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Thank you for joining us at JiveWorld17! It was a blast and we hope you found it informative and inspiring!


If you haven't seen it yet, the JiveWorld17 survey is open on the JiveWorld17 front page and we are looking to hear from you! We'd like to emphasize that this is not a "give us the best rating and tell us how awesome it was!" kind of survey.


This is what we DON'T do when you submit your survey:


This is what we DO do when you submit your survey:


We want to know what you liked, but more importantly – what could we do better? We make it our mission to look at every survey and take into consideration every response. We want to keep the things you found helpful, and make improvements on things you felt could have been better. JiveWorld is an event for you, so please help us make it the best experience!


What are you waiting for? Go to the JiveWorld17 group and fill out the survey found in the middle of the page! We look forward to hearing from you!


Yes, I know that such posts should be written on the next day after the conference's  Final Night Party But 3 weeks after the event seem to be a perfect brewing time for all the information, inspiration and experience from JiveWorld17 to turn into practical insights. Here is the list of mine. Let’s make it broader with your pieces of wisdom  in comments!


There’s no limit in engaging your community

Daveed Goldman and Nobu Adilman from Choir! Choir! Choir! demonstrated how powerful, connecting and successful  it can be to let your audience play crucial role in your business. Jive is a perfect platform for such a practice.

Imagine your customers having a real 1-day-work experience in your call center, or store, or digital marketing department. Just like your top managers occasionally do Or they can spend a workday with your CEO (my wildest dream). This can be a reward for your Jive-x community champions. Sure they will blog about such experience in your community as well and become your most passionate brand ambassadors, or even employees!


Analytics is Queen

We all know that content and people behind it are key to a community which brings value. But ROI still needs to be proven. And here analytics comes into play. Thanks to Jive team, we have lots of valuable data delivered via Community Management Reports and Engagement Analytics. The tricky part is how to match this data to off-line business situation,  interpret it and apply those conclusions for better results. It seems that a dedicated analytic role is absolutely necessary for any medium-sized and large Jive community with ambition to be profitable.


Adoption to new major product features is pretty long

Especially when it comes to widget-to-tile conversion Tiles are more than 3 years old by now, but many long-term customers still use widgets, as moving to tiles is  time-consuming especially for large communities. Best practices and lifehacks on the topic of this switch are still in a great demand.


Location matters

Even with Jive Works in place, you have much more chances to influence Jive’s roadmap and bug-fixing schedule if you are based near Jive’s office or at least in US. Through offline meetings, meetups, etc. That’s why JiveWorld is especially important for people from other parts of the world.


The gap between Jive Cloud and on-prem is widening

With announcement of Jive’s Next-Gen Cloud architecture it became obvious that matching between Jive Cloud and On-prem will become slower and more fragmented than it is now. I assume, moves from on-prem to cloud in the future will also take more time/money. So it’s a good motivation to move to cloud as soon as possible. Of course, if you don’t have imperishable legal or security restrictions in place.


There are different paths to success

Your community can have different governance models, launch strategy and even different place in your corporate IT-ecosystem. Successful communities are diverse in approaches to implementation. What unites them, in my view, is presence of dedicated, hard-working and creative team behind this project. Ideally, backed with executives!


As if having a giant plinko board to play with wasn't enough, we had the mobile game series running as well for JiveWorld17!


Our top three winning categories are as follows:

  • Best attendee photo of JiveWorld17
  • Top Tweeter of JiveWorld17
  • Overall Leaderboard


And the winners are...


Best attendee photo of JiveWorld17


As determined by the poll; Vote for Your Favorite JiveWorld17 Photo!


Taking 25 votes out of 106 is...


Lisa Allison, Enterprise Community Manager, Analog Devices. "Dying to engage"


Congratulations Lisa Allison, you've won an Amazon Echo! Please email me with your shipping address and phone number and we can get this item out to you! (


Next up, we have the...


Top Tweeter of JiveWorld17!


And the winner is... Jakkii Musgrave from Ripple Effect Group!

In case you haven't been paying attention, Jakkii won the top tweeter spot for JW14 as well!


