Tag Archives: Jive

Highlights of IDC’s Worldwide Enterprise Social Software 2012 Vendor Analysis

IDC has released its Worldwide Enterprise Social Software 2012 Vendor Analysis. I received a copy thanks to Igloo Software. Companies covered included: BlueKiwi Inc, Cisco Systems, Inc., harmon.ie, IBM, IGLOO Inc., Jive Software, Moxie Software, Inc., Mzinga Inc, NewsGator Technologies Inc, Oracle Corporation, Salesforce.com, Inc., SAP AG, Socialcast, Inc., Socialtext Inc., Telligent Systems Inc., tibbr, VMware, Inc., Yammer, Inc. The reports evaluates and compares these vendors. In the post I will look at the cross industry movements that IDC offers.

IDC concludes that the “increasing sophistication of use cases demonstrates that the market for enterprise social software is maturing quickly. Organizations are looking to engage internal users and customers in an ongoing conversation, inside and outside the firewall. As usage increases in breadth and depth, activity streams, discussion forums, blogs, and wikis are becoming assumed functionality of enterprise social software to facilitate collaboration in real time and in context.” I would certainly agree with this assessment.

Application integration is increasingly becoming a success factor. IDC notes that “Customers are demanding broader and more specific collaboration scenarios that tie together internal and external constituents, deliver sophisticated insight into user behavior on the network, and extend seamlessly across mobile form factors.” These seamless extensions and the connection of internal and external constituents requires comprehensive integration that is designed to address business objectives.

Their key success criteria include: the ability to extend activity streams, blogs, and wikis to a broad range of stakeholders. The optimization of the mobile experience, comprehensive analytics that can “perform behavioral and predictive analysis on data generated by the network,” a scalable platform that can extend to customers, and partners, as well as handle different roles, company sizes and industries, and “prepackaged integrations with collaboration tools and major enterprise application vendors delivered via the cloud.”

We certainly agree with all of these factors, especially the prepackaged integrations. This is the goal of AppFusions and its suite of prepackaged integrations. For example, we have a number of integrations of Altassian’s issue tracking tool, JIRA, with a variety of collaboration platforms such as IBM Connections, JiveConfluenceAlfresco, Box.com, Google Drive, Dropbox, etc.

IDC notes that such social tools as activity streams and blogs are becoming required functionality within the enterprise. As social tools mature beyond initial marketing applications, use cases have grown into such areas as customer experience, sales enablement, digital commerce, socialytics, innovation management, and enterprise social networks.

The latter use case provides a means to find relevant information and people through connecting people, data, and systems in an overarching system. Collaborative workspaces are the outcome and the foundation for the connected enterprise.

Enterprise adoption of the new enterprise social software is on the rise. There has been as 40% year-over-year market growth. In this current survey 67% of organizations have implemented a corporate-sponsored enterprise social software solutions. While there are standalone solutions, many vendors have moved to more open and connected offerings through the use of APIs. This allows social software to be embedded within work processes, a topic I have covered before (for example, see Putting Social Media to Work and Giving Social Media a Good Job)

IDC concludes that “enterprise social software will eventually become the backbone of the ESN for a number of reasons.” This is being fueled by the recognition that connecting employees, customers, and partners is key to success. As McKinsey found, “higher operating margins (again, self-reported) than competitors correlated with a different set of factors: the ability to make decisions lower in the corporate hierarchy and a willingness to allow the formation of working teams comprising both in-house employees and individuals outside the organization.” Collaborative technologies create more agile organizations and these companies achieve higher profits.

In 2012 IDC expects to see enterprise applications and other collaborative applications being upgraded to include social functionality or becoming integrated with enterprise social software solutions in a complementary fashion.

It is an exciting time and we are pleased to be part of it thorough application integrations.

Badgeville for Jive Offers Gamification Layer

I have covered both Badgeville (see Badgeville Offers Cloud- based Gamification Platform and Expertise) and Jive (see Jive’s Platform Enables Comprehensive Enterprise Integration ).  I was pleased to see that Badgeville is now within Jive and recently spoke with Chris Lynch of Badgeville to get an update.

