 'flattens', which can be an obstacle for readability. This limit can be changed in the admin console.
  • Each chat was a discussion document pre-labeled and locked until the hour started
  • An executive would post a blog post at the beginning of the hour, and the conversation propagated organically from there.

 

Marketing

  • A table was posted in a document with a list of all the chats, different time zone values, and who the participants were. A link to the chat document was in each line.
  • Virtual posters with links to the blog schedule were created and posted to group walls.
  • System blog post announced the chats/schedule

 

Post-chat

  • Each question and it's discussion in each chat was branched off into a separate discussion document, then links to each one was posted in the original chat document. Each chat page became it's own searchable Q&A.
  • From this one event, the culture shifted - the community because the new way for employees to interact with executives.

 

Results

  • 349 employee questions were answered about the new company growth strategy
  • +12% increase in views of live chats
  • 26,000 views of these live chats in the community
  • over 19,800 employees globally took part in Connect Day virtual events

 

Note: their community is mature, well established and successful.

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Dan Kovaluk from Leidos reviewed their effort to solve a business problem using 'crowdsourcing'.

 

The #1 business problem Leidos had was: How to connect a very distributed workforce to answer questions and determine speed/quality of answer?

 

The result was a carefully planned strategy. All functionality was out of the box, but this was not just throwing a new space out there. The implementation and scope was detailed and planned.

 

Key implementation steps:

  • Determine the scope of your crowdsourcing space
  • Created "Ask Your Colleagues" (AYC) space. Used Jive question widgets to manage content
  • Restricted user content types to Discussion only
  • Identified AYC moderator to facilitate space - questions have to be pre-approved

 

The page design mission was simple: make sure there was no confusion as to what they wanted users to do: ask questions and answer questions.

  • Clear user instructions at the top
  • Place to ask a new question
  • Recent unanswered questions
  • Recent answered questions

 

The 3 main roles in this space were Moderator, user, and colleagues.

 

Once a question was submitted, the moderator determined if the question was appropriate, it would be posted in the space and other users could answer it. If not in scope the moderator moves the question to the correct place in the community. If a question reaches a specific age, the moderator and other champions would @mention the right SME's for visibility. When the question is answered, the original poster marks the correct answer, If not marked the moderator would mark the correct answer after a certain period of time.

 

The results of crowdsourcing answers became the highest participation space in their community. Over 2 years:

  • 4,000 participants
  • 95% with helpful responses
  • 85% with correct answer

 

Lessons learned were that this can start quickly as a grassroots space, and the scope/size of the community affects results. Leidos continues to drive engagement through prominent display on the community home page. Once the space is launched, their view is the CM for that space should spend no more than 15 minutes per day in that specific space.

 

The other business problem Leidos wanted to address was how to unlock the ingenuity they knew was in their distributed workforce. They created another space that leveraged the AYC space and extended the content types to discussion and ideas.

 

Like the AYC space, this was also moderated and closely facilitated. Their process identified thresholds for ideas and a specific review/acknowledgement function.

 

Once an idea is posted, it becomes active to the community. For an idea to progress and warrant a response from the functional owner, the idea must have 1) 1% of the population has voted (up/down) on the idea, 2) 80% upvote/agree 3) within 90 days of idea posting.

 

  • Published successes were critical in growing engagement
  • The rules of engagement were such that the employees themselves decided whether an idea progressed or not - that removed the potential to blame 'management' for killing an idea
  • Employee ownership of the ideas improved their results and reduced risk
  • Executives must be agreeable prior to launching effort- so that

 

Since implementation, all ideas have been dispositioned as follows:

  • 50% of ideas didn't gain enough employee support to proceed
  • 25% of ideas gained management support to implement
  • 25% of ideas proceeded but did not gain management approval to implement (this was after review of each idea)

 

Both of these efforts increased engagement in their community. It's important also to note that as at Thomson Reuters, their community was established, mature and successful.

TheCR WOL Framework Low Res.jpgLast week, at JiveWorld, I presented Becoming a Community Ninja: 5 Secrets of Community Black Ops (you can view it here). One of those secrets was using communities to create culture change.

 

Most organizations do not understand the how powerful communities can be in support of goals like creating collaborative and innovative cultures or executing on digital transformation.

 

I didn’t fully understand this connection, either, until a few years ago when I read The Power of Habit by Charles Duhigg. In it, he itemized three things required for behavior change:

 

  1. The mechanics of the change
  2. The belief that the change is desirable
  3. A community of the changed

 

You can establish behavior change with just the first two but, when stressed, people revert to old behaviors, Duhigg noted. However, if they are part of a community of the changed their peers will help them maintain the new behavior.  That insight shifted my own thinking about the work we do to advance the practice of community management. I always knew communities could effectively deliver on business outcomes, but this insight helped me to understand that communities are the only effective way to change culture.

 

But there's a problem.

 

First, most of the conversations around culture change and digital transformation are completely separate from the conversations about communities. As I’ve delved deeper into the research on behavior change, I also see another issue with the traditional approaches to culture change. There is very often an emphasis on creating a vision of change and then selling that vision as a driver for behavior change at the individual level.

 

Changing beliefs in this way is very, very hard - and expensive. It's also a huge missed opportunity for both those who are investing in culture change and for community program owners, who could better understand and articulate the value communities can deliver to their organizations.

 

Community managers very rarely tell people to do anything. Instead they generate behavior change by creating an environment where some behaviors are easy and others are hard through community architecture, UX, behavior modeling, rewarding desired behaviors, triggering incremental new behaviors, moderating out negative behaviors and ensuring positive behaviors are socially reinforced.

