A CULTURE OF COLLABORATION @CSC
SOCIAL NETWORKS, IDEATION AND JAMS
Howard Smith https://twitter.com/smithh
https://www.linkedin.com/profile/view?id=9859
Copyright CSC, All Rights Reserved 2 March 27, 2014
Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010, http://bit.ly/L3zChw
IS THERE BUSINESS VALUE IN COLLABORATION?
Copyright CSC, All Rights Reserved 3 March 27, 2014
INNOVATION AND COLLABORATION CAN BE WEASEL WORDS What do they really mean?
• Weasel
– A word or phrase aimed at creating an impression that something specific and meaningful has been said, when in fact only a vague or ambiguous claim has been communicated
“We empower our most valued
resources to engage our innovation
teams to shift the paradigm”
Copyright CSC, All Rights Reserved 4 March 27, 2014
Market needs
Existing capabilities
Overcome blockers
Gather ideas
Assess viability
Convert solutions into offerings
Prioritize investment
Identify synergies
Create new solutions
Improve solution
Improve appeal
Remove blockers
Increase differentiation
Develop new features
Improve ROI
Resolve problems
Assess current viability
Leverage partners
Competitive assessment
Track relevant market change
Map core competencies
Requirements & portfolio
Opportunity assessment
Solution options
Portfolio gap analysis
Identify internal & external experts
Accelerate take-up
Identify the best lead customers
Accelerate knowledge of the solution
Excite the market
Accelerate sales
Target new markets
Partner for success
Define what’s next
Agree how to get
there
New Value
Drive adoption
Improve Incrementally Explore market
Leap to Next Generation
COLLABORATE TO INNOVATE@CSC
Copyright CSC, All Rights Reserved 5 March 27, 2014
ASSUMPTION AND CHALLENGE FOR ENTERPRISES
Idea / challenge mgt
top down (ideation events)
Social collaboration
bottom up (jamming)
Conceptual centre:
Ideas and processes
How to bring it all
together? Conceptual centre:
Connections and
community
Business Projects +
Communities of Practice
Com
munity g
row
s t
hro
ugh idea m
anagem
ent
Ideas g
row
thro
ugh c
om
munity m
anagem
ent
Copyright CSC, All Rights Reserved 6 March 27, 2014
CROWD SOURCING IS EVERYWHERE .... but can it be made to work in the enterprise?
118, 581 designers
103 ideas per project
DesignCrowd KickStarter Kaggle
4 million people
Pledged $603 million
Funding 40,000 projects
Big data to Big analytics
92,566 data scientists
Working on your problem
Copyright CSC, All Rights Reserved 7 March 27, 2014
THE LONGITUDE CHALLENGE An analogy for structured collaboration at scale • The Longitude Prize was a
reward offered by the British government for a simple and practical method for the precise determination of a ship's longitude
• The prize, established through an Act of Parliament (the Longitude Act) in 1714, was administered by the Board of Longitude
• The Board of Longitude set out a detailed description of the problem, and a precise set of conditions under which a solution would be selected
John Harrison,
inventor of the
marine
chronometer
Copyright CSC, All Rights Reserved 8 March 27, 2014
CSC SUCCESS WITH IDEATION EVENTS / JAMS
Roughly 60 virtual events conducted over seven years
Some Notable Wins (Small and Large) since 2006
Event Date Financial Results Process Sponsor
R&D Tax Rebates 2006 $48M savings in first event EMEA Tax Manager
DSO Reduction July 2008 $528M improvement in
cash flow
CFO of Major Business Unit
Client Account 2006 $1.6M collected in unbilled
client work, one off
Client Account General Manager
CSC Greenway June 2008 $780K savings and
initiated Greenway
program
CSC Sustainability
Program Office
CSC India New
Business
June 2010 $2.2M new revenue New Services Director
Corp Growth Event October 2010 Contributed to $19.3B
sales performance
President, Sales & Marketing
Copyright CSC, All Rights Reserved 9 March 27, 2014
CASE STUDY CSC SOLVED A COMPLEX CASH FLOW PROBLEM VIA STRUCTURED COLLABORATION
Challenge:
Day Sales Outstanding
(DSO) reduction
Duration 8 weeks
Review team: 27 experts
The Ideation Event resulted in reduction of DSO by 4-8 days
$64M-128M / annum
Audience: 2300 cross-functional
Active participants: 317
Ideas: 182
Reviews: 334
Votes: 1789
Copyright CSC, All Rights Reserved 10 March 27, 2014
WHAT MADE THE CASH FLOW COLLABORATION WORK?
