Social Business Technology Capability Maturity Scorecard

SOCIAL BUSINESS TECHNOLOGY CAPABILITY SCORECARD

WHAT IS SOCIAL BUSINESS TECHNOLOGY?
Just as individuals have incorporated social media into their personal lives through sites such as Facebook and Twitter, more businesses are using social technologies to boost collaboration and communication among their employees and with customers. This use of social technologies among companies and organizations is called social business, and social business is booming!

USES FOR SOCIAL BUSINESS TECHNOLOGY
Innovation Acceleration
Corporate Communications
Expertise Location / Corp Dir
M&A Integration
Contact Center Enablement
Sales & Channel Enablement
Event Communities
Social Commerce
Community Service
Account Management
Customer Innovation
Social Marketing
Product Launches
Community Recruiting
Social Brand Management
Service Everywhere
Social Selling
Competitive Intelligence
Concept Credit: Jive Software. Disclosure: C7 Group is a Jive Software solution partner

OK, I’M LOST!! WHERE DO I START?
Get your social business technology maturity Score!

Q:
ME?
What’s in it for
A:
FIND out where I stand and get educated on social business technology

5
4
2010
2012
3
2
1
Most companies are somewhere between Level 1 and Level 3
WHERE DO YOU THINK YOUR ORGANIZATION STANDS?

SELF ASSESSMENT
This is one of our assessment instruments for developing a scorecard. Where do you rate yourself in each category? Compare your results to our capability maturity model on the following page.

4
Managed
More Work Performed Across Business Units
Channels Yielding Impactful Results
Response Processes and Workflow (Internal and External)
Morale Improvement
Executive Support and Near Real-time “Pulse-Taking” and Response Capability
SOCIAL BUSINESS CAPABILITY
MATURITY LEVELS
Integrated
3
Defined
Centralized Team With an Empowered Leader
Focusing the Channels, Clear Purpose and Strategy
Listening Yields Action, Processes Defined
Training Program Impacting Adoption
Baseline Framework for Metrics
Tools Consolidation
Initial Executive Engagement
Progressive
2
No Formal Teams in Place
“Toe-in-the-water” Public Channel Approach
Monitoring Conversations in Silos
Social Competency Not Known or Coordinated
Business Unit Communication is Segregated
Technology Impaired, Misaligned
Barely on Executive Radar
Repeatable
Pilot
1
Initial (Chaotic)
Disconnected / Disassociated / Business Function Areas Not Communicating
Mismatched Online Presence
Traditional Marketing: Broadcasting and Not Participating in Conversations
Social Business / Social Media Aware Employees are Unknown
Social Not on Executive Radar
Traditional Measures of Success
Unaware

DEEP CUSTOMER INSIGHT +
EMPOWERED AND ENGAGED WORKFORCE
5
Optimizing
Internal Results
Embrace and Drive Change!
Do More With Less!
Employees Feel Appreciated!
Employee, Partner and Customer Communities Working In Harmony
Agile Innovation, Faster Time-to-Market, Known Demand
Alignment Between Governance, Ecosystem and KPI’s
Centralized Intellectual Property and Process Repository
Plug & Play Capability for Mergers and Acquisitions
Engaged Enterprise
Market
Dominance
External Results
Measurable Customer Delight
Listening to Customers or Answering Their Questions Costs Nothing
Brand Loyalty and Advocacy
Exceptionally Intimate Relationships with Customers and Suppliers, Based on Personal Contact, One-on-One Interaction, and Mutual Commitment to Delivering on Promises
Big Payoff From Small Courtesies!
“Work is more fun. My job is focused on delighting customers.“

HOW DID YOU SCORE??
Don’t Worry. NOBODY IS AT LEVEL 5
So FAR.

Here is what works for us:
1 - Focus on User Acceptance
Involve leaders and key power users – the Evangelists
Understand what the users need and what will improve productivity
“Build it and they will come” never works
2 - Avoid the Big Bang
Have multiple releases that incrementally add functionality
Make Change Management a core part of the process
Have crystal clear governance plans
Build a consolidated architectural foundation leveraging common services, adhering to a unified information architecture and wrapped with federated search
3 - Communicate, Train and Educate!

GARTNER’S Top 10 Success Factors for Enterprise Social and Collaboration Projects
Define what constitutes success.
Reach an agreement with the business regarding the criteria for evaluating success.
Study existing work patterns and improve on the best cases first. Save the worst cases for later.
“Ignore siren call of infrastructure merchants.”
Learn to work within the restraints of the organizational culture.
Remember that the new has to be ten times better to displace the old.
Build for a variety of skill levels, not just experts.
Remember that users will use outside tools if you make yours too difficult.
Embrace minimalism.
Be organizationally inclusive. Involve legal, operations, security, and other departments early in the process.
Credit to: http://www.gartner.com/tom_austin

I WANT TO BECOME
A MORE SOCIAL BUSINESS!!!
WHAT SHOULD I DO FIRST?
Start listening!

An obsession with] Listening is ... the ultimate mark
of Respect.
Listening is ... the heart and soul of Engagement.
Listening is ... the heart and soul of Kindness.
Listening is ... the heart and soul of Thoughtfulness.
Listening is ... the basis for true Collaboration.
Listening is ... the basis for true Partnership.
Listening is ... the basis for Community.
Listening is ... the bedrock of Joint Ventures that work.
Listening is ... the bedrock of Joint Ventures thatgrow.
Listening is ... the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organizational effectiveness.)

Listening is ... the engine ofsuperior EXECUTION.
Listening is ... the key to making the Sale.
Listening is ... the key to Keeping the Customer’s Business.
Listening is ... Service.
Listening is ... the engine of Network development.
Listening is ... the engine of Network maintenance.
Listening is ... the engine of Network expansion.
Listening is ... Social Networking’s “secret weapon.”
Listening is ... Learning.
Listening is ... the sine qua non of Renewal.
Listening is ... the sine qua non of Creativity.
Listening is ... the sine qua non of Innovation.
Listening is ... the core of taking diverse opinions aboard.
Listening is ... Strategy.
Listening is ... Source #1 of “Value-added.”
Listening is ... Differentiator #1.
Listening is ... Profitable.*(*The “R.O.I.” from listening is higher than
that from any other single activity.)
Listening is … the bedrock which underpins a Commitment to
EXCELLENCE.
Credit to Tom Peters: http://www.tompeters.com/dispatches/011909.php

SWEET!
WHAT DO I NEED?
A strategy and A roadmap

SOME MORE NEXT STEPS
Define a strategy and roadmap with clear business objectives
Define channels for engagement, by task
Set audience expectations on when and how you will engage
Build a culture of operational discipline & employee empowerment
Focus on depth vs. breadth – fewer things done deeply
Focus on “engagement points” vs. “touch points”
Find, Thank and Engage your advocates – systematically

C7 Group is a management consulting, technology services and strategy company helping clients become high-performance businesses and governments.
We specialize in social business technology, strategy, design, implementation, management and operations.
Get in touch
Twitter.com/c7group
Facebook.com/c7group
Info@c7group.com
916 538 3767
C7 Engaged Enterprise Maturity Model by Mark Bean and Jeff Marmins is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. Based on a work at www.c7group.com.

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Social Business Technology Capability Maturity Scorecard

by C7group on Dec 10, 2010

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Social Business Technology Capability Maturity Scorecard — Presentation Transcript