The Socially Engaged Enterprise

Transcription

An Introduction
March 1, 2012
Becoming a Socially
Engaged Enterprise
Bob Feldman, Michael Gale, Jeff Hunt, Paul Walker
This paper is the first in a series. It explains the core tenets of becoming a
socially engaged enterprise. The next paper will present research we’ve
developed in conjunction with The Economist on how social engagement
brings economic gains, as well as what the obstacles to engagement are
and the best practices for overcoming them.
The Top Line
• Socially engaged enterprises actively engage customers in meaningful
conversations so both parties benefit.
• This mutual exchange of value is not just about goods or services, but
valuable information that builds commonality of interests and a sense
of trust.
• As a result, socially engaged enterprises have a significant advantage
in improving marketing and sales effectiveness, sales and market share,
and brand value.
• They communicate with their customers – and other constituencies
– through elaborate, multi-layered, and ever-changing webs of
relationships and influencers that we call “digital ecosystems.”
• But they understand that technology is no replacement for creativity
and “Big Ideas” to drive brands forward.
• Becoming a socially engaged enterprise is hard work. It requires
resources, processes, technology and thoughtful planning. It can’t be
totally outsourced or purchased like advertising.
• While there are some great examples available to study – like Ford, P&G,
Dell, IBM, Delta and others -- no single company has figured it all out.
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Once Upon A Time
On a day of no particular importance, a man test drove a Ford. He
Tweeted that it wasn’t the greatest experience. “Have your CEO call
me,” he wrote on Twitter. Scott Monty, head of Ford’s social media, had
been monitoring comments about his company online.
He arranged for the CEO to make the call.
The CEO called. The customer and the CEO talked. The customer bought
the car – and blogged extensively about “A lesson in leadership from
Ford.” The CEO sent a powerful message to Ford employees. Ford is a
leader among socially engaged enterprises – and moments like this are
the reason why.
This is how business happens now. Yes, it happens fast, and yes
companies have to be fast, but more importantly, companies have
to be socially engaged enterprises. They have to be ready to engage
in every single facet of the company. Doing so – engaging across
departments and truly integrating social and digital media throughout
the enterprise – requires a new way of thinking and new processes. It
blurs the lines between home and work, and demands honesty and
letting go of control that can be frightening to senior executives. It
requires resources and technology upgrades and education. It is a
change, and change is hard.
But becoming a socially engaged enterprise is not an option. It’s a
necessity. Facebook is projected to soon hit its billionth user – roughly
one-seventh of the world’s total population.i People are engaging with
each other through digital media more deeply every day.
3
Customers and employees have begun to expect full engagement from
companies. Engagement is not an option. It’s necessary to long-term
survival. And it’s also an opportunity.
1. Engagement Is The New Currency
A socially engaged enterprise actively participates online, listens to
all its key constituents (customers, employees, influencers, etc.), and
Both parties benefit
from engagement: the
company and the person
with whom it’s engaging.
then actively engages those constituents in meaningful
conversations to help shape the future of the enterprise. Both
parties benefit from engagement: the company and the
person with whom it’s engaging.
Consider the Ford customer. He had a complaint. He got a call from the
CEO. He was listened to, at the highest possible level. He bought the car,
which was good for both him and Ford. Not to mention, Ford got great
press. The customer blogged extensively about Ford’s leadership – the
customer became more than just a fan of Ford; he became a brand
evangelist.
The Engagement Threshold
The “engagement threshold” is the magical line when a customer goes
from being loyal to being so excited about your brand that he’ll help you
make it better. Companies spend a lot of time trying to improve customer
loyalty by measuring satisfaction and Net Promoter Scores. But the dirty little
secret of loyalty is that it does not always correlate with sales. Engagement,
on the other hand, can position your brand as #1 in a customer’s mind
(vis-à-vis other choices), and that does translate into sales.