High
Priority
Problem
Defined
Owner
More than a Suggestion Box
(Structured Process)
Ideation
Process Design
Evaluation
Using
Scorecards Expert Recommendations
Process
Decisions Implemented
Decisions Explained
Focused Organization On The Issue
The Right Starting
Point
Copyright CSC, All Rights Reserved 11 March 27, 2014
MORE EXAMPLES OF LARGE SCALE COLLABORATION @CSC
CSC Greenway Sponsored by panel of SVPs/VPs
90,000 Employees invited
200 Review Team volunteers
Result: New CR Program
www.csc.com/greenway
Cash Flow Optimization Sponsored by CFO of large CSC unit
2000 participants
20 person evaluation team
Complex Process Design
Result: Savings $64 to $128/annum
CEO Challenge Sponsored by CEO
Part of CSC 50th celebrations
All employees invited
2000 ideas developed
Stimulated Senior Leader conference
Result: 3 new Strategic Initiatives
SEEDS Sponsored by Technology Office
Topic based ‘events’ throughout year
Growing database of “SEEDS”
Result: Awareness, education
Spinoff: popular Serendipity
Newsletter to all employees
R&D Tax Rebates Sponsored by UK CFO
500 Architects invited
Return: $50K to bottom line
Repeated in other CSC Geos
“Elephants in the Room” Sponsored by VP Culture
Pre-CSC Annual Conference jam
1500 Attendees invited
Result: Expanded CSC Culture Change
Program
Sales Transformation Sponsored by SVP Sales & Marketing
Sales community engagement/change
5000 Global Sales community invited
Result: Re-Driected Sales
Transformation Program
Global Customer Echo Sponsored by Innovation Office /
ideation program
Employees invited to speak on behalf of
their client
90,000 Employees
Result: Input to BU Change Programs
Risk Register Update Sponsored by Chief Audit Officer
Secure ideation “Director” level+
350 Senior Leaders invited
Result: Updated CSC Risk Disclaimers
Copyright CSC, All Rights Reserved 13 March 27, 2014
IDENTITY JAM 2014
CEO
endorsement,
advance
announcements,
kick off
Post event / jam
reflections,
decisions, follow
up, actions
Senior leader
sponsorship -
jam tracks
Viral adoption,
spreading the
word, “Homo
Imitans”
Copyright CSC, All Rights Reserved 14 March 27, 2014
IDEATION EVENT / JAM CONCEPT Creating value through employee and customer engagement
Identify the
problem &
owner
Detail the
challenge &
audience
Launch Capture
ideas
Build out
ideas
Evaluate
and review
Conclusions
and decisions
? ?
Copyright CSC, All Rights Reserved 15 March 27, 2014
Ideation is not all
about “Innovation”
Marketing - market
opportunities, potential new
offerings, reduce cost of slogans,
brand names, etc
New Product Development -
new product concepts, identifying
potential market opportunities, supporting the front-end of the
product development
process
Research & Development -
technology solutions, applications for existing or new
technology, improve efficiency of R&D process, project
evaluation
Finance
cost reduction and process
improvement, structured tool and
process for the company, solve
specific, time critical problems, create
sustainable competitive
advantage through ongoing commitment to innovative work on small improvements that competitors find
hard to replicate
Sales
identify new selling
opportunities, explore new
markets, improve selling
process and interaction with the rest of the firm and with customers
Channel
how to leverage partners, agents,
etc
Copyright CSC, All Rights Reserved 16 March 27, 2014
Analysis of Over
1000 Ideation Events
Customer Service –
identify opportunities to
improve customer
service, tap into customer insight and feed into the R&D, marketing
and sales process, create differentiators
through service
Manufacturing –
cost reduction, process
improvement, sharing best
practices
Supply Chain & Procurement - how to tap into
the supply chain for
improvements, cost reductions,
and ways of adding more value through supplier-driven
innovation
HR –
supporting general
employee engagement
goals, resolving
issues from employee surveys
Legal –
ensure follow good
process, protect
intellectual property,
streamline IP process
Executive - involve
employees in strategy to promote
alignment and buy-in,
address specific
executive challenges,
support search for large
breakthrough type innovation
initiatives for growth
Copyright CSC, All Rights Reserved 17 March 27, 2014
A TYPICAL COLLABORATION EVENT LAUNCH SEQUENCE
Event / Jam
Design
Ideas
Generation
Idea
Development Conclusions Reviews
Purpose
Examples
Selection criteria
Populations
Recognition
Sponsorship
Communication
Communication
Encouragement
Re-enforcement
Sponsors &
stakeholders
set objectives
Employees,
experts or
externals are
invited to
participate
Review team
& experts
guide best
ideas to
develop
Review team
leaders conclude
the event in
terms of
outcomes
Categorise
Publicise
decisions
Next steps
Allocate
responsibility
Comments
Peer reviews
Expert
reviews
Final reviews
Public
comments
Event
launch
Review team
evaluates,
scores &
formally
reviews ideas
Configure Portal Portal supports process throughout Best ideas transition to Projects
Copyright CSC, All Rights Reserved 18 March 27, 2014
THREE PATTERNS FOR THE IDEATION PROCESS
? ? ? ? ? ?
