This document discusses best practices for driving adoption and business value through social strategy management with a focus on organization change. It emphasizes that merely installing social tools is not enough and that 80% of efforts will fail without leadership and an emphasis on changing norms, behaviors and processes. It outlines key roles for a social program strategist and community managers to drive adoption. It also provides an example of mapping out an organization change plan to engage executives by defining new processes, incentives, communications, training and identifying role models. The goal is to activate different levers to transform the organization and how people work.

1. ACCELERATE YOUR PATH TO VALUE
SOCIAL BUSINESS
ADOPTION BEST
PRACTICES
CLAIRE FLANAGAN
@cflanagan
February 2014

2. Real Business Results from Social
Strategy Management: Key Roles
Organization Change for Adoption
Example: Onboarding Executives
2
© Jive Software

3. Business Value Benefits of Social
More of
What
You Want
Strategic
Alignment
Deal
Management
+2-4%
# Deals / Yr
+15%
Employee
Productivity
-34%
Reduction in
Search Time
+13%
Win Rate
Sales / Rep
-22%
Customer
Service
Increase in Annual
Campaigns
Launched
+12%
Deal Cycle Time
Marketing
Campaigns
+15%
+8%
Revenue
Sales
Enablement
-23%
Sales Rep
Onboarding Time
+28%
+16%
Faster Collateral
Development
First Call
Resolution
-13%
Campaign
Development
Time
-9%
Total Cost
-16%
Meetings
Less of
What You
Don’t
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© Jive Software
-8%
Call Volume
-21%
-13%
Email Load
Call Escalation
* As measured by a Top 3 Global Business Consulting Firm who surveyed Jive’s customers in December 2012

4. “Through 2015, 80% of social business efforts will not achieve the
intended benefits due to inadequate leadership and an overemphasis
on technology.”
“Install and Leave”
will guarantee failure
4
© Jive Software
Gartner Predicts 2013: Social and Collaboration Go Deeper and Wider, Gartner, November 2012

5. . . . Business Value Only Realized With
Organization Change Focus
“What Were the Top 3 Adoption Success Factors in Your Social
Business Program?”
Senior leaders role-modeling
Integrate Social into day-to-day
activities (use cases)
81%
Removal of other tools
5
87%*
63%
© Jive Software
* % survey respondents reporting these factors were “valuable,” “very valuable,” or “extremely
valuable,” from Nov 2012 survey of ~400 Jive customers by a top 3 global business consultancy

6. Driving Adoption, Business Value Requires
Strategy Management
With a Focus on
Organization Change
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7. STRATEGY
MANAGEMENT
ROLES
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8. Strategy Management Requires
Program & Distributed Community Roles
SOCIAL
PROGRAM
STRATEGIST
STRATEGY
·∙
STAKEHOLDER
|
POLITICS
·∙
GOVERNANCE
·∙
BEST
PRACTICES
PROGRAM
LEADERS
ENTERPRISE
COMMUNITY
MANAGER
ORG
CHANGE
·∙
ENGAGEMENT
·∙
METRICS
·∙
ADDING
USE
CASES
·∙
ADVOCATES
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9. Strategy Management Requires
Program & Distributed Community Roles
SOCIAL
PROGRAM
STRATEGIST
STRATEGY
·∙
STAKEHOLDER
|
POLITICS
·∙
GOVERNANCE
·∙
BEST
PRACTICES
PROGRAM
LEADERS
ENTERPRISE
COMMUNITY
MANAGER
ORG
CHANGE
·∙
ENGAGEMENT
·∙
METRICS
·∙
ADDING
USE
CASES
·∙
ADVOCATES
USE
CASE
/
TOPIC
CTY
MGR
SEED
·∙
LEAD
·∙
CONTENT
·∙
MEMBER
ENGAGEMENT
·∙
METRICS
·∙
EVENTS
DISTRIBUTED
ROLES
ADVOCATES
/
SMES
WOM
·∙
MEMBER
SUPPORT
·∙
TRAINING
·∙
CURATION
·∙
FEEDBACK
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10. ORGANIZATION
CHANGE
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11. What are behaviors and norms?
Norms
Group-held beliefs about how individuals should
behave
Workplace Behavior
Pattern of actions and interactions of organization
members that directly or indirectly affects its
effectiveness
Corporate culture
Expressed by behaviors of people in organization
Driven by the group norms of the organization
Norms
Behaviour
Culture
“…providing people with evidence of what others around them are
doing has been shown to have a significant effect on behavior.”
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12. Why Does This Matter?
When Implementing Social, Norms Can
Work in your favor
norms of competitiveness or sharing
Work counter to your goals
fear / risk in sharing work or opinions
12
© Jive Software

