Bluewolf #GoingSocial

By Bluewolf

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At Bluewolf, we see three shifts in the business landscape. The enterprise has to produce more with less, the workforce is changing, and the buyer has changed. We believe that in order to adapt to those changes, companies need to focus on being social, collaborative, and customer-obsessed. Our #GoingSocial program is our response.

We have hundreds of subject matter experts in our organization with a lot of knowledge. As a professional services firm, our people are our assets. They have all this knowledge, but it's relatively locked up. We aimed to unlock their knowledge - internally, so that all our consultants had access to this knowledge and, externally, so that we could turn our subject matter experts into thought leaders. By building thought leadership, we raise Bluewolf's total brand as an expert, educational resource.

We first took a look at the state of collaboration at Bluewolf. We sent out a company-wide survey looking at how social networks are used at Bluewolf, how many people have accounts, how often do our employees contribute, what would encourage them to contribute more and build their thought leadership or online brand via the social web.

This data informed our #GoingSocial initiative, which can be broken down into three main aspects.

1.) #GoingSocial Portal

The #GoingSocial portal is our resource center or one stop shop for getting our employees started in building their personal brands. We wanted to encourage our people to build their own thought leadership and share Bluewolf content and content from their coworkers.

The content is tailored towards our employees, what kind of content they should share, what groups they should be a part of, which industry leaders they should follow.

People consume content differently and have little time to spare. So we offered bite-size or digestible content through a variety of interactive mediums - videos, SlideRocket presentations, a traditional pdf, and in person trainings.

We always start off with the WIIFM (What's in it for me). This is an example of what we deliver with our clients and how to achieve change management.

2.) Pack Profiles

We put all our people front and center on our website with online profiles. We built social profiles focused around knowledge.

The profiles include social icons linking out to individual social networks, the employee's three most recent tweets, a bio with their expertise, interests, and recent musings (anything they've published be it a white paper, blog post, or case study). These profiles are great for showing prospects and customers their team members, but also to give a human, friendly exterior to Bluewolf.

This is the Facebook-era so we brought the management of Pack Profiles into Salesforce so that every individual as the ability to change and update their profile whenever they would like to.

3.) Gamification

We had buy-in this program. But, there always stragglers. And people need constant motivation in something like what we wanted to accomplish. We partnered with Bunchball to implement Spark Sales in order to incentivize ongoing participation in our program. We put game mechanics around such collaborative behaviors such as:

-Engaging and starting conversations on Chatter
-Completing their Pack Profiles
-Sharing content to their Twittersphere, Facebook, or LinkedIn community - all from within Salesforce
-Driving members of their social networking communities and others to our website through shared blog posts, case studies, and white papers
-Publishing a blog post on our site:
-Earning a specified threshold of unique visitors to their published blog
-Earning a 50+ level Klout score
-Adding content to our internal knowledge management system
-Presenting ideas on Knowledge Management Calls
-Joining a Twitter employee-based content sharing app

A few months into the program, we launched an internal Rewards Store - a sort of internal social economy - where employees can trade in their hard earned points for a range of high value or culture specific rewards.

The Results

We gave our employees a megaphone and turned them into Bluewolf brand ambassadors. We grew our inbound marketing and increased our blogging community 8-fold. Significantly, we increased internal collaboration by 57% quarter over quarter.

Though the value of internal collaboration varies for every organization, there are common advantages:

Improved quality, more innovation, more knowledge sharing
Ideas beget ideas, which in turn build value in cycles of innovation
Knowledge capture and access to a larger pool of that knowledge
Solving business problems faster
Brand Value

Our Results

We increased internal collaboration by 57% in Q1 2012 compared to Q4 2011.
We significantly increased our corporate Klout score demonstrating engagement with our brand.
We increased traffic to our website from social media platforms by 45% (January-April 2012).
We increased traffic to our website blog from social media platforms by 80% (January-April 2012).
We saw an 8-fold increase in Bluewolf bloggers.

January 2012 to present

Bluewolf #GoingSocial