Congrats Jakkii for winning...   you get a Free Ticket to JiveWorld18 with comp'ed hotel! Just circle back with the team when we get ready next year and we'll be sure to get your tickets sorted.


And finally, for the...


Overall Leaderboard Winner


This guy was everywhere, and by everywhere, we truly mean everywhere. He even figured out how to "game the game" for which we removed a bunch of his points and even THEN the guy was still in the lead. Congrats to Roguen Keller from Hitachi Data Systems for making the most of your JiveWorld experience and getting the highest score on the leaderboard! We know there was a lot of competition for this one, so we want to say that we appreciate everyone who participated and cared so much about the games! And watch out, Roguen, we're going to work hard next time to make a bullet-proof mobile game experience! We love a good challenge.


Roguen wins a Free Ticket to JiveWorld18 along with free hotel and airfare. Reach out to us next year to collect your ticket, Roguen!

I had the pleasure of attending  Getting the C-Suite to pay attention: Strategic uses cases for internal communities to manage company transitions, mergers and corporate initiatives, which was facilitated by  Dennis Pearce from Lexmark and  Tammy Triplett from Leidos. This session was part of the Managing and Measuring Mature Communities track.  Rob Ryan introduced the session saying that Dennis and Tammy would be focusing on change - creating, celebrating, and communicating change. This was music to my ears since change seems to be the only constant in every field and any advice on how to better manage change is always welcome.


Dennis took the mic first and explained that he was going to be talking about two changes Lexmark went through – a rebranding and transitioning from a public company to a private company – and how they used Jive to make it through those changes. He gave us a brief history of Lexmark's usage of Jive (see picture, right), which began in 2012.


In 2015, after 25 years, Lexmark decided to rebrand with a new logo. This was a massive undertaking and Dennis identified three challenge areas:

1.  Coordinating the changeover (or "Logos everywhere!") - think of everything that your company logo appears on: signage, business cards, stationary, equipment, products, etc., etc., now figure out a plan to change every last one of those logos.

2. Generating excitement - how do you get people excited and invested in the change?

3. Creating awareness of the branding resource they were building on Jive.

Jive was key in all three solutions. Lexmark was able to create some fun by having people post pictures of the new logo in action. If a building had the logo erected, a picture in a blog showcased the change. This created a little competition and, as "a total bonus," the facilities people could better keep track of which buildings still needed to be rebranded. To generate further excitement, they coordinated launch parties on Jive, again posting pictures and celebrating the new brand in action. Finally, to make sure all employees knew where to go to get help with the new brand, they created a dedicated place and kept it simple. Very clear instructions in bright letters helped people know where to click to get the help they needed.


The second major change is ongoing as Lexmark makes the move from being a public company to becoming a private company. The rebranding was work, but it was still fun; the transition is work and created a lot of tension as people worried about the future of the company. Communication was key in dealing with the challenges of addressing employee concerns while still obeying laws about what can and cannot be shared with the public. Keeping it simple was a mantra as Dennis and his team worked to keep everything as transparent as possible. The JIve group that was built as an information hub used mostly text because, as Dennis pointed out, "no one wants to wade through pictures to find out what's happening with their job." The C-Suite wrote blogs and then responded to comments and questions, even if they had to say, "We legally cannot respond to that question." This transparency and open communication helped to calm people's worries. This was one of my favorite parts of the presentation: Dennis brought attention to the fact that the group became less active as the direction of the company became clearer, so it acted as a barometer for how anxious the employees were feeling. If they were anxious, activity in the group spiked, if things were calmer, there was not as much activity. Dennis's sum up: "The adoption curve does not always have to go up to be effective."


Tammy took the stage next to talk about Leidos and their Jive platform, Prism. The challenge Leidos faced was transitioning legacy intranet users of 20 years into Prism. Leidos and Lockheed Martin combined their IS&GS businesses, which meant 16,000 Leidos employees would be joined by 16,000 Lockheed Martin users on Prism. They had to double their users overnight. To do so, Tammy and colleagues kept the mission simple: "We planned to communicate, communicate, communicate!" They created a temporary free-standing HTML page called Emerge that the Lockheed Martin employees would land on to provide them direct links to the information they most needed within Prism. They also worked with HR to have all employee profiles fed into Prism prior to the official launch.