 

When you take a community management approach to behavior change, it triggers a series of 'aha' moments for individuals that lead them to change their beliefs about what is possible - and leads to even more behavior change.  Operationally, that means instead of investing in getting agreement on a new belief first, the belief becomes a natural result of engaging in new ways. And that makes the community approach to culture change more cost-effective and agile.

 

At The Community Roundtable, we collaborate with clients to use community approaches to change culture. Much of that work is helping community program owners effectively understand, assess, measure and trigger culture change. TheCR’s Work Out Loud Framework is our tool that articulates four stages of culture change, and documents how cultures move from transactional relationships to collaborative relationships that allow people to explore out loud, a core attribute of collaborative and innovative cultures.

 

TheCR WOL Framework Low Res.jpgDownload the high resolution version of TheCR's Work Out Loud Framework here

- and get in touch if you would like to explore how to use this approach to change the culture of your community - or your organization!

 

 

 

 

 

 

 

 

Acknowledgements:

The 'Work Out Loud' concept is not new - for a history of the evolution of the term, see Jane McConnell's post from 2014 here - special thanks to Bryce Williams, who many of you know. Two of my favorite resources on this concept are John Steppers book, Working Out Loud: For a Better Career and Life and Jane Bozarth's book Show Your Work. John Stepper and Catherine Shinners also presented at JiveWorld on their approach to Working out Loud, which you can find here.

This model is the second iteration of a model first published by me for The Community Roundtable in June of 2015. In TheCR model, we link the concept of  working out loud to communities - a link we feel is critical for sustained behavior change and something that differentiates this model from some of the other work in the space.

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As I embarked on my third week here at Jive, I was very fortunate to be welcomed by an inviting team and company culture. I had spent 95% of my 10 working days in the Palo Alto office, until Monday the 14th. This was the week of JiveWorld.

 

My initial thought was I would be completely isolated and “out of the loop” since EVERYONE was at JiveWorld. However, I quickly learned that was not the case. I realized the functionality and flexibility of working remote and collaborating with my team virtually was not only useful, but also extremely easy. This work style allowed me to feel included in the event and contribute my ideas and strategies. During the week, there were 3 things that stood out to me during JiveWorld:

 

Virtual Has Never Been So Physical

 

This was clearly demonstrated during JiveWorld. As debates on the "Future of Work" heat up, it’s very clear that virtual collaboration is a useful tool for all companies. The need to be in a physical location to experience or absorb information is no longer a necessity.
Many of the sessions from JiveWorld were shared on the
Jive Communities.

 

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In addition, many of the Main Stage Keynotes are available on JiveWorldLive.com

 

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The accessibility to the Internet is obviously a major key. The availability to media coverage and news updates at the event was right at my fingertips by logging onto BrewSpace or by searching the #JiveWorld16 hashtag.

 

Internal communications from our Marketing and PR teams kept all employees, near and far engaged. We used our own products (surprise, surprise!) like Chime and BrewSpace as lifelines. Quick communications were translated into IMs, while larger more substantial updates, were shared as blogs on BrewSpace. This not only made information accessible, this saved time and energy, which are in scarce supply at any conference. This collaboration style literally made me feel like I was there and completely included.

 

The Hype Is Real

 

As a millennial and Silicon Valley marketer, I have attended my fair share of tech conferences, especially those in Las Vegas. So, when I heard of yet another conference with the word “World” in the title, hosted in Vegas, I didn’t think much of it. I had heard a lot of hype about it. A few community manager buddies of mine had raved about how amazing JiveWorld is, even threw a fit when their CMO cut budgets for them to attend in 2014.

 

All I can say after this week is - believe it. The hype is all too real. I have never seen so much positivity from employees and customers at once. Everyone was genuinely excited and interested in the content and knowledge being shared.

 

There was also a unique musical guest who played exclusively for attendees. Free concert is always a good concert.

 

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As cliche as this will sound, there was a true sense of community at JiveWorld. The event definitely lived up the hype.

 

The Love Is Mutual

 

Customers love Jive and Jive loves them back. This is obvious. If you were at JiveWorld and/or are a Jive customer, you feel the love connection. It’s powerful. It’s also refreshing. The passion and realness of customers’ stories and experiences was pouring out of my computer and phone. It’s a great feeling to see that deep appreciation on both the client and customer side. There was a sense of pride I developed during JiveWorld. It’s nice to know, I am now apart of that appreciation and get to help continue to provide those positive experiences to customers.

 

                                  

 

So, overall it was a pretty amazing (or brilliant) JiveWorld if you ask me. Yes, I will admit there was a part of me that was envious of my coworkers who were jet setting off to Sin City. But, I would argue that some of them were probably equally as envious of my “office” during JiveWorld.

 

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Want to share your thoughts on JiveWorld? Comment below or tweet me @alysseesmail

As part of JiveWorld16, I was asked to present in the Employee Engagement and Communications track on the idea of The Customer-Centric Organization https://jiveworld.jivesoftware.com/agenda/sessions/the-customer-centric-organization/

I'm Deborah de Freitas of Spredfast (more about me How I Work: An Interview with Deborah de Freitas from Spredfast )  My co-presenters were Peter Broadley and Mark Chadwick from CSA group and together we shared how our use of both Jive Interactive Intranet  communities helps us to bring knowledge from our customers into our organization.

 

 

SPREDFAST:

Spredfast, as a smart social media platform, has always been customer centric.  We help our customers connect to the people they care about most using social media.  But our own customer knowledge was often kept in the minds of our customer facing teams and we spent a lot of time trying to share it broadly throughout the organization in meetings and via email. To increase customer knowledge, we send product managers, marketers, and other teams to meet face to face with our customers.  We have a customer advisory board and customer advocates and we also host two big events in Austin when many of our employees can meet with our customers.  But as we grow, we needed a sustainable way to connect with customers and to record, amplify, and archive the knowledge our employees get in those interactions with others.  That's where Jive comes in.

