1.
The Social Journey and
Customer Success
Program
February 2014

2.
Agenda
 Why Change the Way We Work?
 How We Engage: UCX
 Let’s Knock it Out: Customer Success Program
 And… Take the Social Journey Together

3.
Why Should We
Change?
The Social Work Transformation

4.
First- What Are We Talking About?
Social Networks in general allow individuals to connect
with information and with other people who share their
interests. These connections occur in an online
environment, where the exchange is often written down
and preserved for others to later discover. Through Social
Networks, we are creating a vast archive of
ideas, connections, and conversations.
Enterprise Social Networks yield these same benefits.
Within a closed, private network, employees can create
for each other a vast archive of business
ideas, connections and conversations. Having greater
access to information about their role, their project, and
their organization allows employees to work more
efficiently and to innovate more quickly.

5.
Being social is human nature—people have always discovered ways to
connect with each other, share knowledge, make collective
decisions, and collaborate to do big things.

6.
Millennials will make
up 75%
of the American
workforce by 2025
Inside your business employees
want to harness
information, connect, engage, a
nd work together in new ways
72%of
companies are
deploying at least one
social software tool
Outside your business
empowered customers have
more information and want to
connect in new ways
Always on—
Consumers use
an average of 4
devices every day
20% of online
consumers expect a
response within one hour
via social media
Business & Consumer
Consumers are the Drivers of
Transformation
Employees need to extend and
connect networks across the
firewall to partners and
customers
Companies with >1000 employees
average more data than the US
Library of Congress
>235terabytes
> 1.5B
people around the globe have
a social networking account

7.
Break down silos and achieve flow… Social capabilities must be a
natural part of how we work, seamlessly woven into the tools you use
every day to get your work done. Social has to be
easy, frictionless, and in context.

8.
Traditional Systems = Silos =
Disconnect
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9.
Break Those Silos Down
Primarily relying on standalone software
applications and on traditional
communications platforms prevents
information sharing across the
organization.
Traditional systems do not allow you to
tap into tribal knowledge nor to easily
locate expertise across the organization.
By adding a social layer across
standalone software applications, and
by encouraging group communication
primarily through an enterprise social
network, organizations can begin to
breakdown silos.

10.
Enterprise Social Networks
Connect
ESNs allow you to connect with
anyone in the organization, no
matter what department they are in
or what business application they
use.
ESNs enable you to search
conversations that have already
occurred, and to access others’
expertise and tribal knowledge.

11.
- Geographically DISPERSED / MOBILE
workforce
- Comms – TOP DOWN – to many EMAILS –
no FEEDBACK
- Employees are not RECOGNISED / LACK A
VOICE

12.
?
CONNECTED Platform
Active Directory
Empower Employees to Adapt
Employees need internal communications tools that allow them to
quickly respond to consumer-driven changes

13.
18%
higher
productivity
12%
higher
profitability
51%
lower
turnover
Top-Performing Companies Have
Engaged Employees

14.
COMPANIES PARTNERSCUSTOMERS Employees
”There’s no question that this has helped us reduce the time it takes to go from a new idea or call to action to execution.
It accelerates innovation.”
Gregory North — Vice President or Business Transformation, Xerox
Successful Transformations Use
Social

15.
Social: A New Way to Do Business

16.
A highly
structured
organization is
at risk of
becoming
irrelevant in a
quickly changing
marketplace…

17.
The Social Organization: How to Use Social Media…
Gartner Research

18.
Customer Success Program
What Creates
Social Success?

19.
High Level Overview
Coach customers through the
Social Journey methodology to
create success within their own
networks.
5 steps to implementing and
maintaining their network, and
achieving business value.
Community Manager
Social Journey Methodology for
Achieving Success
UCX Engagement Model
Understanding the way the user
works and the business needs
helps us create a system that
achieves results through high
user adoption.

20.
Customer Success Program
Methodology
& Self-Guided
Resources
Community-Based
Learning
& Support
Customer Success
Managers
User Centered
Experience
Engagement Model

21.
Four factors for a successful journey

22.
Trust that employees
will do the right thing
Encourage employees
to challenge long-
held assumptions
How can I help?
Build a culture where
employees treat each
other as they would
treat a customer
Letemployeesbe
themselvesatwork
Create a Positive Environment for
Employees

23.
Create Social Leaders who...
Lead by
example
Set aside
resources for
engagement
Strivefor a virtual
walk-the-floor
management
style
Read and listen
more often than
they comment

24.
Build Support Among Managers
Who are Interested
Identify managers already interested in Social Media
And Willing
Offer small group training
Clarify what managers should start, stop and continue
doing because of the ESN
But Maybe Not Yet
Change takes time
Routinely share success stories
Wait for the right time

25.
The Social
Journey

26.
Gartner, September 2012
Social Enterprise is
implemented 80% through
organization culture and
20% through technology.”
A Blend Of Both

27.
Gartner estimates that through
2015,
80%
of social business efforts will not achieve the
intended benefits due to inadequate leadership
and an overemphasis on technology.
http://www.gartner.com/newsroom/id/2319215

28.
The Social Journey
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29.
Step 1.
Define Your
Vision

30.
Vision Questions
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Using the
answers from
these
questions, a
customer can
draft an actual
Yammer
Vision
Statement.

