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Employee Communities: Community Centric Change
 

Employee Communities: Community Centric Change

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Customer Experience starts with the employee experience, but changing the employee experience can be very difficult. Most change methods are still based on an outdated top-down rational view of ...

Customer Experience starts with the employee experience, but changing the employee experience can be very difficult. Most change methods are still based on an outdated top-down rational view of organizational change. How can we rewire organizational DNA to create great customer experiences? How can we shift the hearts, minds and behaviors of every employee? These are the questions we're wresting with as we rethink our approach to employee experience. Our new strategy is centered on an employee community of peers that we are promoting through internal content marketing. It might be working. Presented at CXPA Members Insight Exchange.

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    Employee Communities: Community Centric Change Employee Communities: Community Centric Change Presentation Transcript

    • employee communities community centric change
    • people first mastered the art of balloon flight in the 1800s
    • and quickly set their sights on the next innovation in flight… the airship
    • experimenting with infinite varieties of balloon plus ship
    • failures all… until they finally were able to cast aside their mental model of flying ships
    • like the airship, our current mental model of change is based on the assumptions of an organizational model rooted in the previous century
    • one which assumed employees were like pawns on a chessboard to be moved around at will
    • by a kindly (or not) father figure who always knows best
    • armed with a bulk size pack of matches on hand just in case the pawns resisted
    • people have evolved
    • as has our understanding of what really drives behavior (hint… we’re nothing like Spock) Rational, System 2 based on satisfaction what does this do? how much does it cost (time, money, effort)? how does it compare? what are the features? are the tools available? are the applications easy to work with and efficient? is the information I need available?
    • we’re profoundly social creatures who make decisions with emotion and rationalize them after the fact EMOTIONAL, System 1 based on trust how does this make me feel? how will it affect me? how will this affect my status? what are other people doing? does it provide meaning or pleasure? what if something goes wrong?
    • it’s time for our approach to change to evolve as well
    • We need a new mental model for understanding how change happens that reflects network dynamics and may stretch our imagination, like airplanes with propellers and wings must have done to the imaginations of people at the turn of the 20th century. ~Catalyzing Networks for Social Change
    • community-centric user-centric
    • catalyzing networks for social change
    • culture eats strategy as photo by Panumas Pattanakajorn
    • customer experience employeeexperience Purpose built applications enterprise architecture purpose & values
    • purpose & values Christopher Vogler, The Hero’s Journey
    • To create new forms of interaction between brands, people, technology, and culture, we need to understand a product’s and brand’s ability to open up a rich narrative space where people can enter as protagonists, not just consumers. We need to think about people as protagonists in a narrative that brand and product can help inspire and co-prototype, rather than treating people as consumers of brand and product meaning. ~Wojtek Szumowski
    • Complicated redesigncustomer self-service (identifiable) COMPLEX howmight we cultivate a responsiveworkforce (unknown) simple redesignan email campaign (known)
    • Complicated goodpractices COMPLEX emergingpractices simple best practices
    • possibilities purpose & VALUES exploration, play, patterns network problems rigorous analysis top-down compliance participants, protagonistsusers experiments, STORIESplans adapted from Adaptive Strategy, Monitor Institute
    • to achieve deep change, we must shift meaning in the organizational culture culture is made of stories & memes stories are founded on assumptions interventions in stories can shift assumptions – and contest dominant culture – to help achieve deep change story based strategy
    • Doesn’t that sound neat, to implement a story, rather than implement a plan? I don’t know about you but I get tired of implementing plans. Plans always feel like they keep you in a box. A story is something else. It’s pulsing. It’s breathing. It’s alive! Madelyn Blair
    • whatis our vision& theory of change ______________ cultureis made of stories & memes network change model story based strategy where willwe play? ______________ culture community managers connect & empower howwillwe succeed? ______________ heroes & architects cultivate networks ignite stories what capabilities ______________ community building content marketing storytelling selling technology as facilitator
    • You can create volume. Or perfection. Not both. Contradiction is that the more you create, the more chance you have of approaching perfection. by nanda_uforians flickr the only way I can get anything written at all is to write really, really shitty first drafts – Anne Lamott
    • the medium is the message
    • the medium
    • ideacouture.com
    • medium = any extension of ourselves
    • How you get to the customer is as important, if not more, than whatyou get to the customer. Existing mediums provide wrong context for innovative products. ~growthhacker
