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Social Business Technology Capability Maturity Scorecard

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The 5 Levels of Social Business Maturity. Where Is Your Company? …

The 5 Levels of Social Business Maturity. Where Is Your Company?

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  • They Really Listened To Me And Asked Me “What Do I Think?”
  • Transcript

    • 1. SOCIAL BUSINESS TECHNOLOGY CAPABILITY SCORECARD
    • 2. 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!
    • 3. 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
    • 4. OK, I’M LOST!! WHERE DO I START?
      Get your social business technology maturity Score!
    • 5. Q:
      ME?
      What’s in it for
      A:
      FIND out where I stand and get educated on social business technology
    • 6. 5
      4
      2010
      2012
      3
      2
      1
      Most companies are somewhere between Level 1 and Level 3
      WHERE DO YOU THINK YOUR ORGANIZATION STANDS?
    • 7. 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.
    • 8. 4
      Managed
      • More Work Performed Across Business Units
      • 9. Channels Yielding Impactful Results
      • 10. Response Processes and Workflow (Internal and External)
      • 11. Morale Improvement
      • 12. 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
      • 13. Focusing the Channels, Clear Purpose and Strategy
      • 14. Listening Yields Action, Processes Defined
      • 15. Training Program Impacting Adoption
      • 16. Baseline Framework for Metrics
      • 17. Tools Consolidation
      • 18. Initial Executive Engagement
      Progressive
      2
      • No Formal Teams in Place
      • 19. “Toe-in-the-water” Public Channel Approach
      • 20. Monitoring Conversations in Silos
      • 21. Social Competency Not Known or Coordinated
      • 22. Business Unit Communication is Segregated
      • 23. Technology Impaired, Misaligned
      • 24. Barely on Executive Radar
      Repeatable
      Pilot
      1
      Initial (Chaotic)
      • Disconnected / Disassociated / Business Function Areas Not Communicating
      • 25. Mismatched Online Presence
      • 26. Traditional Marketing: Broadcasting and Not Participating in Conversations
      • 27. Social Business / Social Media Aware Employees are Unknown
      • 28. Social Not on Executive Radar
      • 29. Traditional Measures of Success
      Unaware
    • 30. DEEP CUSTOMER INSIGHT +
      EMPOWERED AND ENGAGED WORKFORCE
      5
      Optimizing
      Internal Results
      • Embrace and Drive Change!
      • 31. Do More With Less!
      • 32. Employees Feel Appreciated!
      • 33. Employee, Partner and Customer Communities Working In Harmony
      • 34. Agile Innovation, Faster Time-to-Market, Known Demand
      • 35. Alignment Between Governance, Ecosystem and KPI’s
      • 36. Centralized Intellectual Property and Process Repository
      • 37. Plug & Play Capability for Mergers and Acquisitions
      Engaged Enterprise
      Market
      Dominance
      External Results
      • Measurable Customer Delight
      • 38. Listening to Customers or Answering Their Questions Costs Nothing
      • 39. Brand Loyalty and Advocacy
      • 40. Exceptionally Intimate Relationships with Customers and Suppliers, Based on Personal Contact, One-on-One Interaction, and Mutual Commitment to Delivering on Promises
      • 41. Big Payoff From Small Courtesies!
      “Work is more fun. My job is focused on delighting customers.“
    • 42. HOW DID YOU SCORE??
      Don’t Worry. NOBODY IS AT LEVEL 5
      So FAR.
    • 43. 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!
    • 44. 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
    • 45. I WANT TO BECOME
      A MORE SOCIAL BUSINESS!!!
      WHAT SHOULD I DO FIRST?
      Start listening!
    • 46. 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.)
    • 47. 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
    • 48. SWEET!
      WHAT DO I NEED?
      A strategy and A roadmap
    • 49. SOME MORE NEXT STEPS
      • Define a strategy and roadmap with clear business objectives
      • 50. Define channels for engagement, by task
      • 51. Set audience expectations on when and how you will engage
      • 52. Build a culture of operational discipline & employee empowerment
      • 53. Focus on depth vs. breadth – fewer things done deeply
      • 54. Focus on “engagement points” vs. “touch points”
      • 55. 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.