SOCIAL BUSINESS TECHNOLOGY

CAPABILITY SCORECARD

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!

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

USES FOR SOCIAL BUSINESS TECHNOLOGY

Concept Credit: Jive Software. Disclosure: C7 Group is a Jive Software solution partner

GET YOUR SOCIAL BUSINESS

TECHNOLOGY MATURITY SCORE!

OK, I’M LOST!! WHERE DO I START?

FIND OUT WHERE I STAND AND

GET EDUCATED ON SOCIAL

BUSINESS TECHNOLOGY

What’s in it for ME?

Most companies are somewhere between Level 1 and Level 3

1

5

4

2

3

2010 2012

WHERE DO YOU THINK YOUR

ORGANIZATION STANDS?

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.

SOCIAL

BUSINESS

CAPABILITY

MATURITY

LEVELS

Unaware

Initial (Chaotic)

• Disconnected / Disassociated / Business Function Areas Not Communicating

• Mismatched Online Presence

• Traditional Marketing: Broadcasting and Not Participating in Conversations

• Social Business / Social Media Aware Employees are Unknown

• Social Not on Executive Radar

• Traditional Measures of Success

1

Progressive

Defined

• Centralized Team With an Empowered Leader

• Focusing the Channels, Clear Purpose and Strategy

• Listening Yields Action, Processes Defined

• Training Program Impacting Adoption

• Baseline Framework for Metrics

• Tools Consolidation

• Initial Executive Engagement

3

Managed

Integrated

• More Work Performed Across Business Units

• Channels Yielding Impactful Results

• Response Processes and Workflow (Internal

and External)

• Morale Improvement

• Executive Support and Near Real-time “Pulse-

Taking” and Response Capability

4

• No Formal Teams in Place

• “Toe-in-the-water” Public Channel Approach

• Monitoring Conversations in Silos

• Social Competency Not Known or Coordinated

• Business Unit Communication is Segregated

• Technology Impaired, Misaligned

• Barely on Executive Radar

Repeatable

2

Pilot

Engaged

Enterprise

Market

Dominance

DEEP CUSTOMER INSIGHT +EMPOWERED AND ENGAGED WORKFORCE

Optimizing

5

Internal Results• Embrace and Drive Change!

• Do More With Less!

• Employees Feel Appreciated!

• Employee, Partner and Customer Communities Working In Harmony

• Agile Innovation, Faster Time-to-Market, Known Demand

• Alignment Between Governance, Ecosystem and KPI’s

• Centralized Intellectual Property and Process Repository

• Plug & Play Capability for Mergers and Acquisitions

“Work is

more fun. My

job is

focused on

delighting

customers.“

• Measurable Customer Delight

• Listening to Customers or Answering Their Questions Costs Nothing

• Brand Loyalty and Advocacy

• Exceptionally Intimate Relationships with Customers and

Suppliers, Based on Personal Contact, One-on-One Interaction, and

Mutual Commitment to Delivering on Promises

• Big Payoff From Small Courtesies!

External Results

HOW DID YOU SCORE??

SO FAR.

DON’T WORRY. NOBODY IS AT LEVEL 5

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!

GARTNER’S Top 10 Success Factors for

Enterprise Social and Collaboration Projects

1. Define what constitutes success.

2. Reach an agreement with the business regarding the criteria for evaluating success.

3. Study existing work patterns and improve on the best cases first. Save the worst cases for later.

4. “Ignore siren call of infrastructure merchants.”

5. Learn to work within the restraints of the organizational culture.

6. Remember that the new has to be ten times better to displace the old.

7. Build for a variety of skill levels, not just experts.

8. Remember that users will use outside tools if you make yours too difficult.

9. Embrace minimalism.

10. Be organizationally inclusive. Involve legal, operations, security, and other departments early in the process.

Credit to: http://www.gartner.com/tom_austin

I WANT TO BECOME

A MORE SOCIAL BUSINESS!!!

WHAT SHOULD I DO FIRST?

START LISTENING!

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.)

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

A STRATEGY AND

A ROADMAP

SWEET!

WHAT DO I

NEED?

SOME MORE NEXT STEPS

Define a strategy and roadmap with clear business objectives

Define channels for engagement, by task

Set audience expectations on when and how you will engage

Build a culture of operational discipline & employee

empowerment

Focus on depth vs. breadth – fewer things done deeply

Focus on “engagement points” vs. “touch points”

Find, Thank and Engage your advocates – systematically

GET IN TOUCH

Twitter.com/c7group

Facebook.com/c7group

Info@c7group.com

916 538 3767

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.

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.