13. Organization Change
Current
State
Future
State
Assess
Current
Norms &
Behaviors
New
Norms &
Behaviors
© Jive Software
13

14. Organization Change
Change Levers
Process
Current
State
Advocates
Incentives
Leadership
Comms / Marketing
Current
Norms &
Behaviors
Role Models
Training
Future
State
Opinion
Leaders
SME’S
Social Strategist as Change Agent
New
Norms &
Behaviors
© Jive Software
14

15. Activate Change Levers to
Drive Transformation
1
2
3
Processes
• What business process needs to change (use case)?
• What structure can you provide to formalize the
process?
Incentives
• What rewards will you provide to motivate the behavior
you want to see?
• Have you thought of intrinsic and extrinsic ones?
Comms /
Marketing
• How will you communicate or market the change?
• How can functional groups (i.e. HR, Comms,
Marketing) help and reinforce over time?
4
Training / Support
• What formal & informal training is needed to teach new
skills and use cases?
• How will you coach and support members at all levels?
5
• Who will help you model new behaviors, a new way to
work or new skills (advocates, SMEs, leaders)?
• Have you found enough role models at varying levels?
15
Role Models
© Jive Software

16. Example
Executive
Engagement
Use Case: Strategic Alignment
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17. Organization Change Map
Example: Executive Engagement
Current
Future
State
Corp Comm engage directly
Execs engage directly
Behavior
Corp Comm writes
Execs participates, writes
Norm
Execs NOT responsible for
Comms
Execs ARE responsible for
Comms
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© Jive Software

18. 1
Define Process: “What this Looks Like”
Executive Corner | “Town Hall”
Leaders
promote
success
Leaders
communicate
strategy
Leaders
use
for
strategic
planning
Leaders
“humanize”
experiences
18
© Jive Software

19. 2
Consider Incentives
Senior
leader
interviews
with
exec
role
models
Rewards
for
Open
Leadership
Bonus
Tied
to
“Open”
ObjecPves
External
Visibility
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20. 3
Communicate & Market
ExecuPve
“Launch”
Message
Feature
ExecuPves,
Success
Stories
Encourage
at
Senior
Leader
Staff
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© Jive Software
Stephen Lamb, CIO BCIT

21. 4
Training & Support
Focus on the “How” and the “Why” (WIIFM)
ExecuPve
Training,
Reverse
Mentoring
Coaching
on
3
Simple
Things
WIIFM
(Talk
Business
Value)
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© Jive Software

22. 5
Find & Nurture Executive Role Models
Recruit
Execs
as
“Advocates”
Use
“External”
Benchmarks
(Who
Else
in
Your
Role
is
Doing
This?)
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23. For True Organization Transformation
Don’t Forget to Activate Change Levers
1
2
3
Processes
• What business process needs to change (use case)?
• What structure can you provide to formalize the
process?
Incentives
• What rewards will you provide to motivate the behavior
you want to see?
• Have you thought of intrinsic and extrinsic ones?
Comms /
Marketing
• How will you communicate or market the change?
• How can functional groups (i.e. HR, Comms,
Marketing) help and reinforce over time?
4
Training / Support
• What formal & informal training is needed to teach new
skills and use cases?
• How will you coach and support members at all levels?
5
• Who will help you model new behaviors, a new way to
work or new skills (advocates, SMEs, leaders)?
• Have you found enough role models at varying levels?
23
Role Models
© Jive Software

25. Resources
• Stephen Lamb, CIO BCIT: http://bit.ly/1nUpx9T
• UBM CEO Video: http://bit.ly/MXMX0i
• McGraw Hill CEO Video: http://bit.ly/1ikyLrG
• Exec CEO Email Template: http://bit.ly/1ikyQMh
• Exec Participation: http://bit.ly/1cRqFGP
• Swiss Re Executive Comm: http://bit.ly/1gNlxHh
• Parsons Exec Resource Group: http://bit.ly/1lz16Qr
• The Guardian “Social norm strategies do work – but there are risks involved”:
http://bit.ly/1bnSmTu
• Workplace Behavior Definition http://bit.ly/1jckH7g
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