What are the biggest challenges that most organizations face when using software applications and enterprise social networking platforms?

1. IDEALRESPONSE
Focus
Creating Viral Employees
Obsessed with better Performance
Thrive

2. IDEALRESPONSE
“FOUNDATION OF CONTINUAL IMPROVEMENT &
PEER MOTIVATION BECOMES YOUR BUSINESS DNA.”

3. BUSINESS BLINDSPOTS
SOCIAL BUSINESS DOESN’T WORK LIKE THE HYPE 04
SINGLE BIGGEST TECHNOLOGY CHALLENGE 06
BREAKING THE CODE 08
WHOLE NEW ENTERPRISE MODEL NEEDED 11
THE SALE IS THE CONVERSATION 12
CURRENT SOCIAL PLATFORM ISSUES 16

4. SURV IV OR S
2012
Keep up with the constant change. Better yet...get ahead of it. You’ll be in 500 meetings this
year trying to plug the holes when what you need is a larger self healing
bucket.
T HRIV E RS
2012
Soon executives will recognize that the survivors will not be those who gather the most
business and social information, but those who can instantly iDentify and then
Virally Engrain the iDeal iDeas from the Social Haystack as part of your
Corporate DNA.

5. “WHY DID A GROUP OF SENIOR EXECUTIVES AND PROGRAMMERS WHO
DEVELOPED THESE CUTTING EDGE TECHNOLOGIES, COME TOGETHER TO
FORM THE NEXT GENERATION ENTERPRISE SOCIAL PLATFORM ?”
NEXT GENERATION
ENTERPRISE SOCIAL
PLATFORM? MEASURABLE
OUTCOMES
BECAUSE EMPLOYEES HAVE VERY DIFFERENT RISKS, MOTIVATIONS
AND CHALLENGES INSIDE OF BUSINESS. TRANSPLANTING SOCIAL MEDIA
FROM OUTSIDE THE CORPORATION HAS FEW RESULTS. WE NEEDED A
NEW PLATFORM THAT DEVELOPED MEASURABLE BUSINESS OUTCOMES.
05

6. “ USER ADOPTION is the single biggest technology
challenge facing corporations today. It doesn’t matter how
good the technology if employees won’t use it in daily routine.
”
Use
Ope n and f
W ill they m as part o
gra
t he pro
utine?
ir d aily ro
the

7. SINGLE BIGGEST TECHNOLOGY
CHALLENGE: USER ADOPTION
70% Effective User Adoption
70%
16% Organizational Change
13% Process Alignment
1% Software Functionality
13% 16%
*Sandhill Survey 2011
1%
21%
Not strategically
develop social
business plans
21% 35%
Users not Not enough
active on data or analytics
social media to develop ROI
23%
Can’t get
buy in from
Senior Management
* Source: R2Integrated,
April 14,2010
79% of the challenges listed above are getting the
employees and senior management to adopt the
system in their daily routine.
07

8. CURRENT SOCIAL PLATFORMS iDEALRESPONSE SOCIAL PLATFORM
CAPTURED
CATEGORIZED
DEVELOPED
CHAOS -VS- CHANNELED
“ Proven day after day, typical Social Media doesn’t work
well inside business.
Random iDeas posted on a social wall with
Random comments produce
”
Random outcomes with few results.
BREAKING THE USER CODE
“SYSTEMS ONLY DRIVE PERFORMANCE,
IF PEOPLE, DRIVE THOSE PERFORMANCE SYSTEMS
AS PART OF THEIR DAILY ROUTINE.”
- CHRIS BIJOU
AMAZINGLY, FINDING BETTER ANSWERS CAN
BE COSTLY & HARMFUL
Amazingly, finding good answers that aren’t used is actually harmful to a company.
It took costly resources to find answers. And worse, management often thinks that because
they have a better answer, the front line is somehow now using it...so performance surprises jump
up continually that cause fire storms and embarrassment at all levels.