Problem + Ideas = Solution
Situation + Insights = Improved knowledge
Portfolio + Ideas (in/out) = Updated portfolio
New ideas, improvements, changes, counter arguments …
Ideas can be … product ideas, service innovations, strategy insights, risks, barriers …
#1 Insight #2 Solve #3 Portfolio
Copyright CSC, All Rights Reserved 19 March 27, 2014
THREE MORE IDEATION PATTERNS
? ? ? ? ? ?
#4 Qualification #5 Competition #6 Improvement
Candidates +
Questions = Decision
Candidates +
Criteria =
Winners
Process + Exceptions =
Insight for Improved
Process
Copyright CSC, All Rights Reserved 20 March 27, 2014
? “Time
bounded
challenges”
1. A small team has a
problem, so they...
2. Pose a challenge,
which... ! 3. Elicits some
specific ideas,
which...
4. Helps the
organization
archive goals
“Ask the
experts”
(invert your
thinking) ?
1. A small team has
expertise, so they...
2. Advertise their
skills, which...
3. Elicits some
specific problems
to work on...
4. Which the experts
answer, thereby...
5. Helping to
solve the
problem and
grow
expertise
!
TWO COMMON USE CASES FOR IDEATION PROCESSES
Copyright CSC, All Rights Reserved 21 March 27, 2014
THE IDEA PROCESS IN MORE DETAILS
!
Raw ideas
Idea building/
peer review
Developing
ideas
‘Formal’ review/ stage-gate
Reviewed
ideas
Idea bucketing /
Conclusions /
Decisions Evaluation
and
facilitation
team Subject
Matter
Experts
(SMEs)
Idea categorization/
Structured recommendations
Expert reviews
e.g. scorecard
Assign responsibility
Action plan
Track value
Decision /
Action workgroup
1. A leader wants to solve
a problem or get some
new ideas so they …
2. Stimulate a
targeted
community …
3. With communications,
challenges, seed ideas,
conditions for action
Copyright CSC, All Rights Reserved 22 March 27, 2014
TRIAGE OR “FUNNEL” ANALOGIES ARE NOT ALWAYS HELPFUL
A few winners ...
