I was pleased to attend Enterprise 2.0 Innovate on the West Coast for the first time. It occurreed November 12 – 15 in the Santa Clara Convention Center. Here my notes from this year’s Enterprise 2.0 2012 conference in Boston. Here are my notes from the session: Beyond Team Member Engagement: Using Collaboration to Enable Wells Fargo’s Global Sales Force led by Kelli Carlson-Jagersma, VP of Collaboration Strategy, Wells Fargo. On Twitter she is @northstar. Here is the session description.
“Wells Fargo will share how they are utilizing social business tools in a traditional relationship-based bank to add more transparency and to expand its culture of collaboration for sales and service. In this case study, they will cover:
- Strategies for advancing collaboration by enabling social in CRM systems
- such as Salesforce, Microsoft Dynamics
- Establishing governance in a highly regulated industry and complying with FINRA, SEC regulations
- Community management best practices to help foster engagement and sustainability
- Education and change management for introducing social to executives all the way to our customer facing team members
Key learnings, return on engagement – it’s not always about dollars saved and return on investments.”
Kelli began by saying that she wants to learn from all of us. She works on the B2B side at Wells Fargo. In 2004 they started with social tools. They have tested about everything. In the past their social tool use was siloed and not integrated. They test social tools internally before introducing them to their customers. They test, fail fast, and test again. Recently, they pulled together a three person team to focus on a social strategy for the entire organization and Kelli is part of this team. They want to focus on collaboration and how social can be integrated into their workflow.
They looked at five areas. Sales is one of the important ones and this was the focus of her talk. They wanted to replace email and text messages with social tools. Email and text are siloed and the information then still has to entered into their CRM. They use Salesforce Chatter for social because they use Salesforce as their main CRM so they can stay in the same tool.
Now instead of texting back and forth, the entire deal team can see what has happened and is happening. As a pilot they targeted five deals and made pages for each customer. However, no one went to those pages but other people wanted to watch. The back end people wanted to get a head start on the paperwork on a potential deal. Wells Fargo is still using Saleforce Chatter for conversations and the sales teams really like it. They monitor conversations to make sure them stay on business topics. There were some positive findings from the sales team pilot: a reduction in deal processing time and fewer missed communications.
As an aside she asked how many people still have a Blackberry. One person raised their hand. She said she felt sorry for them. Blackberry does not integrate with Salesforce and Wells Fargo still has 60,000 people on Blackberry.
At Wells Fargo they are looking at how social can help the business and make things easier. They do not want to create noise with viral videos. They are highly regulated. Their regulators do not understand social media so they want it shut down. However, there are ways to handle compliance. You need to get compliance involved upfront and ask for how to handle the issues without bringing down the process. I have found this helpful on many projects and learned it the hard way on one so I always do it now.
They trained their users on how to use social tools for business processes. They training used specific business tasks rather than general features so it made sense to the users. The created a video to introduce social to the senior leadership team. Senior leaders do not want to be seen making mistakes so they are reluctant to engage. However, senior management engagement is key. People want to know their manager can see the work they do. The video helped with this engagement.
Integration into workflow is key. I would certainly agree. Mobile is also key for engagement. She gave an example of using mobile for polls. She asked the audience to text in votes on their favorite social tools. You could see the results changing dynamically. Twitter won. No one voted for their intranet.
Their major findings: you need a purpose, establish trust by listening first, get senior management involvement, have a community management program. And educate at every level. I would agree with all these lessons. I also find it interesting that these were the same lessons for knowledge management implementation in the 90s.
In their pilot they ended up with 5494 users and 91 communities. The average community size was 35 and the largest was 343. Eighty percent of those who did not take the training did not use the system.
Kelli moved to discuss their next steps. They are finishing their pilot. They could not replace email but they did change it. Now social is everywhere. They find that all of the their software vendors are adding social layers. Now the question is how do you integrate these social layers to avoid silos? They also want to integrate customers with their social efforts.
They wanted their social network to replace their intranet but that is not happening. They are still sorting out who will be their final social vendor. No tool covers al their needs. However, they will not mandate a single tool. This is not their culture. For example, they have two approved CRM tools: Salesforce and Microsoft Dynamics.