In addition to the technical aspects of this move, it was a challenge because they were asking Lockheed Martin users to shift to decentralized messages where everyone had a voice, which was a big culture change. To help ease this transition, they revamped all existing help documentation to make sure it was relevant and, well, helpful. They renamed and reorganized their spaces to reflect the new business structure, making navigation easier. And they planned Launch Day events that highlighted the Leidos signature purple and got the CEO into the company ice cream truck handing out cold treats (see photo, left). After launch day, they developed early adopters into advocates. All of their hard work paid off: Within 30 days of launch, they had 75% registered and active users.


During the Q&A segment, both Dennis and Tammy stressed the importance of having at least two members of the C-Suite driving the messaging behind the change your company is facing. Dennis's C-Suite blogged and then answered queries on the blog and Tammy's C-Suite provided strong messaging and on-the-ground visibility to offer support. Any leader in the organization that can direct their reports to adopt the change will help calm anxiety and increase adoption. Tammy also spoke about the need to offer email as an alternative for those new-to-Prism employees that weren't yet comfortable posting on a public forum, a kind of "meet them where they are and take them to where they need to be" philosophy. You have to put content out how your users need it, not necessarily how the organization is set up. Dennis said that the open communications also helped deal with the "glass half empty" crowd because the "glass half full" folks chimed in to remind them of the positive, keeping the conversation from sinking into negativity. Both agreed that the transparency Jive provides has helped to integrate the changes more quickly. Dennis believes that his employees benefit from having the company strategy front and center everywhere on Jive because it helps them to make quick, everyday decisions that are in line with the strategy that is so prevalent.


Tammy and Dennis provided a lot of great ideas any Jive customer can use to help bring about change in an orderly fashion. Please be sure to check out the recording of their session here.



Job well done!

The track session leaders,  Claire Flanagan (front) and  Rob Ryan (left), grab

a photo with presenters  Dennis Pearce (middle) and  Tammy Triplett (right).

You know that feeling of awe discussed during the opening keynote? I had that feeling in spades while attending the "Building the Business Case to Defend and Grow Your Program" session by Rachel Happe in the "Managing and Measuring Mature Communities" track hosted by Claire Flanagan. This session encompassed two social collaboration giants/idols and I absolutely fan-girled all over the place. Moreover, I'm utterly inspired to travel back to the office and implement this strategy!




As the leader of the advanced JiveWorld track, Claire Flanagan boasts four years as a Jive customer plus four years as a prominent and integral Jiver. The "Managing and Measuring Mature Communities" track targets communities which are more than a year into the journey and are seeking more advanced information.Since 2009, Claire self-admittedly has been "stalking" Rachel and her work as a Co-Founder of The Community Roundtable (TheCR has an exhibit booth in partner showcase area - please check it out!). The Community Roundtable has a knack (read: incredible track record) for connecting industry professionals, advancing the business of communities and develop proven, practical strategies for better engagement.


In this session, Rachel poignantly shares her insight into sales. Specifically, sales skills and techniques for non sales-oriented folks (like most of us Community Managers) who constantly defend our communities and their value on a annual, quarterly, monthly, weekly and daily basis. The basis of this is that if you want to be successful as program owners, then you need to get comfortable selling your point of view. It will limit if your community growth (and your own growth) if you don’t find your own way to accomplish this.



As Rachel stated, most of us are not comfortable with "selling" - it can feel very contentious and anxiety producing. Part of what holds us back is our traditional narrative of businesses organization and traditional pecking order. There’s an anxiety that there’s someone higher up that we must convince, but we are terrified to talk to them because of their status within the company. Given this unwillingness to be vulnerable forgoes the fact that we are all just people and people work best together when they are fully collaborative and open. This session strategically delineates a plan of action to take home and activate for your community!