31.
Example Vision Statement
Social Solution: Reinventing the Way We
Work!
• Transparent Communication: A platform to deliver a consistent message and
facilitate two-way communication.
• Collaborative Projects: Drive productivity by facilitating cross geographic and
functional team project collaboration.
• Shared Knowledge: Increase access to information and the ability to share best
practices and learn from each other - peer to peer.
• Inspired Work: Accelerate innovation giving us the agility to meet the needs of our
changing business.

32.
Example Vision Statement
We create a safe and open collaboration
platform for easy sharing of company data
and news between employees to improve
efficient execution of our strategies as part
of our culture of performance."
One Place for Employees to
Learn, Connect and Collaborate."

33.
Step 2.
Map to Value

34.
Other Businesses are Transforming with
Social
Collaborate
Connect, collaborate, and deliver
with high performing teams
1. Collaborate with teams across
geographical location and job
function
2. Manage projects
3. Manage events
4. Launch marketing campaigns
5. Stay connected on any device
6. Improve team alignment
Engage
Attract, engage, and retain your
employees
1. Improve company
communication
2. Improve onboarding, learning
and development
3. Recognize top talent
4. Identify expertise
5. Share best practices
6. Retain employees
Innovate
Adapt, compete, and win through
rapid innovation
1. Launch new products
2. Brainstorm and crowd source
new ideas
3. Enter new markets
4. Adapt and respond to change
5. Build a unified culture
6. Get feedback from
partners, suppliers, and
customers
7. Bring teams together during a
reorganization or a merger &
acquisition.

35.
Step 3.
Work Social

36.
Work Social

 User stories are simply a defined way of using
Social Solutions to accomplish a specific goal or
task.
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37.
Employee Onboarding
Engage
Description
Bring new employees into the conversation from day one and provide a real-time
resource of information. Help new employees get up to speed as quickly as possible.
Issue
We currently have a formal onboarding process to inform new employees of processes
and resources, however there are limited opportunities to educate them about our
culture and create a sense of inclusiveness.
Solution
Bring employees onto Yammer on their first day at the organization. By creating early
adoption, employees are more likely to participate in conversations – and do so more
frequently - and will be more informed at an early stage in their tenure. Employees will
also be able to see conversations that happened prior to their start date, to speed up
their awareness.
Onboarding materials would include suggested groups to join to ensure they are
ingrained into the culture from the beginning.
Benefits
• Increase adoption
• Convey culture and benefits to employees early
on
• Live FAQs for new employees
• Historically searchable
Success Metrics
• Use of tool by new employees
• Employee survey question
Owner & Timeline
• HR team and Departmental Managers
• Before Summer 2014 hiring season

38.
Employee Recognition Use Case
Engage
Description
Employees are regularly sharing their successes within the Firm – client wins, sales
techniques, thought leadership / media hits, corporate citizenship activities, best
practices, etc. In addition, employees are being publicly recognized by their peers and
managers for their dedication to the firm.
Issue
Currently, Corporate Communications is the only venue for sharing employee
successes firm wide (Engagement Highlights, Competitive Intelligence, Weekly
Update, etc.). This limits the reach, content collection and two-way celebration about
employee successes. In addition, although employee recognition exists within the
firm, it is more private and formalized.
Solution
Allow employees to share their personal and team successes within the internal public
forum of Yammer; encourage feedback and additional conversation among employees.
Educate employees to utilize tags to better measure success.
Benefits
• Publicize successes
• Share best practices
• Historically searchable
• Accessible via mobile
Success Metrics
• Praise report
• Report measuring the number of tags related to
success stories
• Employee survey question
Owner & Timeline
• HR and Corporate Comms team
• January 1, 2014

39.
Step 4.
Drive Success

40.
Drive Success- Implement User Stories
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41.
Drive Success- Change Management
% of
engaged
users
With adequate user training
and on-going communication
of Yammer’s benefits
Without adequate training
and communication
Formal
launch
Yammer begins to
spread virally People leave
(no value)Preparing for
adoption
TimeFree service Premium service

42.
Step 5.
Evaluate, Adapt &
Iterate

43.
Evaluate, Adapt & Iterate
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