Fracking for Value in the Enterprise

This year in 2012, now that Jive customers are relatively comfortable working in this new way, Jive is pushing customers further and helping them discover the business value buried in their organization that can be extracted. It’s kind of like fracking in the bedrock of the enterprise for stored value.

Finally getting around to publishing some thoughts from JiveWorld 2012.  Jive has always been a leader in pushing the hot buttons on social.  In the beginning, at JiveWorld’s inaugural event, the theme was decidedly about educating the market to “think different” and ingrain a social orientation toward reinventing work and customer outreach.  The market actually needed a lot of hype to get some lift in the early days.  Jive set a high bar on energizing its early adopter customer base.

I wrote then, in 2009:

It takes a startup like Jive to inject innovation, creativity, passion, and excitement to this sector.  Jive is releasing a ground-breaking set of features that will set a new high bar for excellence in the category.  I’m certain the tech bloggers will cover the announcements in depth, but in brief, Jive is announcing an iPhone app (plus an email-driven enriched BlackBerry experience), very slick MS Office integration, and a bridging capability that will unite internal and external communities.  All this in addition to the series of announcements Jive made previously that include social media monitoring and a SharePoint connector.

What’s significant about the Jive announcements is the company’s commitment to releasing timely, innovative new capabilities in response to customer feedback and requests.  I’m here at JiveWorld, the company’s first customer event.  From the energy circulating in the crowd here, it’s obvious to me Jive is customer-driven and loyalty from Jive’s customers handily delivers repeat revenue as well as product improvements.

Jive’s ability to manage the books, pay careful attention to its user base, invest in educating its partners and employees, rationally identify its target market, as well as manage its growth effectively squarely positions the company uniquely from other startup competitors in the space.  Further, it accentuates the advantage startups have over the large enterprise vendors where releases are timed in years, not months.

This year in 2012, now that Jive customers are relatively comfortable working in this new way, Jive is pushing customers further and helping them discover the business value buried in their organization that can be extracted.  It’s kind of like fracking in the bedrock of the enterprise for stored value.  Chris Morace, Jive Chief Strategy Officer, calls it finding the “money laying around” in your organization when you start viewing your organization in a modern way and start using social technology strategically.  With the 6.0 release, the Jive platform itself is morphing into a dynamic institutional intelligence engine that “knows” you and can help you improve your job performance. This is the kind of education and innovation that marks the next stage of evolution in social business transformation. The company has published a guidebook for customers on Business Value with over two dozen specific examples of how Jive customers are realizing hard dollar savings, productivity gains, improved outcomes, and accelerated outcomes.

It occurred to me during the conference that Jive is the real deal on this and way ahead of the social brat pack of competitors pushing into the space.  In the end, it will be great to see all social platform vendors educating customers on where and how to apply social for business advantage, but so many of them are still where Jive was a few years ago relative to basic evangelism and market education.

Value case – Teletech

That said, I picked up on a case study that interested me from my fellow Enterprise Irregular compadre Esteban Kolsky’s panel on “Approaching Customer Service from the Customer’s Point of View.”  It was a comment made during the opening remarks by panelist Lamont Exeter, Executive Director at TeleTech. He said that working socially had actually enabled the company to change a business process that led to a vast improvement in how they handle their escalation process on customer trouble tickets. Considering TeleTech is a the leading business process outsourcing provider of technology-enabled customer experience solutions, I found this to be not a trivial remark. For years, I’ve been pointing out that the opportunity in social is to improve outdated business processes that were originally designed for the industrial age. “Socializing” existing business processes will only get us partially to the potential results inherent in a true social business transformation.  This is exemplified in the TeleTech case.

I followed up later with Exeter, and he explained in detail the business process improvement he mentioned on the panel. A singular changed process resulted in several gains for a TeleTech client. In the old way of doing things, a customer would call with an issue. If a process or procedure change was required , the associate would send an email or manual spreadsheet report and a team leader would open up a ticket.  Then, IT  or a subject matter expert (SME) would either fix the issue and close the ticket or close a ticket without communicating the reason back to the associate.  It generally took about 5 days, on average, to move through trouble tickets and in neither case would feedback be provided to the associate who initiated the ticket. This resulted in associates feeling as though they were not “heard” or valued.

Now, with TeleTech’s Iris community (powered by Jive), frontline employees can comment on a process and the SME is immediately notified – cutting out all those time-consuming steps.  The SME gets a notification from the frontline team and has 24 hours to reply. The official new time to resolution has been slashed to 17 hours and 43 minutes – a 567% decrease!  The process has a transparent gamification element that motivates employees to close out tickets as fast as possible too.  In addition,  the client cut eighty-eight percent of their ticket reworks because everyone sees the same problem and common answers are available on the community.  It’s internal “crowd sourcing.” The time saved on this resolution efficiency enabled the client  to reassign thirty-three percent of its staff to more productive work, further saving the client labor costs.  By changing this process, TeleTech increased customer satisfaction, saved on labor costs, and now has one of the most competitive low in-bound call volume records in its industry.

