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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?

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Social Business Technology Capability Maturity Scorecard

  1. 1. SOCIAL BUSINESS TECHNOLOGY CAPABILITY SCORECARD<br />
  2. 2. WHAT IS SOCIAL BUSINESS TECHNOLOGY?<br />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!<br />
  3. 3. USES FOR SOCIAL BUSINESS TECHNOLOGY<br />Innovation Acceleration<br />Corporate Communications<br />Expertise Location / Corp Dir<br />M&A Integration<br />Contact Center Enablement<br />Sales & Channel Enablement<br />Event Communities<br />Social Commerce<br />Community Service<br />Account Management<br />Customer Innovation<br />Social Marketing<br />Product Launches<br />Community Recruiting<br />Social Brand Management<br />Service Everywhere<br />Social Selling<br />Competitive Intelligence<br />Concept Credit: Jive Software. Disclosure: C7 Group is a Jive Software solution partner<br />
  4. 4. OK, I’M LOST!! WHERE DO I START?<br />Get your social business technology maturity Score!<br />
  5. 5. Q:<br />ME?<br />What’s in it for<br />A:<br />FIND out where I stand and get educated on social business technology<br />
  6. 6. 5<br />4<br />2010<br />2012<br />3<br />2<br />1<br />Most companies are somewhere between Level 1 and Level 3 <br />WHERE DO YOU THINK YOUR ORGANIZATION STANDS?<br />
  7. 7. SELF ASSESSMENT<br />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.<br />
  8. 8. 4<br />Managed <br /><ul><li>More Work Performed Across Business Units
  9. 9. Channels Yielding Impactful Results
  10. 10. Response Processes and Workflow (Internal and External)
  11. 11. Morale Improvement
  12. 12. Executive Support and Near Real-time “Pulse-Taking” and Response Capability</li></ul>SOCIAL BUSINESS CAPABILITY<br />MATURITY LEVELS<br />Integrated<br />3<br />Defined<br /><ul><li>Centralized Team With an Empowered Leader
  13. 13. Focusing the Channels, Clear Purpose and Strategy
  14. 14. Listening Yields Action, Processes Defined
  15. 15. Training Program Impacting Adoption
  16. 16. Baseline Framework for Metrics
  17. 17. Tools Consolidation
  18. 18. Initial Executive Engagement</li></ul>Progressive<br />2<br /><ul><li>No Formal Teams in Place
  19. 19. “Toe-in-the-water” Public Channel Approach
  20. 20. Monitoring Conversations in Silos
  21. 21. Social Competency Not Known or Coordinated
  22. 22. Business Unit Communication is Segregated
  23. 23. Technology Impaired, Misaligned
  24. 24. Barely on Executive Radar</li></ul>Repeatable<br />Pilot<br />1<br />Initial (Chaotic)<br /><ul><li>Disconnected / Disassociated / Business Function Areas Not Communicating
  25. 25. Mismatched Online Presence
  26. 26. Traditional Marketing: Broadcasting and Not Participating in Conversations
  27. 27. Social Business / Social Media Aware Employees are Unknown
  28. 28. Social Not on Executive Radar
  29. 29. Traditional Measures of Success</li></ul>Unaware<br />
  30. 30. DEEP CUSTOMER INSIGHT +<br />EMPOWERED AND ENGAGED WORKFORCE<br />5<br />Optimizing<br />Internal Results<br /><ul><li>Embrace and Drive Change!
  31. 31. Do More With Less!
  32. 32. Employees Feel Appreciated!
  33. 33. Employee, Partner and Customer Communities Working In Harmony
  34. 34. Agile Innovation, Faster Time-to-Market, Known Demand
  35. 35. Alignment Between Governance, Ecosystem and KPI’s
  36. 36. Centralized Intellectual Property and Process Repository
  37. 37. Plug & Play Capability for Mergers and Acquisitions</li></ul>Engaged Enterprise<br /> Market <br />Dominance<br />External Results<br /><ul><li>Measurable Customer Delight
  38. 38. Listening to Customers or Answering Their Questions Costs Nothing
  39. 39. Brand Loyalty and Advocacy
  40. 40. Exceptionally Intimate Relationships with Customers and Suppliers, Based on Personal Contact, One-on-One Interaction, and Mutual Commitment to Delivering on Promises
  41. 41. Big Payoff From Small Courtesies!</li></ul>“Work is more fun. My job is focused on delighting customers.“<br />
  42. 42. HOW DID YOU SCORE??<br />Don’t Worry. NOBODY IS AT LEVEL 5<br />So FAR.<br />