4
In fact, early returns from our study on the Socially Engaged Enterprise
show that more than 60% of executives believe Socially Engaged
Enterprises have an advantage in improving marketing and sales
effectiveness, sales and market share, brand value and speed to market
with new innovations (Exhibit 1).
Exhibit 1
The Advantages of Social Engagement
Improved Brand or Stock Value
23
46
Improved Callobration with Partners
24
44
0%
Significant Advantage
10%
Advantage
3 0
34
2 0
6
53
29
Increased Sales/Market Share
32
53
29
11
Decreased Costs
20%
30%
No Advantage
40%
50%
Disadvantage
60%
70%
0
2 0
31
44
19
Improved Talent Retention
5
28
34
30
Improved Speed to Market/Innovation
3 0
29
46
21
Improved Product/Service Quality
1 0
14
46
39
Improved Marketing/Sales Effectiveness
80%
0
17
10
90%
100%
Significant Disadvantage
Engaged customers evangelize. They go out into the world, real and
online, and tell people they know, and even people they don’t know, 1
how great your product or business is. They volunteer ideas that help you
make your product better or that help you reach more people. They
create buzz. They bring in new customers. On their own time and with their
own energy, they burnish a brand until it’s sterling. Engaged customers are
astoundingly good for business.
5
But building engagement takes time. It’s about developing relationships.
In some ways, engagement is a throwback to an earlier era: one of
picturesque small towns, when business was done with a handshake and
a chat, when the butcher asked after your mother, and the hardware
store owner said hello. Those particular days are gone, of course, but the
core desire for authentic and genuine connection remains, the desire for
the days when the store owner spoke frankly and the customer trusted
him as a result.
2. Creating Engagement
Engagement is about creating precisely this level of trust, about
advocating for your customer who in turn advocates for you. It is about
the mutual exchange of exceptional value. Lots of companies have
years of experience in customer service. The difference is that now the
interactions happen online.
That’s an important distinction and one that provides huge opportunity.
Where once a CEO could shake one customer’s hand, now she can
A COO can respond to a
customer’s question in a
public forum, effectively
creating a town hall meeting
that anyone in any part of
the world can attend.
Tweet a message to hundreds of thousands instantly. A
COO can respond to a customer’s question in a public
forum, effectively creating a town hall meeting that
anyone in any part of the world can attend – Facebook
currently has more than 800 million users, and more than
75% of them are outside the US.ii Employees can chat
in forums that spark creative solutions. Conversations about products are
held publicly and data are ripe for the taking.
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3.
Ear to the Ground: Socially Engaged Listening and Research
Some people assume that it’s hard to have conversations with every person
who tweets, blogs, lurks, or posts. They’re right – it’s actually impossible.
However, a company doesn’t need to have an interaction with every single
social media consumer. Rather, companies simply need to engage relevant
people, while keeping up with the conversations and data that are readily
available. And, they need to take action on what they learn.
Gatorade, for example, is taking full advantage of
the data that social media offers. It built a social
media command center, where employees track
online conversations about Gatorade’s products,
as well as its competitors’ products. This way, the
company knows what’s being said about it, what
it’s doing right, and what it needs to improve. It also
knows the same about its competition.
Gatorade took what it heard and used the data to modify its website, so
that it better suits its customers’ needs. It saw significant results: in 2010,
Gatorade reported reducing its website exit rate by 14% and having
people 250% more engaged with its product education.iii Companies like
Dell, Delta and Nokia have taken similar approaches. Super Bowl XLVI used
a “social media command center” to engage fans in Indianapolis and
around the world. Smart-targeted Suggestions
Dell’s IdeaStorm website pushed engagement even farther by asking
people to tell the company exactly what they wanted. The site effectively
became a virtual suggestion box, albeit a very smart-targeted one.