When Rachel says selling, she doesn't mean to be like a car salesman - we are not selling, defending, convincing or evangelizing - we are influencing change. Rachel notes that Community Managers may be thinking about it all wrong. Our natural instinct is to resist new ideas and being told what to do. She brought up a sweet anecdote about her daughter (ADORABLE baby photo below!), given that at this point she is not able to be told what to do. We live in denial that we can tell others what to do - no one wants to be told what to do. Even when we believe in something, change is hard.



Rachel possesses a unique understanding of how to change belief. In TheCR community, every Monday they have a work out loud thread in which each team member shares three things that they are working on each week. The direct objective is a good productivity exercise, but the intent of the orchestration intent is to create serendipity - collaboration in the effort of saving time and creating an advanced starting point for all team members. This shows value of community and while belief is changing, the community reinforces that belief. Intentionally fragmenting a complex thing/idea/project to string it all together in the end in a digestible format. Sales can be exhausting and we are not all aligned immediately. In this spirit, the idea that presenting change to a large group of people and hoping everyone is on the same page seems impossible, however, if you meet with people off one at a time to understand them and then bring them together to solve this issue, then the change is much easier to implement.



Rachel has found that by applying community management engagement skills to the Social Executive Framework then you can impact change and defend your program. The secret sauce is to start with emotion versus logic.



Breaking down Rachel's process to defend your program is as easy as (I hope!) 1, 2, 3!

  1. Understand Your Audience
  2. Develop the Narrative
  3. Execution Requirements



Rachel, as always, clearly explained these three steps in depth. She most definitely gave the session attendees much to think about and inspire them to implement these steps in their communities.


Understand Your Audience


According to Rachel, there's an obvious secret to understanding your audience – A.B.C. Always Be Connecting (not Always Be Closing). The mind trick is to interview people who can help to influence change. People love to talk about themselves. If you ask them insightful questions, very few people decline. You find out so much information about how they feel about things – things that makes them tick. Figure out who to interview – budget holders, Vice Presidents with ownership of community and stakeholders. Now, who influences them? Those are your secondary influencers.



Once or twice a week, interview someone who may be able to help identify issues and ask them about themselves. Unless you are 100% adopted and shutdown email and phone systems, there is always someone you can find doing it the old way that you can interview. What you’ll eventually hear is what they believe to be a problem that needs to be solved. This helps to build a relationship and aids in creating a pleasant interaction. The primary and secondary influencers will have a better perspective of you and the community, rather than a pest perspective of you coming to them with a problem about the community. Understand from a humanistic perspective how they feel about things - have some empathy for them as you're both incredibly busy but in different ways.



Develop the Narrative


Three part narratives are visceral, simple and memorable. One that is most successful is the Past, Present and Future narrative.



Rachel realized that she was starting in the wrong place, she was starting with with the answer (community) instead of the problem (engagement problems, retention issues, conversion lags, etc). Most influencers don't have a concept of community, but they do know the problems and in order to connect with them you need to align with the problem. Her favorite narrative is Past, Present and Future. It's memorable and simple for others to repeat. This is key - you need to do it simply and concisely – in two or three sentences explain what you’re trying to achieve so that stakeholders can explain it to their peers and colleagues.  You need it to make sense for them otherwise they will not evangelize for you. Explain the Past to them - utilize the concept from Simon Sinek's Why. Take them through the Present - where you are now and what the community is doing. Then review with them the Future narrative and how to overcome the existing challenges. The more specific you can get with the Future narrative, the better your metrics will be and easier to understand. Moreover, figure out how your executives make decisions - different organizations are wildly unique in how they accomplish this, as some are very strategic and gut-oriented while others need a ton of data.



Define the problem before you begin and always speak to the specific person you are trying to convince. Start with an emotional perspective to ensure you're sitting on the same side of the table. We often ignore emotions, but we shouldn’t – that’s an elephant in the room and until it’s resolved, there won’t be a solution. The trick is to talk about emotions neutrally which sounds completely ironic. Be self-aware about emotions. Figure out your emotion and then tell the influencer “I feel really ______ about this challenge in the community.” No one can argue with that. They can disagree, but they cannot tell you you’re wrong because it’s hard to argue against feeling. This practice removes the contention from the conversation and creates a unified front. You can identify the issue together and the negotiate the solution. If you just start with the problem, then the ping ponging ensues and you’ll never get where you want to go. Our emotions change our behavior all the time. Finding a way to say it is possible without being overly emotional. Rachel is a big fan of being direct and saying what you feel so that you can resolve the issue as quickly as possible.