  43. 43. Here is what works for us:<br />1 - Focus on User Acceptance<br />Involve leaders and key power users – the Evangelists<br />Understand what the users need and what will improve productivity<br />“Build it and they will come” never works<br />2 - Avoid the Big Bang<br />Have multiple releases that incrementally add functionality<br />Make Change Management a core part of the process<br />Have crystal clear governance plans<br />Build a consolidated architectural foundation leveraging common services, adhering to a unified information architecture and wrapped with federated search<br />3 - Communicate, Train and Educate!<br />
  44. 44. GARTNER’S Top 10 Success Factors for Enterprise Social and Collaboration Projects<br />Define what constitutes success.<br />Reach an agreement with the business regarding the criteria for evaluating success.<br />Study existing work patterns and improve on the best cases first. Save the worst cases for later.<br />“Ignore siren call of infrastructure merchants.”<br />Learn to work within the restraints of the organizational culture.<br />Remember that the new has to be ten times better to displace the old.<br />Build for a variety of skill levels, not just experts.<br />Remember that users will use outside tools if you make yours too difficult.<br />Embrace minimalism.<br />Be organizationally inclusive. Involve legal, operations, security, and other departments early in the process.<br />Credit to: http://www.gartner.com/tom_austin<br />
  45. 45. I WANT TO BECOME<br />A MORE SOCIAL BUSINESS!!!<br />WHAT SHOULD I DO FIRST?<br />Start listening!<br />
  46. 46. An obsession with] Listening is ... the ultimate mark<br /> of Respect.<br />Listening is ... the heart and soul of Engagement.<br />Listening is ... the heart and soul of Kindness.<br />Listening is ... the heart and soul of Thoughtfulness.<br />Listening is ... the basis for true Collaboration.<br />Listening is ... the basis for true Partnership.<br />Listening is ... the basis for Community.<br />Listening is ... the bedrock of Joint Ventures that work.<br />Listening is ... the bedrock of Joint Ventures thatgrow.<br />Listening is ... the core of effective Cross-functional <br /> Communication* (*Which is in turn Attribute #1 of <br /> organizational effectiveness.)<br />
  47. 47. Listening is ... the engine ofsuperior EXECUTION.<br />Listening is ... the key to making the Sale.<br />Listening is ... the key to Keeping the Customer’s Business.<br />Listening is ... Service.<br />Listening is ... the engine of Network development.<br />Listening is ... the engine of Network maintenance.<br />Listening is ... the engine of Network expansion.<br />Listening is ... Social Networking’s “secret weapon.”<br />Listening is ... Learning.<br />Listening is ... the sine qua non of Renewal.<br />Listening is ... the sine qua non of Creativity.<br />Listening is ... the sine qua non of Innovation.<br />Listening is ... the core of taking diverse opinions aboard.<br />Listening is ... Strategy.<br />Listening is ... Source #1 of “Value-added.”<br />Listening is ... Differentiator #1.<br />Listening is ... Profitable.*(*The “R.O.I.” from listening is higher than<br /> that from any other single activity.)<br />Listening is … the bedrock which underpins a Commitment to<br />EXCELLENCE.<br />Credit to Tom Peters: http://www.tompeters.com/dispatches/011909.php<br />
  48. 48. SWEET! <br />WHAT DO I NEED?<br />A strategy and A roadmap<br />
  49. 49. SOME MORE NEXT STEPS<br /><ul><li>Define a strategy and roadmap with clear business objectives
  50. 50. Define channels for engagement, by task
  51. 51. Set audience expectations on when and how you will engage
  52. 52. Build a culture of operational discipline & employee empowerment
  53. 53. Focus on depth vs. breadth – fewer things done deeply
  54. 54. Focus on “engagement points” vs. “touch points”
  55. 55. Find, Thank and Engage your advocates – systematically</li></li></ul><li>C7 Group is a management consulting, technology services and strategy company helping clients become high-performance businesses and governments. <br />We specialize in social business technology, strategy, design, implementation, management and operations.<br />Get in touch<br />Twitter.com/c7group<br />Facebook.com/c7group<br />Info@c7group.com<br />916 538 3767 <br />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.<br />

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