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Because IdeaStorm was on Dell’s website, arguably the majority of people
who went to the site already had an interest in Dell, and could therefore
offer relevant suggestions. Over roughly five
years, Dell gleaned and implemented more
than 450 great ideas, including the very
popular decision to offer computer systems
with the Ubuntu software their customers
wanted preinstalled.iv
It’s not hard to preinstall software on a computer system. And in fact, it’s
not that hard to figure out which software customers want installed. You
just have to create a space for listening to customers – which both Dell
and Gatorade did.
4.
Oh, The Things You Can Do: Engaged Customer Service
Listening isn’t enough. Digital customers expect to be heard and
responded to. This creates an excellent opportunity to solve problems
quickly and efficiently and create
happy customers. @DeltaAssist, Delta
Airlines’ Twitter 24/7 customer service,
does this masterfully. Employees listen
to conversations, then jump in to help
customers. If someone’s flight is canceled,
for example, instead of waiting in line at a desk or navigating a phone
tree, she can simply post to Twitter about her problem and get a quick
response from a social assist agent.
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Delta is doing a number of things right. First, it’s empowering agents to solve
problems. Second, it’s using Twitter and other technology creatively to talk
to customers and solve problems (so many companies simply use Twitter
to push their messages). Third, the transactions are personal and genuine
because the agents have the power to speak and act. If you read through
the posts, you’ll see all kinds of personable, helpful messages from Delta
employees, oftentimes following up on earlier questions or problems. Here’s
one example: “@bechego Oh no! I hate to see this. Did you get an update
on board? Please let us know if you need assistance. Thanks. ^KT.”v
Customers love the prompt and helpful responses and say so: “@DeltaAssist
one of the best customer service experience ever #delta @Delta,” one
customer writes. Delta achieved the highest share of voice among its
competitors in 2010 and garnered 22,964 followers in one year alone.
Customers are having conversations about companies in real time. If you
join in to solve problems or thank people who are saying nice things, you
can generate profound goodwill – in a public space where anyone can see
how happy you’ve made a customer. But what’s most remarkable about
@DeltaAssist is how smartly it uses digital media. Delta, overall, is a better
company because it understands and uses real engagement.
5.
Power Through the People: The Engaged Workforce
One of the best things that Dell did is recognize that good ideas can come
from anywhere. In the past, it’s been tough for someone from the C-suite
to hear about and harness the new ground-level ideas that can grow a
company’s business exponentially. Social engagement, however, makes this
possible again.
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Best Buy’s Blue Shirt Nation is an active online forum where employees
discuss everything from video games to work-related troubleshooting.
This has obvious advantages in terms of being able to identify and solve
problems – one employee was having trouble with a display; as soon as he
posted about it, others echoed him, and management was able to offer
a solution.vi Beyond that, however, were benefits that
evolved organically, many of which Best Buy couldn’t
have predicted. One employee wrote and posted a
108-page discussion of how the company could better
sell video games, a document that earned him a few
round trip flights to meet with the company’s COO and
participation in a new sales strategy.vii
Straitjackets Don’t Work Anymore
Engaged employees add myriad sources of value to a company.
At Best Buy, for example, employees who used the Blue Shirt Nation
forum had a turnover rate of 10%. Employees who didn’t had a turnover
rate of 50%, saving huge training and replacement costs.viii Accenture
recruits directly through LinkedIn,ix saving money on headhunting fees.
IBM’s SocialBlue allows employees to post photos, enhancing a sense of
community and team.
Some executives are afraid to allow employees any autonomy. They are
afraid to let employees blog in their own voices or post photos. Some
executives are uncomfortable with social media because they haven’t
used it themselves and it’s unfamiliar.x And of course, speaking openly is
a “strange and abrupt reversal of corporate values,” as journalist Clive
Thompson wrote in Wired.xi He made the comment in 2007 – and today
people are still getting used to the change.
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But straitjackets prevent growth. Blue Shirt Nation started as a tool that
executives wanted to use to get employee input on advertisements. xii The
employees, however, took the conversation in directions executives
could never have foreseen. Had employees been limited to talking about
advertising only, the forum would surely have died and the creative
solutions with it.