 

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Our Jive-x Community helps us to connect to our customers by allowing them to:

  • Ask questions.  Other customers, our support team, or our product team can answer these.  One frequent question, about social image sizes, led to the creation of the attached social sizing guide and a new product feature.
  • Submit product ideas.  Ideas are reviewed regularly by our product team and we communicate a status to let our customers know if it is in review, declined, or added to our roadmap.
  • Connect with other members or Spredfast employees. By creating discussions around industries or product or use case, we can share best practices.  By creating a private place just for Advocates, we can help to support speaking engagements, press opportunities, and more with our most committed customers.
  • Find Educational Resources.  We have a strong onboarding program and even send trainers on site to help our customers learn to be experts on our products.  But as our customers add new employees or new products or move beyond their initial use cases, we want them to have all the tools they need to be successful.  Because our community is closed with access only through our product we can provide a very rich training environment to our customers.
  • Get Started.  Like all good communities, you should have a place for the newbies to figure out what is going on and how to use the community.

 

So great- you have customer meetings and a customer community - but how do you make sure that knowledge reaches your employees?

Well FIRST we think about what kind of information needs to meet which employees.

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  • For ALL employees – we want alignment – who do we work with (Sales Wins), what do they do (Client Launches), what do we sell (Product Releases), etc..
  • For MOST employees we want to drive engagement – with training, engaging in the community, having access to reports and notes from customer meetings
  • For SOME employees – we want to enable collaboration – without having to have them travel to the customer.  Help them learn how to gather ideas, work with customers to drive opportunities, make support and networking easier.

 

I walked through several of these examples and answered questions at the end, but I'll wrap up my presentation here with a screenshot of the internal Jive-n community we call Sharefast.   Ask me anything in the questions and I'll try to respond within a few days.

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CSA:

Since I was onstage, I didn't get any photos of CSAs slides, but have grabbed a few from the video: The Customer-Centric Organization

 

My main takeaway from their presentation is that they have used Jive to bring the major functions of the process of applying for, reviewing, and approving standards to the digital age and true collaboration instead of just digital documents.  In the process, they've increased access and communication to their customers and have reduced the amount of time it takes to move through the process.  The increased transparency and connectedness between their members, their customers, and their employees is groundbreaking.

 

They started their journey working in a community with their members, who are experts in their field helping to review the many consumer products introduced in the Canadian Market each year.  They manage mission critical processes via that community and share all the documentation and educational resources their members will need to complete their projects.  They have 80 project managers who manage 9000 volunteers using private groups by standard.  They collaborate on the standards within the community.

 

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The success of that community led them to create a new community to connect with the customers directly.  Members and Employees can connect directly to consumers to discuss standards and the process of reviewing.

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The best testimonial comes from one of their members directly in this video:

 

It was great for me to see how a small social startup in Austin with 600 employees worldwide and a non-profit standards organization around for almost 100 years (1919) could both leverage communities to improve their customer centricity.   Thanks to Kathryn Everest and Claire Fletcher for hosting us, it was a great experience.

Jiveworld Bootcamp 101 was the perfect introduction to kick off any newcomer’s first Jive World. The session covered any and all topics relating to the start up and value of a community in the enterprise.

 

The day started off with the session Why Communities Matter - Bootcamp 101  The rest of the day took place as an interactive group learning exercise. Each table walked through the steps of launching a brand new community within an organization, from the planning and implementation to design tips and tricks. By the end of the session, everyone felt like a community manager professional.

 

Key lessons and takeaways recommended to any jive newcomer whether they are launching a new community or taking over an existing one:

 

Executive engagement should be a priority.The number one driver of adoption is executive participation. Executive sponsorship alone is not enough.

 

Every new community should start with the core idea or problem that you are trying to solve. In the planning stage, it is critical to define goals and missions for your new community.

 

Measuring business impact is important. Learn about your business, craft a value proposition, and evolve over time. Always tie business impact back to revenue.

 

A successful community doesn’t happen over night. Cherish the small wins.

 

In order to engage leaders and advocates within a community, proper training is key. Incentives never hurt either.

 

The spaces vs. social groups debate. What are the major differences? An admin creates spaces, while social groups can be user generated. As a general rule, keep work in spaces and culture in social groups. And try not to overuse spaces.

 

Widgets vs tiles. Which one are you using? All recommend the switch to tiles for the future. Tiles are mobile responsive. Super lists are a recommended tile to use.

 

Basic design tip:  Always use the left rail for internal navigation and the right rail for offsite links and resources.

 

Keep content fresh. The homepage of a community should always display recent content.

 

Communicate effectively. Always use an active voice, choose the right messenger, and tailor the message to the perspective of the receiver.

When Kevin Kyle and Andrea Taylor of RSA, the security division of EMC, went on stage on Wednesday at JiveWorld16, something great happened. Within less than 45 minutes, they showed the audience the way to the next generation of documentation delivery to Jive communities.

 

With the revamping of their community site, Kevin and Andrea sought to do update their previous PDF-based documentation delivery and make it more accessible to customers and to the RSA support team. In a world where 81% of customers use web-search to get to the information they’re looking for and where about 90% of companies differentiate primarily based on customer experience, Kevin and Andrea wanted to optimize accessibility to knowledge. They decided to use the collaborative Jive platform to serve content in personalized, small and digestible pieces of content, not as large and monolithic PDFs. As Andrea says, “We wanted the look and feel of content to be less like old-fashioned documentation and more like modern blog posts,” designed for web search and in-community search instead of the traditional PDF-based search used by many organizations.