9. THE
BIG QUESTION, IS ALWAYS USER ADOPTION
CHALLENGE 1997: USER ADOPTION
CHALLENGE 2005: USER ADOPTION
CHALLENGE 2012: USER ADOPTION
“IF YOU FIND AN ANSWER BUT,
YOU CAN’T GET THE FRONT LINE TO USE IT PROFICIENTLY
AND QUICKLY WHILE IT STILL MATTERS…
WHAT GOOD IS THE ANSWER ?”
CASE STUDY: IBM SOCIAL BEEHIVE
TOP 3 REASONS EMPLOYEES USED THE IBM SYSTEM
1- GET TO KNOW COLLEAGUES BETTER ON A
PERSONAL LEVEL AND CHECK OUT NEW PEOPLE.
2- CONNECT WITH PEOPLE THEY DON’T KNOW.
3- FIND OUT ABOUT NEW CAREER OPPORTUNITIES.
This does address, at some level the issue of employee isolation.
But, this list has little to do with increasing business. The user adop-
tion rate was only in the low 20’s after several months. And in a very
short time, the user rates decreased month after month.
(leadersintheknow, IBMs social Beehive)
09

10. Pro BUSINESS INTELLIGENCE TO
HIGH
Front Line spe
ct ACTIVE INTELLIGENCE
Active Intel
Act TRADITIONAL MODEL
ive
COMPLEXITY
Transfer Gap
7
6
5
Cus
tom
4
Acti
Executive
er
3
ve
Intel
2
* iDeas
LOW
1
LOW BUSINESS VALUE HIGH
7 PROFICIENCY: “How well are they using it?” (effective CONTENT and DELIVERY)
6 PENETRATION: “How many employees using it?” (Absorption rate in job routine)
5 IMPLEMENTATION: “What information is actually presented to front lines?”
TRANSFER GAP: How do we get the word out? (While it still matters)
4 PREDICTION: “What might happen.” (Predictive Analytics)
3 MONITORING: “What’s happening now.” (Dashboards, Scorecards)
2 ANALYSIS: “Why it happened.” (OLAP, Visualization tools)
1 REPORTING: “What happened.” (Query, Reporting, Search tools)

11. $1.8 Trillion Dollars world wide will Cu
st
om
be spent in 2012 trying to quantify, justify and find EMPLOYEE er
the answers to tough business questions using USE
current business intelligence systems.
or
Pr
TRANSFER GAP
os
But, knowing an answer is just the tip of the actual
pe
transfer of that knowledge. The transfer process
ct
to date has been over 95% manual because we
don’t have an efficient technology...until now. The
model has fundamentally changed. We must now EXECUTIVE
include the front line source in both the real time USE
gathering of intelligence and in the practice of
continual development until proficiency is part of Spend $1.8T Spend $?
the corporate DNA.
Technology Manual
1/4 3/4
WHAT WAS NEEDED WAS A WHOLE
NEW MODEL BUILT FOR SPEED AND
INDIVIDUAL INCLUSION
NE
T
EN
LI
NE
T
EM
EN
T
CUSTOMERS
LI
ON
AG
EM
PROSPECTS
T
FR
ON
AN
AG
FR
M
AN
M
IN LIV
DE
IN ACT
FE ER
PR
IN NT
FE
CO
RI Y
FE EN
RI ICES
OR
RI T
OR
OR
T
T OU
T OU
OU
*COPYRIGHT IDEALRESPONSE 2012
11

12. “ said and done...
After all is
a lot more is said than done.
But, nothing is done until something is said.
”
92% 0-30%
Weekly Participation Weekly Participation in
Rate in iDealResponse typicla software
“WOW”
61% 0-12%
Improvement Ability to remember and
in demonstrated respond verbally only a
responses week after training class

13. WHAT SHOULD I SAY NEXT?
Most often asked question by any rep to a Manager.
Asking a Peer or
Manager?
89%
Proven to have
an incomplete or
inferior Response
13
13

14. No But, somehow
Conversation
No Sales Magic
is just supposed to happen...
Sale E
TIM 3%
Sales
Review
(CRM)
14%
Administrative
Functions
1% (ERP / ERM)
Goal
Setting
13%
Meetings
the
(Web / Personal)
Conver
We
Can’t Improve what we
Can’t Measure Finally
Pre-2012 business tools have always Measure
touched the sale, but not actually been the Content
sale. CRM tracks information around the Proficiency?
sale. ERM tracks accounting before and
after the sale. Business Analytics makes
comparisons of data, if available, about the
sale.
But, these tools have never been designed
specifically around measuring the
proficiency of the actual
sale...the conversation.