Empower the People
Companies need to use digital media tools that empower employees. In
this era that values authenticity so highly, growth will come when individual
Even some of the biggest and
most straight-laced companies
are recognizing how important
it is to provide employees with
tools for engagement.
voices can speak genuinely. Even some of the biggest
and most straight-laced companies are recognizing
how important it is to provide employees with tools for
engagement. A senior Deloitte employee writes that
engagement increases productivity. Yet he recognized
that, “effectiveness and empowerment are even more important.”xiii
6.
Reach the Right People: Socially Engaged Marketing
“Our purpose at P&G is to touch and improve lives; everything we do
is in that context,” says Robert McDonald, Proctor & Gamble’s CEO.
Digital technology, he says, makes engaged relationships with consumers
possible, and “the more intimate the relationship, the more indispensable
it becomes.”xiv McDonald put his money where his mouth is, and
reinvigorated one of P&G’s oldest and stodgiest brands: Old Spice.
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In 2010, Digg founder and tech leader Kevin Rose Tweeted that he was
sick. P&G responded by swiftly creating and posting a short tongue-incheek video with its Old Spice spokesman telling Rose to get well. Rose,
who has currently more than 1.3 million Twitter followers, was surprised
and thrilled. He immediately posted the link to P&G’s Old Spice “Kevin,
get well” video for all of his followers to click on.xv The video went viral.
That get well video was more than a oneoff party trick. In the space of a week, P&G
created 180 Old Spice Guy videos, each
in response to a single Tweet. Some of the
Tweets came from celebrities and some from
regular consumers. It was a deft display of
social engagement and the return on it was
impressive. The Old Spice videos reaped
40 million views in one week. The social
engagement campaign is one of the best – it
generated more than 1 billion in media impressions, surpassing the reach
of traditional broadcast. It also significantly increased sales and made
Old Spice the #1 body wash for men.xvi
Planned Agility + Key Influencers = Big Success
It surely took countless hours of planning to make the Old Spice videos
happen – teams had to hire the actor, get the studio ready, hire writers,
cameramen, production assistants, and then, once everyone was in
place, start searching Twitter for comments to respond to. What’s so
smart is how adroitly P&G used its resources to prepare to move swiftly.
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Another reason the Old Spice campaign was so successful was that it
targeted key influencers, as well as regular consumers. Kevin Rose had
Creating videos that responded
to regular people also showed
influencers that P&G was
listening – not just to big names,
but also to its consumers.
a lot of followers, many of whom are interested in
technology. In targeting Rose, P&G not only reached
a tech leader but also his followers – who are people
who impact whether or not a video goes viral.
Creating videos that responded to regular people
also showed influencers that P&G was listening – not just to big names, but
to its consumers, too. The result was unmitigated success.
Technology Can’t Replace Creativity
Twitter is one way to find and reach influencers. But new ways are being
developed all the time. Adobe recently used new tools to find 463 relevant
bloggers, to assess the bloggers’ influence, and monitor between 200 and
600 relevant conversations daily.xvii
P&G showed obvious speed and agility when it responded to Tweets
with videos. But Adobe also showed agility in a more subtle way. It
searched out and adopted new tools to find influencers. Because social
engagement is evolving, Adobe’s willingness to research and choose new
tools, and to educate itself, shows the kind of agility needed to succeed.
Most importantly, P&G’s Old Spice project was incredibly creative. It’s
been said a thousand times, but it bears repeating here: technology is
a tool. It enables creativity but can’t replace it. The companies who use
technology creatively, who set themselves up to take full advantage of
the new tools, are the ones who will gain market share. Some companies
think setting up a Facebook page or opening a Twitter account is all they
need to do to be socially engaged. And in fact, setting up those accounts
is important. But they should be only one very small step in a larger
creative social engagement plan.