 

The path to community-based content delivery requires internal company support. In the preliminary stages, Kevin and Andrea got internal buy-in from their documentation, support, marketing and product departments. These different departments agreed on how product documentation spaces should look across the board.

 

Then, Kevin and Andrea searched for the right platform to execute their vision. They chose and implemented Zoomin for Jive which allows them to automate the delivery of their topic-based documentation to their community, making it accessible to their customers and their support teams.

In her demo at JiveWorld, Andrea presented how easy it is to publish content to Jive: within seconds, on stage, she was able to publish hundreds of documentation topics to the community right from her own authoring environment. The result: the uploaded RSA content was now available as discrete, high-fidelity documents in Jive, grouped together through a user-friendly, dynamically generated table of contents linked by breadcrumbs and navigational links. As a result, when an RSA customer performs a Google search today the top results list the correct topic in the community, moving customers from a world of documents to a world of intuitive answers and dramatically reducing the customer effort required to get to the right answer.

 

Kevin and Andrea discussed and shared some of the benefits they’re witnessing. On the process side, Kevin noted that the team has cut the typical cycle of documentation fixes from 3-5 days to a few hours. The RSA team now receives immediate feedback from community viewers and can publish independently and directly to Jive, responding to support and customer feedback and releasing updated documentation almost immediately. Kevin described a case where a European RSA pre-sales engineer sent a comment about a mistake he found in a certain piece of content in Jive. “He sent that comment before he went to sleep, and when he got up in the morning there was already updated documentation in place waiting for him,” Kevin stated proudly.

 

In addition, the move to a single place where customers and support teams can interact with product information has resulted in increased content searchability and an improved user experience. And now that content is presented in granular topics instead of in a single PDF, the RSA team can also access meaningful and instantly available analytics regarding which piece of information is in high demand and which content nobody is viewing. This allows an intelligent and data-based reallocation of resources by the RSA technical publications team.

 

Finally, the support team now has better access to documentation. This has led to the introduction of a new process through which, before compilation of a new knowledgebase article, support specialists must first search for relevant existing documentation to make sure they’re not duplicating work that has already been done.

 

Future plans for RSA include expansion of analytics usage and publishing even more of their documentation in the community. The RSA team is also converting their in-product help from offline help installed within the application to modern context-sensitive help which directs a user to the correct topic in the RSA community. With A/B testing and usability testing, RSA seeks to further improve customer experience and make the RSA community the “go-to” place for documentation, increasing customer traffic and engagement, promoting product-centric collaborative discussions and reducing the number of support cases by deflecting tickets before they’re opened.

 

Disclaimer: the author has been involved in the design and delivery of the above project and is proud to see the RSA vision come to life. Comments welcome at hannan.saltzman@zoominsoftware.com  

Analytics @ Jive: Measuring Your Customers’ and Employees’ Journeys


Being the first presenter after lunch is not an enviable position, but Udit Shah stepped right up!

 

Udit is a Jiver, and is the Director of Product Management for Analytics. Udit shared Jive analytics offerings and advice on using them to measure your community. As you know Jive doesn't like to give away too much on the future of their products, but he shared some of the roadmap with us.

 

What do you measure?

There is an evolution of analytical needs that changes as the community ages, assuming they are maturing at the typical rate. Mature communities want easy access to data for advanced analytics. Younger communities want standard reports and best practices to track usage and adoption. Jive's analytics platform covers three areas:

 

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The first category is community health, adoption and user engagement

 

These are community engagement metrics - typically used to measure your community as a whole.  The engagement analytics show vibrancy, engagement, and that the community is "sticky". Stickiness is a general engagement metric term that reflects how many users are coming back to your community. Some of these metrics are:

 

  • The adoption chart is a weekly source for trends. In general you want your users to move from active to contributing.
  • Engagement analytics show a high level view of community engagement
  • Content metrics show trends for specific types of content, which tell you how your use cases are resonating with users
  • The new community analytics reports show things like user to user interaction, and overall community engagement.

 

The new user to user interaction report helps Identify siloed or dis-engaged teams. You can not only look at user to user interaction, but in a future release you can also see department to department, job title to job title and other filters similar to what you would see in other places in Jive. Currently some of these metrics are only available in the cloud, but are being deployed to non-cloud environments soon. Also of interest (maybe only to me) was that export to .csv will be available for the engagement analytics reports, just as they are now with the CMR.

 

Contextual Analysis  

 

Contextual analytics track community sentiment. This type of metrics identifies your most influential content or users, and the Resonata client can send alerts when negative analysis/sentiment occurs. This type of analysis is usually found in more mature communities.

 

Resonata is the Jive tool that has this functionality. The software is available but is typically an extra fee (talk to your account management). When you add this view to your community metrics, you can dig more into why a team is not engaged, or only communicates within itself. You can also look more at active and engaged teams, and find trends that you could take to other groups/teams.

 

Content and personal analytics

 

Content and personal analytics measures the adoption of one content item, or personal insights to see reach, impact, and influence of an individual user. Personal analytics are coming to Jive-n soon. What can you do with this?

  • Identify the influencers to connect them with others (mentoring? new users?)
  • Identify influencers per content piece

The data comes from the community, and is similar to impact metrics but with a community view, not just limited to one content asset.  As part of the push for the new mobile apps, expect insights on the go to be coming soon. Using Jive Daily or Jive Circle, you will have mobile access to analysis for content or people.

 

Jive Analytics Roadmap

 

Udit would want me to say these are forward looking statements, not guaranteed, etc....   And my apologies in advance for the crooked pictures.

 

  • CMR Reports updated with a revised user experience measurement, and updated definitions to align with Jive site wide

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  • New Support Analytics allow you to track discussion status and responses

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  • New event analytics track RSVPs, sentiment and reach for each event (similar to impact metrics but for events)

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  • Alerts will be available and can be set for key triggers. This can help smaller teams manage their communities without being tied to the reporting.