Go be an analyst and research the workflow that you’re trying to impact by adding up the time it takes to describe a problem and then solve it. What’s the cost and then the value? From there you can define the issues. Know what you’re talking about – be specific. Without details, the monster in the closet is so much bigger. People’s imaginations make them super anxious. Being detailed and focused mitigates that. Iterate, Iterate, Iterate – get influencers to understand that there’s a problem and convince them to want to solve it with you.



Remove bottlenecks using a community workflow is significant. Leaders and influencers get so many emails and phone calls, and the kicker is that they don’t actually want to be the bottleneck. If you have a community, they no longer have to spend time answering questions a million times - all of the information team members need to do their jobs on a daily basis can exist in the community. To present this to your leader, know that you are trying to get a rough workflow and it will never be perfect. Then look at the time savings and opportunity cost – by reducing workflow time it's likely that you'll be able to do other tasks more efficiently.



What does success look like? Rachel notes that ROI models and dollar figures are how we capture and communicate value in our society. A dollar is how we define a dollar worth of value. If you can’t translate your community value into financial value, it will always be a bit unclear. This helps people see how communities generate value. It's akin to a geometric curve - in the beginning there is not a lot of value, but then compounding change happens. Below is a self-evident slide – you can go to an executive with this type of slide and ask what they want. It's an obvious answer - C - completing a task in four hours is far and beyond better than completing it in ten days. Then you can explain to your executive that you can’t do C without B. This will aid in executive buy in to go with the solution you propose to remove bottlenecks. Collaborate with stakeholders to get assumptions they are comfortable with, then they’ll be comfortable with the results. We always feel we need the perfect answers in these types of situations; however it's more effective to iterate with them. Show your executives the value of the community and communicate in financial terms what the community brings to the organization.



Execution Requirements


Rachel advises to create a Caterpillar Chart to document all community management initiatives and miletones you‘ve hit along the way to consolidate the community journey. This can help you to see if it’s really lopsided, for example all tech millstones, if this is the case then you can backpedal to make it more balanced.



More importantly, ROI shows you where you’ve been and then you can conservatively project out your growth. These types of confident projections will make influencers and executives more comfortable in conversations about the community. Showing three different projections (Conservative, Confident and Aggressive) puts control of decisions onto the executives. "Here are three paths – which do you think we should take?" Create a road map of the budget required per type of path. The executive may ask "Why do we need $50K for advocacy programs?" you can then easily answer, "If we do this, we won't have to hire three more Community Managers - which do you prefer to go forward with?"




Last but not least, be extremely specific in goals. If you can concisely deliver all of this data in five to ten slides then it's more digestible for the executive and it shows that you have a firm grasp of the issue and possible solutions. If you have a deck of 40 or more slides, that is too much and can cause an overwhelming and stressful feeling during your meeting.



Thanks for joining me in this fun recap! I hope you enjoyed it as much as I did!


As Kirsten Laaspere (of Akamai) pointed out at the beginning of her presentation, we talk about the value of community all the time – but how often do we talk about the value of the people "who keep the lights on?" Are there ways we can measure the effectiveness of community managers?


The answer is yes!


Kirsten broke it down into things you can do...



Identify your stakeholders/decision makers

When you're trying to figure out your role, you need to understand what motivates them. Then you can align your value to their specific goals.


Outline your roadmap and set expectations

Kirsten shared the roadmap from her Aloha community (image at right) and encouraged attendees to create an aspirational version as well – because one never knows when you might be able to convince your stakeholders of another headcount. My favorite aspect of her roadmap is in the training/communications area where Kirsten includes a monthly focus theme. I may just steal that idea!


What is worth measuring?