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As we were completing this paper, P&G announced their plans to
eliminate about 1,600 jobs, including some in marketing. Their future plan
is to invest more in digital and social engagement and to create more
successes like Old Spice.
7.
If You Build It:
Socially Engaged Brand Building
Letting go - even just a little - of content control and allowing customers to
post about the good, the bad, and the ugly presents unrivaled opportunity
to learn about what consumers value, what’s working, and what’s not.
Creating a space for engaged conversation leads to the frank discussion
consumers want and the kind of brand-building money can’t buy.
For example, customers post photos to Ford’s website, including photos
of crashed Ford cars. While a car flipped upside down and destroyed
Creating a space for engaged
conversation leads to the
frank discussion consumers
want and the kind of brandbuilding money can’t buy.
may not seem like a great idea (and surely would
have been killed internally by a bunch of suits had
the idea come up at a formal business meeting),
it turns out to be incredibly powerful. The story
accompanying the photo is invaluable. “I believe
my Fusion saved my life. Thanks Ford. When my case is settled Im [sic]
buying another one. Sincerely, Tammy Bledsoe.”xviii Six months later, this
story was still one of the most popular on the site.
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It can be a hard thing to remember, but authenticity and transparency
are about more than simply telling stakeholders how you earn your
money or coming clean about a mistake. Transparency is also about
letting other people tell their stories, even ones you don’t want to hear.
This is part of having a relationship with stakeholders. Ford’s brand gained
credibility when it gave Tammy Bledsoe a chance to publish the photo of
her wreck.
8.
Walking in Others’ Shoes: The Digital Ecosystem
Companies have to think about their constituents’ – their customers’ and
employees’ - journeys through engagement.
Imagine you’ve just come out with a new cancer treatment. In order
to connect with the people who will most care about a new cancer
treatment, you need to think like the person you are trying to reach. Who
will be most influential to the person? Which forums would that person
visit? Which blogs would that person be able to find quickly? Which blogs
would she read? What kind of content would be most valuable to them?
In what format? In what sequence?
An Easy Fix
On some levels, thinking about the constituents’ journey from their
perspective seems like common sense. And yet, this step gets skipped too
often. People, C-suite included, are accustomed to thinking about things
from their own perspective or from their own experiences. Many don’t
think enough about what the world looks like from the perspective of the
person they are trying to reach.
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A decision maker should regularly log into forums and read blogs to see
what people are saying about their company. Every executive should
imagine, and gather data about, their constituents’ experiences. It’s an
easy thing to do, and can have far-reaching impact on a company’s
success.
9.
The Future is Now: Socially Engaged Innovation
It’s axiomatic: businesses have to innovate. No one needs to be told that,
but what some of the most innovative businesses are doing is putting
digital media to work as a kind of innovation incubator, a place to grow
new ideas. Cisco gets this, in spades.
Cisco’s I-Prize offers $250,000 to the team with the best idea.
Cisco’s execution of the I-Prize is incredibly smart. The company is frank
about its interest in new ideas. In its announcement of the 2010 winner,
Cisco says, “The Cisco I-Prize judging panel felt that this winning idea
represents a good market opportunity for Cisco and is well-positioned to
become or contribute to a new Cisco Emerging
Technology.” Cisco is not positioning the prize
as an act of charity or global good will, rather,
Cisco openly admits it’s in search of new ideas
that may become its next billion-dollar business.
The Honest Bonus
This works well on several levels. Cisco is being honest and open, qualities
highly valued in digital media and by digital natives. Equally, by saying it’s
actively in search of new business ideas in technology, Cisco reinforces
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the idea that it is committed to creating the best products, and is willing
to search the world to find the best people creating the best products.
According to Cisco, “2,900 people in more than 156 countries submitted
824 ideas to the competition.” That’s 2,900 people working on ideas
they hope Cisco will accept – and Cisco only had to offer one prize of
$250,000 and its venture talent. That’s a lot of good will, good publicity,
and good brand building to come out of a commitment to innovation.