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  • Resonata updates to include inbox alerts/updates to your Jive-n or Jive-x inbox, integration with community analytics and analytics visibility for group owners.

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  • Updates to video analytics include video adoption and play-through, as well as engagement and drop-off.

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Thanks to Udit for a great informative session. I'm looking forward to seeing these updates soon!

Our customers from around the world were recognized at JiveWorld16 for their outstanding results using Jive’s platform in key business areas. We received a record number of submissions for this year’s Digital Transformation Awards and we want to thank everyone who submitted and shared their stories!

 

On the second day of JiveWorld16 Mainstage, we announced our nine winners for the Digital Transformation Awards in seven different categories. The finalists and winners are… (drum roll, please!):

 

Digital Transformation Chief Executive of the Year Award

Making its debut this year, this award highlights a Chief Executive who has fully embraced better ways to connect, share, learn and collaborate.

  • Winner: Dr. David J. Shulkin, Under Secretary for Health, United States Department of Veterans Affairs. Accepting for Dr. Shulkin was Dr. Stacy Garrett-Ray and Cynthia Richards of the Veterans Health Administration, and Masoud Rabie of Reingold, shown in the photo below. Dr. Shulkin was recognized for his participation and advocacy in driving a more connected and engaged department. VA Pulse, powered by Jive, is a cornerstone of the Veterans Affairs’ efforts to engage its 300,000 employees across the Veterans healthcare system. Dr. Shulkin uses VA Pulse for his executive blogs and to enhance town hall meetings, and his entire team leverages the platform to disseminate best practices and help improve employee morale.

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Transforming HR Award

This award recognizes innovative company communication that breaks down walls between leaders and the rest of the company. It celebrates companies that have embraced a programmatic two-way dialog for organizational communication, improving employee engagement and unlocking the creative, innovative greatness often locked away in one-on-one conversations. Two winners were awarded in this category, finalists include Cox Automotive, and Rovi.

  • Co-winner: Leidos. As an innovative science and technology solutions leader with approximately 18,000 employees worldwide, Leidos addresses some of the world’s toughest challenges in national security, health and engineering. By replacing disparate, legacy enterprise systems with a single interactive intranet powered by Jive, Leidos elevated employee-leadership communication, simplified search and discovery, increased user adoption by 200% and improved employee engagement by 500%.

 

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  • Co-winner: Spectrum Health. Spectrum Health is a not-for-profit health system based in west Michigan that offers a full continuum of care. It is comprised of 12 hospitals and Priority Health, a health plan with about 715,000 members. The creation of a “One HR” experience for employees and leaders at 130 service sites streamlined, integrated and prioritized key messages and initiatives. The organization is leveraging the Jive-powered InSite community to connect more than 23,000 employees from various departments and geographic locations, resulting in measurable increased employee engagement through locally owned content, access to information and connectivity to and between individuals and groups.

 

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Transforming Marketing Award

This award highlights a company that has transformed marketing inside or outside its walls—either by working more efficiently with other teams to support growth strategies, or by turning customers into brand advocates.

  • Finalists: Humana, ON-Brand Partners
  • Winner: Marketo. As the provider of leading engagement marketing software and solutions, Marketo leveraged Jive-x to power its Marketing Nation community—bringing together 60,000 members from 4,500 customer companies, 550 partners and nearly 1,000 Marketo employees to provide support and education. Since its launch in May of 2015, over 400 customer ideas have been captured and leveraged in Marketo’s products. The company has also seen a remarkable increase in page views (17.4%) and engagement (34.9%).

 

Transforming Marketing - Marketo.jpg

 

Transforming Customer Support Award

This award celebrates a company that has truly turned its customers or partners into an extension of its support team. The award winner is chosen based on its ability to demonstrate how it improves customers’ experiences while more cost-effectively supporting them.

  • Finalists: CA Technologies, Seek Limited
  • Winner: Akamai Technologies. Akamai is the global leader in Content Delivery Network (CDN) services, making the Internet fast, reliable and secure for its customers. Akamai implemented a unified online community to foster communication among the company’s globally dispersed customers, partners and staff—establishing a destination for peer-to-peer assistance and interactive self-service. Leveraging Jive-x, Akamai built stronger relationships with and between its customers and partners, resulting in improved satisfaction, better customer retention, shorter sales cycles and increased technology adoption.

 

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Transforming Giving Award

This award recognizes an organization that not only helps change the world, but also leverages Jive to transform the way it accomplishes its mission.

  • Finalists: Pact, Spectrum Health
  • Winner: PwC. With offices in 157 countries and more than 208,000 people, PwC is among the leading professional services networks in the world. Through PwC’s partnership with the United Nations’ HeForShe initiative, it is accelerating global momentum toward gender equity in the workplace by bringing men into the conversation on a social platform. Since June of 2015, PwC has driven over 48,000 pledges of support for HeForShe on the Jive-powered HeForShe.PwC.com, and already reached 29% of its target goal for male PwC pledges.

 

Transforming Giving - PwC.jpg

 

Digital Hub Award

This award highlights the company that has fully embraced digital transformation as a corporate initiative in growing its business, and has recognized the strategic value of putting Jive at the center of working better together with employees, customers and partners.

  • Finalists: Akamai Technologies, The Pedowitz Group
  • Co-winner: Lloyds Banking Group. Lloyds Banking Group is a leading UK-based financial services group, with 30 million customers and 2,000 branches. Since launching its interactive collaboration tool—Hive—last year, the company has connected over 5,000 colleagues. Colleagues are using Hive to collaborate on content, share information and crowdsource solutions that deliver real business value. Lloyds Banking has already exceeded its target goal for participation by 10% and for contribution by 12%, and is now expanding the scope of its interactive intranet to the broader employee base.