Chris noted that Jive provides a very comprehensive toolset for people to connect and share relevant knowledge across internal and external communities. However, adoption continues to be an issue. Gartner said nearly 72% of people who use these toolsets never actually login to engage with them. Badgeville has now integrated with Jive to increase  engagement inside Jive Spaces through gamification.

Badgeville allows companies to reinforce desired user behaviors across their websites, enterprise apps or any digital touchpoint. Through different engagement mechanics, they reward and encourage the appropriate use of tools, including collaboration suites such as Jive.

Badgeville provides rewards that offer value to users such as recognition for tasks, or achievements tied to expertise. For example, participants can gain rewards for such behaviors as starting a discussion, replying to a discussion, asking a question, answering a question, creating a document, editing a document, and sharing a status update. An achievement page is shown below.

You can also set up a mission. This is a collection of achievements such as those mentioned above. These missions can reinforce a desired set of behaviors and offer additional rewards to participants. A sample mission screen is shown below.

EMC is one firm that has used Badgeville with Jive to increase engagement. EMC set up several missions based on expertise to locate important sources of expertise within the firm. One mission included both internal behaviors and external ones such as registering at the EMC booth at their annual conference.  The EMC effort led to a number of documented improvements such as the following:

  • 20% increase in files downloaded
  • 25% Increase in User activity & engagement
  • 40% increase in videos watched

In this day of the social enterprise, improved adoption and engagement are critical for success. With gamification, companies have raised user engagement by 21% across the board. Now companies using Jive can easily implement gamification across their platform to improve adoption/engagement, become a more collaborative workforce and build a knowledge store based on user participation.

The integration works like this. Badgeville provides a plug-in to the Jive suite that is specifically designed for Jive. It inserts Badegeville code into key elements of Jive. This allows Jive Pages to connect with Badgeville’ Behavior Engine. Jive administrators use the Behavior Engine to enable companies to setup custom gamification programs to meet their unique objectives. Jive administrators can then build and inject Badgeville rewards within Jive Pages. HTML 5 widgets serve as the main vehicle for this integration. Here is a contextual leader board.

I like this move. Application integration is a core necessity for the connected enterprise to meet its objectives. The Badgeville Jive integration is a nice example of two complimentary applications working together to meet company goals. In this case, increased adoption and value.

Success with Social in Business: Review of Socialized! by Mark Fidelman

Happy New Year! Thought we’d start out the New Year with a power hitter on demystifying the wild world of social media – that is, for business.

What’s the tricks,  the secrets, the behind the scene aspects, and a whole slew of other obvious and not so obvious nuances that we think are good and godly advice in this  social marketing entrenched world that we all live in. Whether you like it, agree with it, do it, or not – one thing is sure: it’s here to stay, so we’d suggest, get on the train, or the train will leave the depot (or has already) without you!

To do this, AppFusions (and in particular me – Bill) was fortunateto receive a review copy of Mark Fidelman’s new book Socialized!  How the World’s Most Successful Businesses Are Harnessing the Power of Social. Mark is a a Forbes blogger and seasoned executive with many years and experience in the industry of social business. (More information on the book is also here.)

Mark Fidelman

In this very useful book, Mark presents the strategies and tactics of the world’s best social business organizations, including IBM, Microsoft, Salesforce.com, Google, JetBlue, and several small businesses.

Mark also offers a playbook that businesses can use today to make effective use of social business practices. In fact, McKinsey has predicted that there is over a trillion dollars in benefits waiting for those organizations who properly use social business practices so this is a worthwhile goal to pursue.

The book includes how to create and nurture a high performing “digital village” or internal social network. It also offers ways to connect with your “digital network” and build a community of brand advocates. It then includes how to manage a sales and marketing funnel with a social wrapper.