Even more astutely, Cisco provided the teams with digital tools. “The
Cisco I-Prize platform helped our team craft and execute on our idea,
It’s collaboration, at its
best; it’s using digital
media to create the space
for innovation.
but also enabled us to present our winning concept in a
state-of-the-art manner using video collaboration to better
articulate our concept,” said the captain of the winning
team. Cisco gave them something useful, and similarly
they gave Cisco something useful. It’s not quid-pro-quo. It’s collaboration,
at its best; it’s using digital media to create the space for innovation.
Giffgaff doesn’t even bother with a prize – rather, the British mobile
network company has changed how the basic structure of a mobile
phone company works. Giffgaff gets customers directly involved. “Our
members get rewarded for running parts of our business like answering
questions in the community, getting new members or helping make us
famous,” the company says.xxiii It’s been a success, with the top ten users
spending over 12 hours a day answering community questions and every
question asked receiving roughly 11 answers.xxiv
Giffgaff and Cisco couldn’t be more different in terms of size and
corporate structure, but they both understand the power of engaging
with people to develop new ways of doing business.
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10. Engagement Leads to Market Share
Because social engagement is brand-new, new ways have to be
developed to measure its impact and ROI. Fred Reichheld and Rob Markey
have done exactly this with the Net Promoter Score, an elaborate system
used to measure customer engagement. What Reichheld and Markey
have found is that companies who take full advantage of social media see
correlated growth.xxv
McKinsey found much the same thing. In a recent report, they “found
statistically significant correlations between self-reported corporate
performance metrics and certain business processes that networked
enterprises use.”xxvi According to McKinsey’s survey:
self-reported operating-margin improvements correlated positively with the reported
percentage of employees whose use of social technologies was integrated into
their day-to-day work. Among the companies of respondents who took the survey
in previous years, these improvements also correlated positively with gains in the
reported percentage of employees whose work is highly integrated with social
media. Market share leadership in an industry, the final self-reported performance
measure, correlated positively with the integration of social tools in employees’ dayto-day work, as well.
It’s worth noting that McKinsey also found that market leaders were less
likely to take full advantage of engagement. That makes sense. Challengers
are more likely to innovate and exploit new technologies. It’s how
challengers become market leaders. And it’s how former market leaders fall
to challengers.
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11. The C-Suite and the Cultural Leap
At heart, digital media is a democratizing tool. It provides information to
anyone anywhere. It creates communities aligned by interest filled with
people who might never have found each other otherwise. It shapes
actual revolutions in the physical world. People now have the power
to speak in a way they didn’t before, and they expect to be heard.
Companies can’t just broadcast messages anymore; people expect
engagement.
Because engagement requires a cultural shift from “centralized control”
to “decentralized empowerment,” the C-suite has got to be on board
To get the benefits from
social engagement,
leaders both have to
see the power of digital
media and believe in it.
in order for a company to become socially engaged. If
employees are engaging but senior leadership isn’t, there’s
a core clash of values and inevitable conflict. To get the
benefits from social engagement, leaders both have to
see the power of digital media and believe in it.
Real engagement has to be built rather than bought. It takes time,
planning, and creative use of technology. But it’s worth it. Companies
who fundamentally shift how they operate, who engage internally and
externally, who have conversations and empower others, who use
digital media to build brands, market, and innovate through partnerships
and conversations – these companies are going to reap the benefits
of engagement.
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12. Change the Way Business Is Done: The Next Steps
New Yorker writer Malcolm Gladwell has characterized Steve Jobs as
more of a tweaker than an inventor: “[Jobs] borrowed the characteristic
features of the Macintosh – the mouse and the icons on the screen –
from the engineers at Xerox PARC, after his famous visit there, in 1979.”xxvii
Gladwell goes on, making a reasonable case that Jobs took what existed
and adapted and improved it.