That's likely a common challenge for community managers as we strive to deliver relevant analytics to our various audiences. Kirsten delivers her scorecard quarterly because she found there wasn't a strong interest in seeing the monthly numbers. Key questions to ask yourself: What is actionable? What can we learn? What did we change?



Conduct roadmap reviews each quarter and adjust it as needed. Kirsten strongly advised adding a disclaimer to your roadmap so that you don't lock yourself in when you do see things you want/need to change.



Share community success stories – and your community management team's involvement in them. You want to put the spotlight on the contributions, yes, but working in how community management impacted the story is important.



Audience Bingo – who are you reaching?

Gather feedback – what are people saying about you?

Personal success stories – what are your personal wins?


Most importantly, "be proud out loud." Bragging about your accomplishments is okay and encouraged. Because it's the best way to demonstrate your team's value to your stakeholders and organization – and an important piece in growing your community resources.


Speaking of which, Teri Wayne from New York Life has done a fantastic job of building a strong community management team within her organization. It doesn't hurt that she has experience looking at things through an operational lens and laid out an operational plan before the company moved to Jive.


Her advice? "You get staff by providing numbers and value."


When The Square launched in 2015, she had a team of three. Now she has eight people managing the different aspects of community, including community and program management, analytics, training and support, graphic design and engagement.


Teri's mantra is that "you teach people to fish." Her team defines processes and repeatable steps and then works with others to show them how to do those things for themselves. This creates scalability for many of the aspects of the community. "We wouldn't have gotten anything done without our partners," she emphasized.


The three lessons the New York Life team has learned:

  1. Establish mutual goals and and support across your partner teams (Communications, HR, IT, Corporate Services, etc.).
  2. Tie your measurement to metrics that matter to the business.
  3. Never stop advocating, sharing and celebrating what's working.

Congratulations Josh Blackwood from ADP- Employee Community

Today's JW17 Product Innovation Track Winner of an Amazon Echo!





Congratulations, Josh! Thank you for attending these sessions.


And thank you to everyone who participated and attended the JiveWorld17 Product Innovation Track!

Jive's product design and usability team is at #jiveworld17 and would love to connect with you.


Visit the Jive Design Usability Lab in the Expo Hall for a chance to with a GoPro Hero Session.

See you soon!

The number of collaboration tools in the workplace means our jobs should be getting easier, right? Instead, employees are more overwhelmed and stressed out than ever, according to Alan Lepofsky, VP and Principal Analyst at Constellation Research. In his session entitled, “How Analytics and AI Enhanced Apps Help Us Become More Effective Employees,” Lepofsky said people are suffering from “too much information, coming from too many places and too many people, interrupting them with too many tasks.”



Today, the average enterprise leverages an average of 329 different apps and solutions! That’s a boon for choice, but it’s also creating a time sink into which employees spend nearly two hours each day just searching for information. “There’s a huge amount of cognitive overhead that comes from the amount of people we’re dealing with,” said Lepofsky. What we need, he believes, is “smarter software.” Fortunately, the era of personal analytics and AI-enhanced applications is here.



Today, too many people confuse AI with robotics, which leads them to immediately imagine a dystopian future a la The Terminator. Lepofsky doesn’t see AI that way. “It’s not us versus them,” he said. “It’s us and them.” He doesn’t think that AI that tries to mimic the human brain is the answer to information overload though. Instead, software should learn from our behaviors so it can help us become more effective employees. Data is the fuel for intelligent systems yet, while we measure everything in our personal lives today (think Fitbit), we haven't been doing that at work. That’s where analytics comes in.



“We’re getting to the point where we’re going to be able to interact with our software at work the same way we do with the things in our personal lives,” he said, citing image recognition, natural language processing and recommender engines as examples of the direction AI is heading in the workplace. “The more analytics you get about what you’re doing, the more the artificial intelligence can give you information, the more artificial intelligence feeds back to the analytics, the more you know what you’re doing," he said.



As Jive’s product team noted in Tuesday morning’s JiveWorld17 opening keynote, the future of work is already here. Lepofsky believes that software that delivers a contextual, personalized experience will free employees to do more meaningful work. “Companies like Jive are beginning to deliver this stuff, folks, so you’re in the right room,” he said.