• Ideation is not about picking winners and “top” ideas
• Many events or jams should be designed to be additive
Or everyone contributes
• Ideas need not compete with one another, but can add to an emergent picture
– Fleshing out details
– Providing key insights
– Challenging the status quo
Copyright CSC, All Rights Reserved 23 March 27, 2014
PROCESS DESIGN IS NEEDED FOR COLLABORATION TO WORK AT SCALE
Convergence
The process by which the community builds on ideas
The evaluation criteria
Scorecards and recommendation process
The appropriate pattern of development of ideas
The decisions you will take to move ideas to the next stage
Who you invite
How you invite them
The challenge you set them
The types of ideas you do and do not want
The type of content you want developed
Copyright CSC, All Rights Reserved 24 March 27, 2014
THE DESIGN OF CHALLENGES
• Document problems & requirements
• Agree sponsors & stakeholders
• Refine problem statements , questions and understand the true nature of the problem by clarifying
– Context
– Priorities
– Resources available to solve the problem
– Attempts that have been made in the past
– Why they failed, what is different now
– Objectives
– Metrics – measures of success
• Generate directions for innovation
• Formulate idea management campaign and identify or canvas staff for participation
Define Requirements &
Problems
Refine,
prioritise
& clarify
Innovation Directions
CSC Client
Identify
sub-problems Analysis &
Prioritisation
Decomposing the complexity of problems
Stake
Holders Drive idea management campaigns
Copyright CSC, All Rights Reserved 25 March 27, 2014
Subject Matter Experts
IDEA MANAGEMENT
• Identify subject experts and sponsors to support the campaign / jam
• Formulate problem story and provocative questions broken down into focus areas for experts
• Identify/canvas staff for participation in ideation event
• Launch idea management campaign on the portal
• Filter ideas using partially automated idea management process
• Refine and expand on ideas through interaction with originators and consultation with experts
• Use a stage gate process to determine which ideas contribute to goals / challenge and are worth developing further
Filter
(Clarify
&
Select)
Ideas
Staff
Stage gate process
Challenge Sponsors
Analysis
&
Problem
Solving
Managing the creativity of innovation
Consultation Collaboration
Expand
(Develop
Ideas
Further)
Copyright CSC, All Rights Reserved 26 March 27, 2014
A PROGRAM OF IDEATION CHALLENGES / JAMS @CSC
month 2 4 6 8 … etc
Senior Management
Awareness Phase
Mid Management
Ideation Phase
What are the
Issues?
Where are the
problems?
Employee Engagement
Customer Echo
Implementation
strategies
Lead Customer and
Strategic Programs
Driving a change of culture/transformation
What are the
solutions?
Cross Functional
Collaborations
Copyright CSC, All Rights Reserved 27 March 27, 2014
Develops our portfolio of seed solution concepts
Increases our ability to market our innovation internally and externally
Increases our clients’ experience of innovation
Ensures connection to voice of the customer and market needs
Increases our ability to manufacture new solution prototypes
APPLIED INNOVATION@CSC …. First of a Kind projects
Obtaining qualified client opportunities
Envisaging and describing new solution concepts
Standing up meaningful projects
Harnessing IP and engineering reusable solution components
Converting projects into valuable references
Copyright CSC, All Rights Reserved 28 March 27, 2014
DISTINGUISHING INNOVATION FROM BUSINESS AS USUAL
WHAT IT ISN’T! WHAT IT IS!
It’s not in our current portfolio But someone wants it to be
Technology for technology’s sake Applied first of a kind solutions
Projects looking for problems Clients looking to solve problems
Simple extensions of the current portfolio A step change or disruptive influence on
our portfolio “next generational”
More of the same A new technology, method or approach, new
intellectual property
Played out with the usual partners Engaging with leading edge players
Highly industrialized Experimental but provable
Low risk Medium to high risk with a safety net
Done in isolation Dependent on collaboration across teams
High-cost investment Co-invested development
A short-term tactical objective An investment in our future
Copyright CSC, All Rights Reserved 29 March 27, 2014
Apr Jun Sept Jan Apr
STRUCTURE OF INNOVATION PROGRAMS
SEEDS
Forever Challenges
Billion Dollar Ideas
KEY
Client
Challenges/
Unmet Needs
Lead Customer
Opportunity
Super
Challenge
Every 2 years Ideation event or jam
2
2
3
3
Grand Challenges Hunts
1
1
Event /
Jam Customer
Echo ...
Copyright CSC, All Rights Reserved 30 March 27, 2014
LARGE SCALE STRUCTURED IDEATION @CSC
Identify the
problem &
owner
Details of
challenge &
audience
Launch Capture ideas Build out ideas Evaluate
and review
Conclusions
and decisions
?
?
A structured process fosters
employee, partner and customer
knowledge and direct it to solve
problems and meet business goals
It works because collaboration is directed
towards convergent outcomes - the
workflow embodies peer collaboration, idea
development, structured evaluation and
stage gate process
Best practices drive event
planning, process design
and communications,
ensuring focus on outcomes
Event
Desig
n
Ideas
Generation
Idea
Development Conclusions Revie
ws
Purpose
Examples
Selection
criteria
Populations
Recognition
Sponsorship
Communicati
on
Communica
tion
Encourage
ment
Re-
enforcemen
t
Sponsors &
stakeholders
set
objectives
Employees,
experts or
externals are
invited to
participate
Review team
& experts
guide best
ideas to
develop
Review team
leaders
conclude the
event in
terms of
outcomes
Categorise
Publicise
decisions
Next steps
Allocate
responsibility
Comments
Peer
reviews
Expert
reviews
Final
reviews
Public
comments
Ev
ent
lau
nc
h
Review team
evaluates,
scores &
formally
reviews
ideas
Configure Idea Central Idea Central portal supports process throughout Best ideas transition
to projects
Every event and jam is planned:
linked to strategy, process design,
launch and communications plan
facilitation, expert involvement,
decision logic and assignment of
responsibilities
month 1 2 3 4 … etc
Senior Management
Awareness Phase Mid Management
Ideation Phase
Cross Functional
Ideation
Small number
of selected
2 day jams
2 week events
on streamed targets
What are the
Issues?