What’s interesting about this is the how incredibly powerful a thing it is to
take new ideas, inventions, and technology, and build on it. For Jobs, this
meant redesigning or tweaking ideas relentlessly until they were perfect.
Every business doesn’t need to do that. And certainly, every company
doesn’t need to perfect social engagement technology the way that
You have to have the vision
to see how a new technology
can be used, how a new
technology can utterly change
the way business is done.
Jobs perfected the digital music player. However
Gladwell’s point is an almost breathtaking reminder
that you don’t have to invent something new in order
to move to the leading edge. Rather, you have to have
the vision to see how a new technology can be used,
and how a new technology can utterly change the way business is done.
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Step 1:
Plan It
Get the Executives
on Board
Develop a Strategy
Step 2:
Build It
SWAT
Listening
Command Center
Integration
Step 3:
Run With It
Upgrade Technology
and Education
Celebration and
Loss Learning
Assess and Adjust
Platforms
How To: Journey to the Socially Engaged Enterprise
Step 1: Plan It
• Get the executives on board.
The single most important factor in the journey’s success is getting the executives on board. Before a company can take any serious steps into engagement, the C-suite has to commit to the time, energy, and resources. Becoming fully engaged is
a process and it takes resources to make it happen.
• Develop a strategy.
Becoming engaged is a multi-step journey. At each step, you want to be sure that
the processes you are building support your overall business goals. It’s critical to
know whom, how and when you are going to engage.
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Step 2: Build It
• SWAT
Once you’ve developed a strategy, it’s time to create a Social Engagement SWAT
team. These core team members evangelize, teach, train, run programs, choose the
technology, and literally “fly in” when a problem needs to be solved.
• Listening Command Center
You’ll need to set up processes to listen to and participate in conversations relevant
to your company. Ideally, you’ll have access to real time information so that at any
point in a day you know what your key constituents are saying about your brand
and company.
• Integration
Incorporate engagement into every process and practice. Use it in product
development, marketing, employee collaboration, and customer service, as well as
other systems.
• Platforms
Plan your blogs, Wikis, Facebook pages, and other platforms. Determine which
collaborative tools your employees will best use. Figure out who’s going to Tweet,
how often the company blog should be updated. Create a conversation calendar
and leave room to respond to new ideas and topics that people are talking about.
Step 3: Run with It
• Upgrade Technology and Education
Engagement is relatively new. The technology for it – from Facebook to
collaborative Wikis – evolves and is updated on a regular basis. One workshop at the
beginning of every year isn’t going to be enough to keep employees up to speed.
Education must be ongoing and continuous – have a year dedicated to a skill set,
like using mobile applications.
As social media, technology and your own journey through engagement evolves,
you may also find that you need to upgrade intranet, website, social media and
analytics technology.
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• Celebrations and Loss Learning
Properly integrating engagement into all your business processes is challenging. To
keep morale up, and to keep employees actively engaged, celebrate the wins.
Michael Dell sent employees a digital smiley face when things went well, prompting
employees to print and hang them in their cubicles.
Because the technology is new, there is a learning curve. Losses are inevitable.
To take full advantage of engagement, examine missteps, learn, and adjust your
engagement strategies.
• Assess and Adjust
It’s not enough, however, to simply adjust when there is a misstep. Develop a
performance management process. Assess weekly (not yearly, not quarterly) so you
can build on your successes and continue to improve.
Bob Feldman, Michael Gale, Jeff Hunt, Paul Walker are Partners at PulsePoint Group.
Copyright @ 2012 PulsePoint Group. All rights reserved.
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Footnotes
i.
Atagana, Michelle. “Facebook to reach one billion users thanks to emerging markets.” Memeburn. 12 Jan. 2012. Accessed 13 Jan. 2012
ii.
“Facebook statistics,” Facebook. Accessed 4 Jan. 2012.
iii.