Digital Hub - Lloyds Banking Group.jpg

 

  • Co-winner: Cisco. Cisco has just finished a significant digital transformation. By integrating best-in-class collaboration and technology platforms, Cisco can now drive issues to resolution faster, leverage efficiencies in decision-making, accelerate and transform critical business processes, increase communications and share, find or collaborate on content.

 

Digital Hub Cisco.jpg

 

Video of the Year Award

Also making its debut this year, this award honors the best video submission (as voted by the Jive Community and JiveWorld attendees) that shows how companies are introducing their Jive implementations to new users, or provides an overview of their digital transformation journeys with Jive.

 

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Award submissions for the annual Jive Awards program are submitted by Jive customers and Jive community members. A panel of judges comprised of industry thought leaders, previous award winners and Jive senior leadership selected the award winners and finalists, with the exception of the community choice Video of the Year award. For the video category, judges selected the top five videos, and the Jive community voted to select the final winner. For more information on the awards, please visit here. Full press release is available here.

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A great opening for the Employee Engagement and Communications track at JiveWorld was the session "Working Out Loud: Driving Adoption While Tapping into Employees' Intrinsic Motivation to Make Work Better" by John Stepper and Catherine Shinners.    John also handed out 100 free copies of his book, Working Out Loud: For a Better Career and Life.

 

stepper2.pngshinners.pngJohn kicked off the session by describing how Working Out Loud (WOL) can be one thing that can change you and your company.  He told how, while attending JiveWorld several years ago, he was energized seeing other people changing their companies and wanted to be like them, but then going home and struggling to get people just to click a follow button or fill out a profile.

 

 

 

What was missing?  His conclusion was that there was no emotional resonance with people.  Knowing that everyone wants to feel connected and be part of a bigger purpose, he came up with the idea of WOL circles.  The WOL circle concept is a kind of "Dale Carnegie meets the internet."

 

The essence of WOL Circles is that they consist of 4-5 people, meeting in a safe, confidential environment sharing:

    • What is my goal?
    • Who can help me?
    • Who can I help?

 

Catherine shared her experience working with Cisco to introduce WOL circles into that company.  Cisco had rolled out Jive to the entire company over the past year, but learned that even if you are adept at personal social tools such as Facebook, Twitter, or Linkedin, that doesn't necessarily translate to using social tools for doing work inside a corporate environment.  WOL circles help overcome that.

 

Steps she took to ensure success:

  • Had John do a video conference inside Cisco
  • Made sure that people who worked together were not in the same circle, to ensure that network connection formation was maximized
  • Created a WOL newsletter for Cisco circle members to let them know what was going on in WOL circles at other companies like Bosch or Australian Tax Department

Some of the more interesting results were that two Cisco employees working at opposite ends of the spectrum on supporting government customers discovered each other, and one employee even took the idea home to his wife and kids and the kids, who are now holding their own circles!

 

John pointed out that there are five basic elements to working out loud:

  1. creating relationships, building a social network
  2. leading with generosity
  3. making your work visible to others
  4. purposeful discovery, not just serendipity or random sharing
  5. having a growth mindset, with an attitude of constantly getting better

 

People tend to think way too narrowly about their contributions, so it's best to start with simple acts of appreciation, recognition, gratitude, and empathy.  Your activity should be tied to the intimacy level you have with the other person, little step by little step.  Once people get a sense of empowerment, it changes how they look at their goals.

 

Simple steps taken to create a single circle can often easily scale to having multiple circles with or across organizations, leading to organizational benefits as well as individual ones.  For example, Bosch now reports that 83% of their employees also became more effective at using their enterprise social network as a result of being in a WOL circle, and 97% would recommend it to someone else.

 

If you want to get started with WOL circles in your own organization, In addition to the book there are lots of free materials on the WOL web site.  Some tips on getting started:

  • Offer some structure and how you will support people through the process
  • Don't go after everybody -- focus on the people who self-select
  • Often a good place to start is with your organization's diversity groups
  • It's important to do it weekly in order to build in time for practice, repetition, and feedback

 

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Later in the afternoon, we held a meet-up where John led an informal discussion on WOL for those who were interested in starting their own circles.  A good time, thought-provoking discussion, and mojitos were had by all. 

So what comes first?

 

Well, it depends who you ask. You take the two companies represented at this breakout as a for-instance.

 

What came first at American Express Global Business Travel?

 

The answer: Jive.

 

Full disclosure: Two of the three speakers leading this session were from Yahoo. I’m from Yahoo. So you won’t be surprised to hear this was my favorite breakout session out of the eight I attended.

 

The two Yahoos in question are Christine Arnould, Yahoo’s Enterprise Community Manager (a.k.a. the Godmother of Jive @ Yahoo), and her rah-rah-in-crime Ashley Wolf, Community Manager for Yahoo’s engineering org.

 

Joining Christine and Ashley was Bridget Clark, VP of Internal Comms at American Express Global Business Travel (GBT), not to be confused with American Express. Let me explain. Or rather, let me recap the way Bridget explained it.

 

Bridget gave us the bio-in-brief of the American Express corporation, going all the way back to its founding shortly after the Civil War. GBT was part of AmEx for the longest time and indeed became its largest unit.  And then in 2014 AmEx sold it off. Bridget said they took that opportunity to hit the reset button on how they approached internal communications and knowledge sharing.

 

Here’s the rub: Given how old and storied and established this company is, you’re talking about a fundamental cultural shift of tectonic proportions. That couldn’t happen first.

 

No. First, they needed Jive.