I asked Mark what motivated Mark to write the book?  He replied:

The majority of senior executives I meet are feeling a stinging sense of urgency that their businesses must adopt a true social business model if they are to remain relevant, sustainable and profitable.  However, most simply don’t know how to go about it.

I wrote Socialized! to give businesses a roadmap for capturing the power of social inside the organization and out.

Mark makes the very important point that successful social business starts inside your organization.

With the initial emphasis on social media marketing, this has often been overlooked as a crucial step toward social business success.

  • First, there are many internal efficiencies that can be realized by socializing business processes and these are part of the trillion that McKinsey counts.  Putting social media to work inside the organization is a topic I have often discussed (see, for example, Giving Social Media a Good Job).
  • Second, a focus on external social business alone, without an internal social business component, will not make the necessary transformation of the business culture to realize both the external and internal benefits. This crucial link is often coined/termed: “social business”.

There’s much debate out there on what’s the difference between ‘social business’ and ‘enterprise 2.0’, in terms of terms (for example, here on Quora) – and we won’t go into that debate here, but in short, both are about collaboration, bringing it together: people, systems, and processes, whether internal  external, or both.

Mark provides ten rules that are essential to build a culture achieve a closely connected business culture, or, as he refers to it, a “digital village.”  Developing this digital village mentality allows for the creation and sharing of critical content across the enterprise. Aspects include: employees, management, operations, processes, workflow, technology, strategy, standards, and governance. It requires the updating of structures, processes, and workflow and making the investments to ensure these efforts succeed.

I am glad that Mark includes technology. Too often, people say, “well, it is not about the technology, but the people.”

Actually it is about both. For the connected enterprise or digital village to work, you certainly have to have the right culture in place. AND you also have to have the applications integrated so there are actually connections within the digital workflow. This second fact is often overlooked and then you end up with a bunch of frustrating silos.

Mark offers eight requirements for the digital village. These include developing a code of conduct and realigning the village to make it a social environment. Then you need to deploy social platforms to support the infrastructure of the digital village.

This is where application integration comes into play. Now you can leverage the collective intelligence of the village. To make it real you also need training and a more human focus to HR.

Finally, analytics need to be put into place to gauge the health of the digital village and make adjustments. Benefits need to be spread across the organization.

Once the internal digital village is in place you can turn toward to market with a unified force. The term “markets as conversations” introduced ten years ago though the Cluetrain Maninfesto remains highly relevant. Communities become one of the main platforms for these conversations. Mark contrasts old model behavior that was centered around onward communication and the new model of actual exchanges.

I asked Mark, “What are the most critical things for organizations do to become socialized in an effective way?”

He replied with the following three points.

  • Connect and empower thought leaders.  ” I can’t emphasize enough that traditional marketing is dead.  Your customers don’t trust your advertising as much as they do the individuals they have been following for years, so make it a priority to build reciprocal relationships with influencers.   Once you’ve connected with them, you can work together to talk about the pains your customer community is experiencing, which your product can solve.”
  • Build or join an external community.  “Building an external community around your brand is one of the most powerful things you can do to positively impact sales, create goodwill, and generate ideas. It’s also an effective feedback vehicle. Imagine thousands of people discussing topics related (and sometime unrelated) to your products every day.Your community is answering support questions, helping other members with career aspirations, or just networking.  If your brand or product does not yet have enough authority to build a community around it, and if there is already a robust and thriving community where your customers are hanging out, then by all means join it. If your competitor is running it, you’ll need to create a community around another subject related to your product.”
  • Build internal online communities. “To support an adaptive organization, employees need to connect, share, and expand on ideas. This is a critical part of becoming a more social, adaptive organization. Employees must have the ability to share insight with each other easily and visibly. Imagine a professional sports team that doesn’t practice or share information about the opposing team. Indeed, imagine a sports team that doesn’t review its game tape. How effective would they be long term?”

There is much more including the rise of the social employee and a playbook to support and engage this employee.

The book is rich in practical examples and guidelines. I certainly recommend it to anyone embarking on a social business program.

Check it out for yourself on Amazon here!