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Employee Communities: Community Centric Change

Customer Experience starts with the employee experience, but changing the employee experience can be very difficult. Most change methods are still based on an outdated top-down rational view of organizational change. How can we rewire organizational DNA to create great customer experiences? How can we shift the hearts, minds and behaviors of every employee? These are the questions we're wresting with as we rethink our approach to employee experience. Our new strategy is centered on an employee community of peers that we are promoting through internal content marketing. It might be working. Presented at CXPA Members Insight Exchange.

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Employee Communities: Community Centric Change

  1. employee communities community centric change
  2. people first mastered the art of balloon flight in the 1800s
  3. and quickly set their sights on the next innovation in flight… the airship
  4. experimenting with infinite varieties of balloon plus ship
  5. failures all… until they finally were able to cast aside their mental model of flying ships
  6. like the airship, our current mental model of change is based on the assumptions of an organizational model rooted in the previous century
  7. one which assumed employees were like pawns on a chessboard to be moved around at will
  8. by a kindly (or not) father figure who always knows best
  9. armed with a bulk size pack of matches on hand just in case the pawns resisted
  10. people have evolved
  11. as has our understanding of what really drives behavior (hint… we’re nothing like Spock) Rational, System 2 based on satisfaction what does this do? how much does it cost (time, money, effort)? how does it compare? what are the features? are the tools available? are the applications easy to work with and efficient? is the information I need available?
  12. we’re profoundly social creatures who make decisions with emotion and rationalize them after the fact EMOTIONAL, System 1 based on trust how does this make me feel? how will it affect me? how will this affect my status? what are other people doing? does it provide meaning or pleasure? what if something goes wrong?
  13. it’s time for our approach to change to evolve as well
  14. We need a new mental model for understanding how change happens that reflects network dynamics and may stretch our imagination, like airplanes with propellers and wings must have done to the imaginations of people at the turn of the 20th century. ~Catalyzing Networks for Social Change
  15. community-centric user-centric
  16. catalyzing networks for social change
  17. culture eats strategy as photo by Panumas Pattanakajorn
  18. customer experience employeeexperience Purpose built applications enterprise architecture purpose & values
  19. purpose & values Christopher Vogler, The Hero’s Journey
  20. To create new forms of interaction between brands, people, technology, and culture, we need to understand a product’s and brand’s ability to open up a rich narrative space where people can enter as protagonists, not just consumers. We need to think about people as protagonists in a narrative that brand and product can help inspire and co-prototype, rather than treating people as consumers of brand and product meaning. ~Wojtek Szumowski
  21. Complicated redesigncustomer self-service (identifiable) COMPLEX howmight we cultivate a responsiveworkforce (unknown) simple redesignan email campaign (known)
  22. Complicated goodpractices COMPLEX emergingpractices simple best practices
  23. possibilities purpose & VALUES exploration, play, patterns network problems rigorous analysis top-down compliance participants, protagonistsusers experiments, STORIESplans adapted from Adaptive Strategy, Monitor Institute
  24. to achieve deep change, we must shift meaning in the organizational culture culture is made of stories & memes stories are founded on assumptions interventions in stories can shift assumptions – and contest dominant culture – to help achieve deep change story based strategy
  25. Doesn’t that sound neat, to implement a story, rather than implement a plan? I don’t know about you but I get tired of implementing plans. Plans always feel like they keep you in a box. A story is something else. It’s pulsing. It’s breathing. It’s alive! Madelyn Blair
  26. whatis our vision& theory of change ______________ cultureis made of stories & memes network change model story based strategy where willwe play? ______________ culture community managers connect & empower howwillwe succeed? ______________ heroes & architects cultivate networks ignite stories what capabilities ______________ community building content marketing storytelling selling technology as facilitator
  27. You can create volume. Or perfection. Not both. Contradiction is that the more you create, the more chance you have of approaching perfection. by nanda_uforians flickr the only way I can get anything written at all is to write really, really shitty first drafts – Anne Lamott
  28. the medium is the message
  29. the medium
  30. ideacouture.com
  31. medium = any extension of ourselves
  32. How you get to the customer is as important, if not more, than whatyou get to the customer. Existing mediums provide wrong context for innovative products. ~growthhacker
  33. war for talent will become the war of relationship marketing talent teams will work like sales teams talent professionals will be marketing leaders digital talent communities will emerge what recruiting will look like in 10 years