 

In the pre-Jive era at GBT, knowledge and content were shared via email. That meant when someone left the company, their knowledge left with them.

 

Sound familiar?

 

In pondering how to give the culture a nudge, Bridget said they considered these four issues.

 

•    Mindset – strive for a balance between a legacy company and an Internet startup

•    Communications dynamics – cut down rates of death by email

•    Collaboration – down with silos!

•    Transparency – sharing is, after all, caring

 

With Jive providing both the spiritual impetus and technical framework, Bridget said they did five things to change the culture at GBT:

 

•    Memos to blogs from day one (what used to be emailed would instead be published as Jive blog posts)

•    Instituted an ambassador network to drive Jive adoption

•    Planned and planted discussions

•    Continued outreach

•    Saved some sizzle for the second release date

 

GBT’s instance of Jive is called UConnect. It went live in September 2015.

 

Before UConnect, the closest thing they had to a knowledge / content hub was SharePoint. Rather than gently coax people over, Bridget said they executed the migration with the rip-off-the-tape method. She did emphasize that she and the other Jive ambassadors are always happy to hold people’s hands until they warm up to the platform.

 

As Yahoo’s Sales and Marketing Community Manager, that sounds all too familiar to me.

 

Now it was time for Christine and Ashley to step up.

 

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What came first at Yahoo? Culture or Jive?

 

Answer: culture.

 

Christine got us in the mood by holding her lav mic to her phone while she played the yodel. Love it!

 

Christine and Ashley, both of whose tenures started in the summer of 2014, just a few months after Jive went live at Yahoo (April 2014), did a yeoman’s job conveying the culture of fun, openness, and sharing they found when they first arrived. What with quarterly hack days, the Yahoo Employee Foundation, the company’s annual birthday party every March (Yahoo’s 20th birthday in March 2015 was their first experience of that), dogfooding, Friday all-hands and quarterly goals all-hands and the way so much of those company-wide meetings are driven by user questions, etc., etc.

 

With Jive already bought and implemented when they arrived, Christine and Ashley didn’t want to use it to change the culture the way it was changed at GBT. Instead, their mission was to improve the culture and make it more efficient.

 

Christine used the phrase “silos of excellence.” In other words, what she saw was a landscape of super smart and talented people everywhere, but who were cut off from each other. What she wanted to do was harness the already open and fun culture and knock down the silos of excellence to make the culture of sharing more efficient.

 

Enter Yahoo’s instance of Jive: the Yahoo Community.

 

The obvious challenge was taking the content from its previous homes (Wiki, Google Docs, Salesforce Chatter, ilists) and moving it over, a challenge they acknowledged they’re still working on today. And whereas GBT went with the rip-off-the-tape method with moving from SharePoint to UConnect, Christine and Ashley, as I know from personal experience, modulated their approach. They approached people the way salespeople would, wowing them with Jive’s obvious advantages…while informing them of the sunset date for their old content home.

 

Another parallel with Bridget’s spiel was the theme of hand holding. Again, I know from experience that once you help someone stand up a brand new space, you’ll need to stay by their side, virtually speaking, and act as consultant and tech support. This is a good thing, as it gives us community managers a chance to continue promoting the power of Jive.

 

So to recap: When Christine and Ashley arrived at Yahoo, the right culture was already there. They simply used Jive to improve it and make it more efficient via sharing, engagement, and innovation. Exhibit A: The dogfooding space on Jive has been terrific at capturing user feedback and improving our products.

 

The best part came at the end when they called out the cluster of fellow Yahoos sitting near the front, including yours truly.

 

I was very proud to be a Yahoo.

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Why wasn’t the Journey to Cloud breakout session packed to the rafters? Kim England is a perennially great speaker and had oodles of information and advice to share about moving to Jive cloud, both for those who are considering the upgrade and those, like me and my team at Lexmark International, who already have. The room was only half-filled. Pity those of you who missed it ; watch the recording, which is now available and check out the slides.

 

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Bottom line: Don’t be afraid. Move to the cloud. Do it. As soon as possible.

 

England’s London-based company, Pearson, a world-leading education company, has been on Jive since 2010 but only last September moved to the cloud versions of Jive-n for Neo, the internal community for 40,000 employees in 70 countries; and Jive-x for NeoConnect, its much smaller quasi-external community.

 

Here are the major points England discussed about Pearson’s move to the cloud:

 