15. 11%
Research
(Social/Internet/ 16%
Intranet) Aligning Internal
Resources
14% M
rsation is the
Peer Interactions
ON
EY
Sale 2%
Manager
Review
1%
(CRM/ERM) Analysis
(BI/Analytics)
Finally
Measure
Delivery
Proficiency?
Magic HOLE that
This is the
iDealResponse FILLS
that has been missing from every company.
The ability to measure the Proficiency of
our Customer Conversations...who else does
that? Think of your iNSTANT COMPETITIVE ADVANTAGE!
15

16. CURRENT SOCIAL PLATFORMS:
AREN’T DESIGNED FOR NORMAL BUSINESS ROUTINES
These issues must not only be considered but overcome for a 2012 workforce to compete. We
must harness continual attention by supplying an unending organic experience around what em-
ployees like and need. Tangible, measurable process of improvement verses just a social event.
1-LACK OF SOCIAL MEDIA LITERACY (HABIT)
We often think that everyone is using social media but, only 9.7% of employees are daily
personal users. 32% are casual users. This means 90% of your workforce doesn’t have the habit
in a daily routine. 58.3% don’t yet feel comfortable.
Daily
58.3% Social Habit 90.3%
Non-
Social User 9.7% 9.7% NON-
SOCIAL
32% Casual
HABIT
Social User
2-HOW DO YOU MEASURE SUCCESS?
What metrics and standards can be used to identify how successful a social
platform is for the business? User adoption is just a base standard.
3-COSTS
Implementing and using social media is expensive, and includes training employees on
new social media systems and ongoing support.
4-SOCIAL “NOT-WORKING” VERSES SOCIAL “NET-WORKING”
Leaders are concerned that these systems might be more “social” distractions than
“productivity” tools. Transplanting a typical social wall inside of business hasn’t proven to focus on
the business, with the exception of technology groups inside the company.
5-PERSONAL PRIVACY AND RESPECT
Many discussions are better left out of the office setting. Despite codes of conduct and
etiquette, there can still be mishaps.

17. CURRENT ENTERPRISE SOCIAL PLATFORM ISSUES CON’T
6-EXCLUSIONS RATHER THAN INCLUSIONS
Sometimes privacy excludes, prompting conversation divisions: “I don’t like you so I’ll talk
to him,” or “You don’t like me so talk to her,” etc.
7-CUSTODY OF IMPORTANT INFORMATION
Some data, reports, and other information are not meant for all eyes.
8-EXECUTIVE/LEADERSHIP ENGAGEMENT
Sometimes the top-down organizational tone is not right. Executives have to make the shift
to partnering with instead of edicts.
9-IT/BUSINESS DIVIDE
The way end-users work in sales or services is not necessarily
what IT built. Often a rift between what was built and real world functionality (ex.: LMS, CRM,
communication tools)
10-CROSS DEVICE ARCHITECTURE
Anywhere, any device architecture is expected by end users today.
11-COMMUNITY MANAGEMENT
The need for a social community manager—one who controls or oversees the social me-
dia—is often an uncomfortable surprise. Takeover power play also an issue.
12-SPEED
Answers are needed now! But by the time the answer comes back, it’s irrelevant because
email and social media are not instantaneous in the conversation. Chat sessions aren’t tracked
towards a group collective intelligent answer.
13-ACROSS ENTERPRISE
There have been problems with social media not being tied into document management or
information coming from outside the company.
14-OPERATIONAL/TECHNOLOGICAL SHIFT
Reconciling the new technology with existing projects, data, and tools can cause problems.
17

18. CURRENT ENTERPRISE SOCIAL PLATFORM ISSUES CON’T
15-CULTURAL SHIFT
Social media is more than just technology, and the adjustment changes the entire work
environment.
16-WEB 2.0 OR WEB 3.0?
Are the social media platforms built on 1.0 (2005-2007), 2.0 (2008-2011), or 3.0 (2011-
2012)? If build before, the platform will have a hard time using features in HTML5 (drag and drop,
document management, handling video, etc.)
17-EVENT BASED VS PROCESS BASED
Twitter, Facebook and current social networks in business aren’t architected with develop-
ment cycles in mind. The best still use Events as the basis of input with a comment cycle as the
end game. No organically directed process cycle.
18-ACTIONABLE ANSWERS
How do you get a clear answer that is measured to perpetuate the positive (iDeal-
Response) vs negating the negative (inferior response). An inferior response is so destructive
because you must then overcome the damage and the habit.
19-PLATFORM NOT INVITING ALL 3 TYPES OF USERS
Three types of users exist in the social business world: Creators, Curators and Consumers.
The systems must be a hybrid to link the three or you won’t get adoption.
20-DATA OVERLOAD
It’s as important to get rid of unwanted information quickly as it is to highlight the iDeal.
(Ex: theme overload, non-current, non-standard, side comments, re-posts, too many elements on
a page, duplications, page sifting, inefficient search functions, etc.)

19. iDealResponse
www.idealresponse.com
(801) 867-7667
Creating Viral Employees
Obsessed with better Performance