Ostrow, Adam. “Inside Gatorade’s Social Media Command Center.” Mashable. 15 Jun. 2010. Accessed 4 Jan. 2012.
iv.
IdeaStorm home page. Dell. Accessed 4 Jan. 2012.
v.
@DeltaAssist. Web log post. Twitter.com, 1 Feb. 2012. Accessed 1 Feb. 2012.
vi.
Haugen, Dan. “Welcome to Blue Shirt Nation.” Twin Cities Business. Apr. 2009. Accessed 4 Jan. 2012.
vii.
Ibid.
viii.
Ibid.
ix.
“Accenture to Recruit Thousands of IT Staff Through Twitter and LinkedIn.” ComputerWeekly.com. 24 Jun. 2010. Accessed 4 Jan. 2012.
x.
Gupta, Sunil, Kristen Amalie Bozzone Armstrong, and Zachary Scott Clayton. “Social Media.” Harvard Business School Note 510-
095. 4 Oct. 2011.
xi.
Thompson, Clive. “The See-Through CEO.” Wired. 15:4. Mar. 2007. Online. Accessed 1 Feb. 2012.
xii.
Haugen, Dan. “Welcome to Blue Shirt Nation.” Twin Cities Business. Apr. 2009. Accessed 4 Jan. 2012.
xiii.
“User Engagement.” Excerpt from “Tech Trends 2011 – the natural convergence of business and IT.” Report published by Deloitte. Accessed 4 Jan. 2012.
xiv.
MacDonald, Robert. Interview. “Inside P&G’s Digital Revolution.” McKinsey Quarterly. Nov. 2011.
xv.
Schonfeld, Erick. “Old Spice Man Answers Tweets on YouTube – Ropes In Kevin Rose, Alyssa Milano,and Justine Bateman.” Tech Crunch. 13 Jul. 2010. Accessed 4 Jan. 2012.
xvi.
“Adweek. “W+K Old Spice Case Study.” Video. Online. 4 Aug. 2010. Accessed 6 Feb. 2012.
xvii. Bernoff, Josh and Ted Schadler. “Winners of the 2010 Forrester Groundswell Awards (B2B).” Forrester Research blog “empowered.” 29 Oct. 2010. Accessed 4 Jan 2012.
xviii. Bledsoe, Tammy. “Wreck in My Fusion.” FordSocial. 27 Jul. year unknown. Accessed 12 Jan. 2012.
xix.
Tucker, Ken. “Undercover Boss review: Literally crappy reality TV.” EW.com. 2 Feb. 2010. Accessed 13 Jan. 2012.
xx.
“And the Cisco I-Prize winner is… Rhinnovation!” Cisco I-Prize home page. Cisco. Accessed 12 Jan. 2012.
xxi.
Ibid.
xxii. “Cisco Announces Winner of Global I-Prize Innovation Competition.” Cisco press release. Online. 21 Jun., 2010. Accessed 12 Jan. 2012.
xxiii. “What’s giffgaff?” Giffgaff newsroom home page. Accessed 12 Jan. 2012.
xxiv. “Giffgaff Named the #1 Online Community Worldwide.” Giffgaff Buzz blog post. 25 Nov. 2011. Accessed 12 Jan. 2012.
xxv. Markey, Rob and Fred Reichheld. “How NPS Drives Profitable Growth.” The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-
Driven World. Harvard Business Review. Boston: 2011.
xxvi. Bughin, Jacques, Angela Hung Byers, and Michael Chui. “How Social Technologies Are Extending the Organization.” McKinsey Quarterly. Nov. 2011. Accessed 8 Dec. 2011.
xxvii. Gladwell, Malcolm. “The Tweaker: The Real Genius of Steve Jobs.” The New Yorker. Online. 14 Nov. 2011. Accessed 13 Jan. 2012.
24

The Socially Engaged Enterprise

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