  • Consider your community first. Most of us at JiveWorld work in Jive nearly 100 percent of our time, England reminded, but many of your community members are working in Jive only 10 to 20 percent of their time. Make sure you take their needs, wants and confusions into consideration. Talk to them. Have focus groups. Do testing. Conduct polls.
  • Focus on strategizing the future of your community, not just its cloud-based future. England said that her Jive strategy consultant, Michelle Gantt, was instrumental in urging Pearson’s team to think in this way. That way, Neo was evolving as a whole, not just evolving to to be on the cloud.
  • Fully educate your community about the coming changes. “Everyone hates changes,” England said, even if they make things better in the long run. She admitted that when Neo upgraded from Jive 5 to Jive 7, her team had not fully prepared community members for the changes that would happen. This time, the team overeducated community members, making the change more palatable and alignment with the changes happen more quickly. If you prepare community members for the changes, “probably two weeks after you launch cloud, they will have forgotten” what they miss.
  • A major pain point probably will be customizations you have in your hosted or on-prem community. England said her team had highly customized Neo to make it beautiful and aligned with Pearson’s brand; further, spaces inside Neo had been highly customized, too. In the cloud, customizations are difficult, and even discouraged. You can and should work within the cloud’s confines to make your community beautiful.
  • JiveTimeline.jpgGet rid of your homepage and use the News page as the default landing. Pearson had worked diligently to make Neo’s homepage beautiful and useful. Team members were reluctant to ditch it. But in moving to the cloud, England’s team realized “the homepage is only one page in your community” and “a static Internet page isn’t speaking to me, it’s speaking to everyone.” News, on the other hand, is highly individualized. England said, “News rocks my world.” Traffic to the news content has doubled since making News the landing page, she said, because the content is more relevant to each employee. Asked after the session if there was anything she forgot to say explicitly during her talk, England said, “Get rid of the homepage. You’ll miss it for a day.”
    • This was a particularly salient point for me. Lexmark’s Jive instance, an internal community called Innovate, has been on the cloud for over a year, but we have yet to get rid of our homepage and move to News. After listening to England’s experience, I’m going to go back to work and push us to say bye-bye to the homepage. We just need to bite the bullet.
  • Be prepared for the roadmap and planning cycle to be dramatically compressed. England said that in hosted and on-prem, you have about a year to turn on an upgrade because it’s all controlled by you. But on the cloud, changes come about quarterly. “Two to three months is not a long time” to prepare, she said, going so far as to say that the quickness makes her “uncomfortable” but “in a good way.” She said her team finds a happy medium by using a toggle feature that allows individual changes to be turned on or off when an upgrade launches. England’s team uses the toggle to roll out changes to the community throughout each quarter, not all at once, so that community members can adjust to them more slowly. She said that timing seems to align with our modern expectations for updates based on experience with highly used cloud-based systems like Facebook and Google.
  • Because the lead time for updates is shorter, you have to get stakeholders on board regularly. She said that the urgency of the timing has led her team to have more frequent and productive conversations with corporate communications, human resources and Neo’s steering committee. The talks aren’t just a formality but a necessity.
  • JiveNeoNow.jpgTechnical support needs will change. Because Jive cloud’s tech support needs are probably less for in-house personnel, the IT folks who support your community might have more time to more deeply explore how the Jive technology can be best used and not just clearing out support tickets. “You really need to think about that,” England said.


Jive’s
Kathryn Everest, who introduced the session and curated JiveWorld16’s “Employee Engagement and Communications” track, said the most important point that England made was: “I survived.”

 

“The benefits of moving to the cloud so outweighed the challenges,” Everest said. “In the end they have a much better community” at Pearson.

 

See, wasn’t all that so helpful? If you missed England’s session, watch the recording, which is now available and check out the slides. Even as a Jive customer who has already moved to the cloud, I found the talk highly informative, both with new information and also with validation for how we at Lexmark handled our own “journey to cloud.”

 

Read another brief recap of the session here.

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Some people might ask, Why Gamification? What can it do for me? In short, Gamification can motivate your users to take certain actions, create passion, skills, and expertise, as well as provide intrinsic and extrinsic rewards. Deanna Belle from Cisco, and Keith Conley from Bunchball, teach us at JiveWorld16, in order for gamification to be successful, there is more than just setting up missions.

 

So what is in the secret sauce?

  • First, understand your audience - Analyze their behaviors
  • Start small - Pilot your gamification plan
  • Set KPI's and Basellines - these can be things like:
    • Increase user contributions
    • Improve return rates
    • Increase social referrals
    • Elevate user registrations
    • Increase leads
    • Reward top contributors
    • Increase active users

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Example of goals from Cisco's gamification plan. Click image to enlarge.

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  • Build - Make it fun!
    • Prioritize community Actions - know what behavior and actions you want to reward for.
    • Badges should be appealing to users, so they are proud to show them off. Example of some of Cicso's badges, to the right (click image to enlarge).
  • Measure
  • Learn - what did the results teach us?

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  • And lastly, Repeat

 

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If you are getting deeper into gamification or are interested in advanced gamification, I recommend that you check out the Gamification, Engagement, and Rewards space. You can ask questions, review documents, and see what others have done.

 

 

 

 

Additional materials/further reading:

Although Patricia and Trevor didn't provide a step-by-step guide for the actual moving from overview pages/widgets to pages/tiles, I was happy to hear that Cisco has adopted some of the same best practices that as a Strategy Consultant in Jive Professional Services, I recommend to the customers I work with for making the switch.

 

A summary of their recommendations:

  • For new places: try to use tiles first. See if the functionality that is required for the page can be handled with tiles. If not, stick with widgets for now. Or, if mobile users are a priority, choose to go with pages and tiles. For mature communities using widgets, develop a policy to make all new places use tiles if possible and move to tiles for existing places when it is feasible. Think about how to provide the same information in different ways when a tile doesn't map to a widget.
  • Use the document viewer tile for highly designed pages on internal communities; use a html tile for externals. Using a document and document viewer tile allows the content to be indexed so that it will be available in search. It also allows the same document to be surfaced in multiple places using the tile - and you don't need to be an admin to update the document. (Note from me: using a document/document viewer tile instead of an html tile may not always be the preferred method. If users finding a document in search results with no context would be confusing to them, consider using the html tile instead.)
  • Consider developing custom tiles for functionality that is not provided in the current tile set, especially if they can be used in multiple places. E.g. a search tile. Make sure to check with the Jive roadmap to ensure that you don't develop a custom tile for something that will be ootb in an upcoming release.
  • Page templates are not available at this point. To give place owners some ideas about page layout possibilities, create some sample page layouts in a group for them to reference.
  • Provide training and support to place owners. This can include:
    • Training guides and FAQ
    • Help place
    • Group training sessions
    • Drop in clinics
    • 1:1 sessions
    • Videos
  • Promote tile benefits:
    • Tiles are responsive: better mobile experience
    • Up to 5 pages per place can create navigational elements within a place that are not available using overview pages. This can also create a better UX since using pages can reduce the amount of information displayed on one page, allowing most content to be displayed above the fold.