What are the
problems?
What
are the
solutions
?
Employee mobilization
Ideation
Implementation
strategies
Lead customer and
strategic partner ideation
Driving a change of culture
Events and jams can be chained
throughout the year – output of one
feeding input of another, allowing larger
problems or transformation challenges
to be addressed in phases
!
Raw ideas
Peer comment/review
Developed ideas
Formal review/stage-gate
Reviewed ideas
Conclusions and
Decision codes
Review team
As the expert
e.g. Implement now
Next year
Review codes,
Idea evaluation
Review
codes
e.g.
scorecard
Assign responsibility
Initial action plan
Deadlines
Conclude each idea
Large scale collaboration
takes place on an
enterprise social platform
and ideation portal - top
down and bottom up
Copyright CSC, All Rights Reserved 31 March 27, 2014
CONTACT DETAILS
• Howard Smith led the development of CSC’s Collective Intelligence (crowdsourcing) program from its outset in 2006 to 2011
– Over this period the program delivered $500M in audited value to the company
• Smith is the author of the widely referenced white paper What Innovation Is – How Companies Create Operating Systems for Innovation
• A pack of additional information and case study is available upon request
https://twitter.com/smithh
https://www.linkedin.com/profile/view?id=9859
Copyright CSC, All Rights Reserved 33 March 27, 2014
CSC COLLABORATION IMPACTS LEADERSHIP, EMPLOYEES, CAREERS, PROJECTS, CLIENTS, PARTNERS, OFFERINGS
Internal
Collaboration
Secure Client/Vendor
Collaboration
Open Market
Collaboration
Product / Solution Support & Repurposing
Ongoing Product Support Capture and Share
Knowledge
Accelerate Business Goals Across Teams
Drive Profitability Drive Richer Customer
Engagement
Build Relationships and Networks
Transitions/Transforms Relationships
Network and Personalize Experiences
Find Experts and a New Level of Innovation
Create Trusted Partners
Locate Industry Experts
Build Skills in Communities of Practice
Differentiate as Innovator
Access Customer Sentiment
Copyright CSC, All Rights Reserved 34 March 27, 2014
2008
2009
2010
2011
2012
• Social Strategist
identified
• Business case
approved
• Social Software pilot
• 20 weeks 25K registered
• Social Software in
full production
• Exec begins blog
• Director of Collaboration
hired
• 50% registered
• 25% active
• Public communities
• CIO blogs
• Advocates community
• Intranet 1.0
• V2 of Social
Policies
• Community
Manager hired
part time
• 100% registered
• 75% active
• Community
Manager hired
• Updates for
Corporate
Communications
• C3 becomes a hub
C3
C3
C3
C3
CSC Engage CSC’s Social Business Journey 2012
Copyright CSC, All Rights Reserved 35 March 27, 2014
Lessons learned along the way
• Establish a community manager from the beginning to guide, maintain, and curate the platform
• Approach collaboration with a problem(s) you need to solve
• Ensure you have an ongoing internal and external Strategy Director who understands the collaboration industry trends
• Engage leaders to broaden their influence, access cultural business intelligence and steer multiple projects
• Cultivate an advocates groups to help support the users across the platform
• Form key communities around a business topic as interactive networks collaborating, sharing knowledge and growing their capabilities with identified sponsoring leaders
Copyright CSC, All Rights Reserved 36 March 27, 2014
CSC is Successful in Social Business in the Industry Early Adopter Generates Thought Leadership and Business Outcomes
Award Winning Industry
Recognized News Worthy
San Francisco, Las Vegas
Virtual Conference
Philadelphia, Denmark
Washington DC
Frankfurt, Paris
Webinar
Montreal
San Francisco, Boston "As a technology services company, being seen as thought leaders and innovators … one which C3 has shown strong
potential to fulfill… hitting a sweet spot.”