  34. spotme community wall
  35. Technology is culture; it is not something separate; it is no longer “I.T.”; we cannot choose to have it or not. It just is, like air… It is becoming the medium for a government’s relationship with their citizens. Dan Hill by laszlo-photo flickr
  36. [Obama won by] converting everyday people into engaged and empowered volunteers, donors, and advocates social networks, email advocacy, text messaging, and online video. Edelman Associates
  37. Consider this in a social business context: simply by introducing social tools that increase the clustering effect of existing social networks, behavioral change will become more likely. To the extent that the social tools amplify other emotions or perspectives… these factors can play together to have a very large impact on business operations. stowe boyd
  38. experiment with approach scaling impact, and creating a new network-centric ecology of social problem solving in the process. our medium
  39. the message
  40. message = change in inter-personal dynamics the innovation brings with it
  41. the message is shaped and shifted through narrative that acts like a clothesline on which stories collect
  42. P&G introduced Connect+Develop… the prevailing culture of “not invented here” was changed to “proudly found elsewhere”
  43. The future is already here, it’s just unevenly distributed. William Gibson
  44. 56 We’re doing unexpected wonderful things… jimmyharris flickr
  45. 57 the [team ] support folks have been the shining light…
  46. 58 …now let’s do them consistentlyby Brandon Christopher Warren flickr
  47. story based strategy
  48. why should I…
  49. random acts of enablement participation through content marketing wrapped around larger narrative
  50. Communication Bridge, Machteld Faas Xander understand attitudes & behaviors
  51. nothing I can do my customer CARE our customer heroes & architects CARE solve & connect break fix not my job
  52. define a participation framework community bulletin employee stories customer stories journey mapping co-creation network weaving missions presentations workshops checklists principles ideas site posts & comments gamestorming
  53. Content Marketing Strategy Checklist, Velocity Partners use an editorial calendar
  54. how to contests guess who’s missing from the fantastic 5? name dropping teasers surprising impact of language on perception of satisfaction & effort how we measure up against our competitors social support create content that resonates
  55. and drives behavior change to workshop to change to ideafrom story
  56. where can I…
  57. howto templates Resource Library learn act ADAPT thoughtleadership whyTO Insight customerinsight information chaos information hub conversation stories
  58. attract with inbound
  59. nurture with outbound
  60. customers
  61. from data dumps to stories emphasizing imagery and values
  62. using personas
  63. journeys
  64. and conversations Tell me a bit about your experience…
  65. customer stories employee stories as a springboard for storytelling
  66. motivating action
  67. time missions 1 2 3 from gamification to missions
  68. from distributing information to designing for behavior change
  69. engagement heroes & architects= impact on business participation stories ideas implemented close ties (network) trust values in action members exec members views reach impact on customers +
  70. 1 9 90 60 35 5 grow the network, grow the change
  71. by Jon Ashcroft the message is greater than the sum of its parts
  72. future experiments
  73. Where a fragile package would be stamped with ‘do not mishandle,’ an anti- fragile package would be stamped ‘please mishandle.’ Anti-fragile things get better with each (non-fatal) failure. Nassim Nicholas Taleb
  74. personify behaviors & attitudes
  75. personalize by persona example from salesbenchmarkindex.com
  76. apply “design over time thinking”
  77. storybasedstrategy.org The key to galvanizing your audience with a good story is to make listeners feel that they can be heroic. When good salespeople prospect and pitch, they must be alert to the stories running through their customers’ minds. What is their internal hero story? What do they wish to achieve through this sale? Whom do they wish to impress? What kind of person do they hope this sale will help them become? The Art of the Sale,, Philip Delves Broughton evolve our storytelling
  78. experiment with memes
  79. facilitate more events
  80. learn the art of insight selling
  81. hone community management
  82. Community centric change is a fundamental shift
  83. it’s about defining your narrative
  84. it’s about building community
  85. it’s about stimulating conversations
  86. it’s about weaving network ties
  87. it’s about inspiring heroes & architects
  88. and developing new capabilities
  89. 1. identify your cause 2. recruit a small tribe to help you get started 3. define your narrative 4. actively design and build the community 5. spread the word, grow the network 6. experiment, learn, adapt get started with community centric change
  90. A person having a nightmare can do many things in his dream – run, hide, fight, scream, jump off a cliff, etc. – but not change from any one of these behaviors to another would ever terminate that nightmare… The only way out of a dream involves a change from dreaming to waking. ~Paul Watzlawick et al., CHANGE
  91. insight selling content marketing story based strategy art of storytelling catalyze networks narrative
  92. @joyce_hostyn jhostyn@opentext.com joycehostyn.comblog keep in touch