Product Innovation Wednesday Track Sessions

Location: PINYON 3

Attend to connect with Jive's product experts and get a first look at new features, products and upcoming releases!




If that isn't exciting enough...announcing giveaways for Product Innovation track attendees!

Enter to win by attending all Product Innovation track sessions on Wednesday - that's it!  The winner will be announced at the end of the day. Good luck!

Congratulations Kim Skratsky

Today's Product Innovation Track Winner of a Sonos Wireless Speaker!


Thank you for attending today's sessions and we hope to see you back for more tomorrow in room Pinyon 3.


It's not too late to win another amazing prize!

Attend the Product Innovation sessions on Wednesday, May 3rd, and be entered to win an Amazon Echo.




The next winner will be announced at the end of Wednesday. Good luck!




Day one of JiveWorld17 has officially begun and I can report, without hyperbole, as far as product announcements go, this is, by far, the most ambitious JiveWorld to date. Attendees got the inside scoop on some of the new earth-shattering advances the company will deliver in the coming year, which, according to Jive CEO Elisa Steele, are the result of a “relentless focus to deliver on our Next-Generation Cloud Platform and advance the science of collaboration.”


First up on the mainstage this year was Dacher Keltner, a Professor of Psychology at the University of California at Berkeley and author of the book, “The Power Paradox” (among several others).  He was also one of the brilliant scientific advisors on the recent Pixar film, “Inside Out.” Dacher talked about the importance of human connection, especially how it relates to trust, safety, performance and survival. “We are wired to connect and collaborate,” he said.


Following Elisa’s inspirational keynote, in which she said, “Connecting the disconnected isn’t just a tagline for Jive, it’s our mission,” was executive vice president of products and engineering, Ofer Ben-David, who, along with the product team of John Schneider, Nick Hill and Hunter Middleton shared specific technological advancements that will pave the way for universal identity, enterprise-wide search and WorkGraph™ intelligence in the coming year. Ofer finished up the energizing product tag-team by declaring, “The Jive Collaboration Hub is the only solution that provides the full set of capabilities that allow you to collaborate effectively across your organization, across your network, on any application and any content at every scale."


Last but not least, emcee Sean Winter brought Western Digital CIO Steve Phillpott to the mainstage to explain how Jive’s collaboration hub has been instrumental in bringing together three large Fortune 500 companies (Western Digital, HGST and recent acquisition SanDisk). Jive has enabled Western Digital to quickly connect and leverage three different companies and cultures into one cohesive team, increasing connection and adding business value to the entire organization.


While expectations for Jive's collaboration hub were high coming into JiveWorld17, it appears they're being eclipsed by actual execution. Maybe that's no surprise, though, because, to paraphrase Dacher Keltner, we're literally wired to work together.



More to come soon from JiveWorld17…

Help us out with your feedback around usability testing of future products and solutions. 

Come visit the Jive Design Usability Lab in the Expo Hall for a chance to with a GoPro Hero Session.

See you soon!


Moreover, did you help influence or make the decision about which SEARCH tool to deploy?


If either rings true, come find me near the Plinko Board at Jive World 17 to answer some questions about your SEARCH experience, and provide some valuable feedback to us on the new SEARCH functionality we're currently building for our next generation release.


Complete our survey and win an Amazon gift card, and a complimentary copy of The Future of Work!


And don't forget to attend our Product Meet-Up at 5:15 today (Tuesday), where 1 meet-up table will be dedicated to the topic of SEARCH!

Product Innovation Track Sessions

Attend to connect with Jive's product experts and get a first look at new features, products and upcoming releases!

Location: PINYON 3


If that isn't exciting enough...announcing giveaways for Product Innovation track attendees!

This year, two lucky attendees will win amazing prizes. Enter to win by attending all Product Innovation track sessions on Tuesday or Wednesday - that's it!  The winner will be announced at the end of each day. Good luck!



Product Meet-Up Round Tables

Join us for a cocktail and round table topic discussions with Jive's Product team.

Location: PINYON 3 | Tuesday 5:15-6:00pm.