“Even the chairman’s office has embraced it... communities interact more easily, allowing people to
reach out across the company and find resources.”
“I especially liked this vignette of community management at CSC, a large, well-known business services company. . . “
“CSC Recognized for Social Business Achievements”
“Social business, organized around collaboration, innovation, two continuous themes that runs through their literature and
their work….They have a clearly delineated process and framework for social business.” CSC CRM Watchlist 2012
Winner
Finalist 2010
Internal Evangelist of the Year Award
November 2009
Community Adoption October 2009
Champion Award September 2010
Community / Networked Maturity Stage 3
June 2012
Online Course
Copyright CSC, All Rights Reserved 37 March 27, 2014
In 2012, Corporate Executive Board called CSC Office of Innovation “Best In Class” for Innovation/Collaboration
• “Adoption of the C3 platform provides a great forum for people across the organization to collaborate”
• “Having a collaboration system underlie the innovation function at CSC is a very progressive practice”
• “Direct connection to daily workflow causes the system to not be just a collaboration tool but also to serve as an information warehouse”
• “The interface of the C3 system is also effective, intuitive and easy to use…helps overcome adoption hurdles by seeming familiar to new participants in the system”
Copyright CSC, All Rights Reserved 38 March 27, 2014
CSC is Successful in Social Business Internally C3 Wins Hearts & Minds - Goes Global and Viral
“Proud to be CSC”
“I went from being a skeptic to a convert. It just makes you want to get involved!”
“C3 is the de facto standard for how we collaborate. It's the language of the company.” – VP, CSC
“It is a key tool to achieve the ‘One CSC’ vision.” VP, CSC
C3 Wins Hearts and Minds
Asia Pacific
10%
EMEA 24%
North America
42%
Latin America
1% India 22%
Other 1%
C3 Goes Global
*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.
C3 Activity in 2012
C3 Delivers Business Outcomes
100% Adoption Wins Hearts and Minds
Innovation
Asset / Expertise
Location
“Way Work Gets Done”
Time Zone/
Distance Barriers
Executive
Communications &
Strategy Alignment
MM Cost Savings
Consolidation /
Shut Down
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Inactive
Active Users Q1 Q2 Q3 Q4
C3 Viral Growth
2010 2011 2012
Copyright CSC, All Rights Reserved 39 March 27, 2014
2012 CSC Survey Results Show How Collaboration Is a Part of Our Culture and Reflects the Way We Do Work
Great Results Conclusions
Nearly 60% use C3 daily to do their job
and another 25% use it weekly
A majority of CSC works in C3 to support clients
and do their work
C3 is used consistently across all
demographics
• Get information and answers
• Locate tools and apps
• Collaborate in business groups & communities
• Search for CSC strategy, global messages
Executives and managers who
responded were very positive and
enthusiastic
Leadership who work in C3 have a very high
level of use and engagement
Key Community membership and
training enhances user experience
and increases level of engagement
Key Community members and staff who have
taken training have a high opinion of C3 as a
collaboration tool and a high level of activity
Overall user satisfaction is positive,
scoring 7.7 on a 10 point scale
63% are “likely” to recommend C3 and nearly
30% are “extremely likely” to recommend C3
C3 user contribution rate is three
times the industry standard
In relation to the 90-9-1 Rule of Engagement
Copyright CSC, All Rights Reserved 40 March 27, 2014
CSC Is On the Path To Fully Optimizing Collaboration Through Leadership, Solutions, Processes, and Experts
Command and
control. Primary
modes of
communication
are in person,
phone & email. No
use of many-to-
many
communication
tools.
Traditional
Testing the waters.
Not supportive of
the use of social
as a viable
solution for
business. Silos
and not connected
to the business
workflow.
Piqued
Committed to a
few social
activities, but most
communication
still occurs through
traditional
channels. Seeing
quick wins.
Experimental
Engagement with
key stakeholders
via new social
channels.
Beginning
to see correlation
between social
activity and
business results.
Social
Social business
is integrated into
the DNA of doing
business with all
constituents.
Operations are
optimized for
collaboration and
innovation.
Networked
Source: The Community Roundtable www.community-roundtable.com