Another interesting aspect of the TeleTech case study is the deliberate integration of Jive with 8 different technology platforms including Bunchball (for gamification), leading CRM systems, a learning management system, an employee performance system, and a micro-learning tool.  This myth-busts the notion that all social platforms are islands of irrelevance.  The smartest companies are way ahead on the integration curve and weaving social into the corporate enterprise stack by clever use of API integration and other web services.

All told, the conference was great for all the right reasons.  It was pure pleasure to talk to Jive customers at our 7Summits booth on the exhibit floor, learn from the presenters, and indulge in the hyper-networking that goes on at industry events.  I look forward to continuing to expose the business value cases I’m uncovering with our clients.  Some of them, frankly, are blowing my mind.  For a better understanding of how 7Summits approaches unlocking the value in enterprise by retooling business processes for social, see this introductory presentation by R.J. Reimers.




Setting Sights on New Heights with 7 Summits!

Snapped a shot of the Marquette crew while walking to the office last week. Thought it was a fitting visual metaphor.

Announcing my new gig today! [Press Release]  I’ve accepted an offer to work for a gutsy startup with big plans: 7 Summits. Based out of Milwaukee and Chicago, this fast-growing team has been #killingit building award-winning Jive communities that succeed on a foundation of strategy and solid user experience to deliver clearly articulated business results.

I first heard about the firm via my friend and ex-Moxie (then, nGenera) colleague, Steve Elmore. Steve had recently taken a position there as VP, Social Business Strategy.  I’ve known Steve for a long while, and he’s definitely one of the handful of my industry friends that sees the opportunity for social business through the same lens I do.  When Steve started telling me about the culture and vision driving 7Summits, I felt like it was kind of a dream come true for both of us if we could both be part of a team that shares our core social DNA.

While I was researching career opportunities in the market, I received a couple of other great offers.  But, during my evaluations, I kept coming back to 7Summits.  I ultimately made the decision on a short list of defining criteria:

Experienced Leadership that Executes with Rigor

7 Summits is exceptionally well-managed.  There is a mature and focused approach to goal-setting and performance that permeates every facet of the business. As a result, the company is on a strong trajectory of organic growth. The founders, Paul Stillmank and RJ Reimers, held executive positions at Manpower, Whittman-Hart, and Accenture and know how to scale a services business. The core focus on business direction, achievement, and results combined with a sincere intention to build a company culture with character and integrity at its core is refreshing and highly attractive.  One of the most impressive indicators for me was the outstanding reputation the company enjoys among the clients I surveyed.  Most especially because the company has done very little to elevate its brand.  In other words, the reputation was earned the hard way with performance vs. promotion.

A Culture Based on Shared Values of Openness and Inclusion

The company is run as a social business.  Content is openly shared on the company’s internal Jive instance and daily stand ups occur to gauge how everyone in the company is doing.  Every voice matters and the company operates as a team. Culture is the single greatest asset to a services company. I learned this first hand in my experience covering the largest IT services players in the 90s.   During the interview process, I perceived a company culture based on group goals, a dedication to excellence, and a genuine concern for the customer. (Fantastic!)  My personal goal is to fit in seamlessly with the team and expose this tremendous esprit de corps to the outside world.  The company culture and story will be a magnet for customers, partners, investors, and talent for years to come.

A Platform for Social Business Advocacy

As a trusted advisor to its clients, the company matches passion about the promise of social business transformation with purpose and provides its clients a roadmap for how to achieve the promised results.  And the “soft” side of social does not get buried in the business of delivery.  In fact, “Enhancing people’s lives” is part of the company’s mission statement.  In other words, this is a company that gets it. Internal social, external social, and everything in-between.  It’s the first dedicated firm in the U.S. I’ve come across whose business is centered exclusively on delivering social business solutions to every corner of the market: Marketing, IT, or any progressive business unit that wants to introduce social capability to operate more effectively.

In short, I look forward to introducing this company and the transformational work it is doing to my regular readers, fans, and friends of social business.  We will be heading to JiveWorld next week and I will be proud to participate in the fun programs the company has in place to galvanize the believers.  (Please let me know if you’ll be there!) Additionally, the company is on a growth trajectory and is recruiting smart talent looking for a new home to exercise their passion for this work that we’ve all come to love.  I encourage you to apply for any of our open positions.  If I know you personally, make sure to drop me a note too, so I can add some texture to your application. You can reach me directly at susan.scrupski at 7summitsagency dot com.  And keep checking the job board.  New positions are going up all the time.