    • war for talent will become the war of relationship marketing talent teams will work like sales teams talent professionals will be marketing leaders digital talent communities will emerge what recruiting will look like in 10 years
    • spotme community wall
    • Technology is culture; it is not something separate; it is no longer “I.T.”; we cannot choose to have it or not. It just is, like air… It is becoming the medium for a government’s relationship with their citizens. Dan Hill by laszlo-photo flickr
    • [Obama won by] converting everyday people into engaged and empowered volunteers, donors, and advocates social networks, email advocacy, text messaging, and online video. Edelman Associates
    • Consider this in a social business context: simply by introducing social tools that increase the clustering effect of existing social networks, behavioral change will become more likely. To the extent that the social tools amplify other emotions or perspectives… these factors can play together to have a very large impact on business operations. stowe boyd
    • experiment with approach scaling impact, and creating a new network-centric ecology of social problem solving in the process. our medium
    • the message
    • message = change in inter-personal dynamics the innovation brings with it
    • the message is shaped and shifted through narrative that acts like a clothesline on which stories collect
    • P&G introduced Connect+Develop… the prevailing culture of “not invented here” was changed to “proudly found elsewhere”
    • The future is already here, it’s just unevenly distributed. William Gibson
    • 56 We’re doing unexpected wonderful things… jimmyharris flickr
    • 57 the [team ] support folks have been the shining light…
    • 58 …now let’s do them consistentlyby Brandon Christopher Warren flickr
    • story based strategy
    • why should I…
    • random acts of enablement participation through content marketing wrapped around larger narrative
    • Communication Bridge, Machteld Faas Xander understand attitudes & behaviors
    • nothing I can do my customer CARE our customer heroes & architects CARE solve & connect break fix not my job
    • define a participation framework community bulletin employee stories customer stories journey mapping co-creation network weaving missions presentations workshops checklists principles ideas site posts & comments gamestorming
    • Content Marketing Strategy Checklist, Velocity Partners use an editorial calendar
    • how to contests guess who’s missing from the fantastic 5? name dropping teasers surprising impact of language on perception of satisfaction & effort how we measure up against our competitors social support create content that resonates
    • and drives behavior change to workshop to change to ideafrom story
    • where can I…
    • howto templates Resource Library learn act ADAPT thoughtleadership whyTO Insight customerinsight information chaos information hub conversation stories
    • attract with inbound
    • nurture with outbound
    • customers
    • from data dumps to stories emphasizing imagery and values
    • using personas
    • journeys
    • and conversations Tell me a bit about your experience…
    • customer stories employee stories as a springboard for storytelling
    • motivating action
    • time missions 1 2 3 from gamification to missions
    • from distributing information to designing for behavior change
    • engagement heroes & architects= impact on business participation stories ideas implemented close ties (network) trust values in action members exec members views reach impact on customers +
    • 1 9 90 60 35 5 grow the network, grow the change
    • by Jon Ashcroft the message is greater than the sum of its parts
    • future experiments
    • Where a fragile package would be stamped with ‘do not mishandle,’ an anti- fragile package would be stamped ‘please mishandle.’ Anti-fragile things get better with each (non-fatal) failure. Nassim Nicholas Taleb
    • personify behaviors & attitudes
    • personalize by persona example from salesbenchmarkindex.com
    • apply “design over time thinking”
    • storybasedstrategy.org The key to galvanizing your audience with a good story is to make listeners feel that they can be heroic. When good salespeople prospect and pitch, they must be alert to the stories running through their customers’ minds. What is their internal hero story? What do they wish to achieve through this sale? Whom do they wish to impress? What kind of person do they hope this sale will help them become? The Art of the Sale,, Philip Delves Broughton evolve our storytelling
    • experiment with memes
    • facilitate more events
    • learn the art of insight selling
    • hone community management
    • Community centric change is a fundamental shift
    • it’s about defining your narrative
    • it’s about building community
    • it’s about stimulating conversations
    • it’s about weaving network ties
    • it’s about inspiring heroes & architects
    • and developing new capabilities
    • 1. identify your cause 2. recruit a small tribe to help you get started 3. define your narrative 4. actively design and build the community 5. spread the word, grow the network 6. experiment, learn, adapt get started with community centric change
    • A person having a nightmare can do many things in his dream – run, hide, fight, scream, jump off a cliff, etc. – but not change from any one of these behaviors to another would ever terminate that nightmare… The only way out of a dream involves a change from dreaming to waking. ~Paul Watzlawick et al., CHANGE
    • insight selling content marketing story based strategy art of storytelling catalyze networks narrative
    • @joyce_hostyn jhostyn@opentext.com joycehostyn.comblog keep in touch