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How to Implement Enterprise Engagement

While over 80% of executives surveyed worldwide by a recent Deloitte study of CEOs agree that engagement is a top priority, less than 20% of organizations have a formal engagement strategy (no matter what they might call it.) The prime reason is no longer lack of research supporting the return on investment, but rather a general lack of know-how because the subject is brand new, is not taught in schools or business books, and is not covered by the media.

There is no mystery to Enterprise Engagement design and deployment. The process is no more a proprietary strategy than advertising, direct marketing, or accounting; it’s a matter of understanding the fundamentals and executing at the tactical level. Engagement can also be applied at the strategic level to align the entire organization, or to improve the ROI of traditional engagement strategies such as surveys, rewards & recognition, loyalty and incentive programs, etc.

The Enterprise Engagement: Foundation and Framework


Enterprise Engagement is about achieving goals by fostering the proactive involvement of each and every customer, distribution partner, employee, vendor, or community member whose actions can affect results.


Engagement is to the 21st Century what advertising was to the 20th Century and requires an understanding of how to integrate traditional engagement tools to achieve a clearer return on investment, including: leadership, coaching, assessment, recruitment, communications (in all forms), learning, innovation, rewards & recognition, ROI measurement and more.


Traditionally, brands were designed to communicate carefully defined values and promises to customers. Today brands are designed to build relationships with everyone – from customers and distribution partners to employees, vendors and even communities – so that everyone who touches the organization has a clear vision of what the brand stands for and what they should expect from it.


Engagement requires an understanding not just of customers or employees, but of the link between all organizational audiences, external and internal. Enterprise Engagement requires the ability to align strategies across organizational and tactical silos so all functions and constituencies mesh with an organization’s culture, people and goals.

The Drivers Of Engagement


    What the organization stands for


    Where do we want this relationship to go?


    A sense of community and camaraderie


    Do people have the resources and knowledge to do what is asked of them?

  • FUN

    A sense of humor and good-naturedness


    A sense of being valued and that someone human is overseeing the process


    A sense that what I’m doing has purpose and that my insight and input is valued


    Meaningful suggestions on how to improve.

The Building Blocks of an Engagement Strategy:

  1. LEADERSHIP/RECRUITMENT. A clear vision of what the organization stands for (known as an “enterprise” brand) that unites all audiences and helps identify employees who will thrive in the culture.

  2. ASSESSMENT. Identifying and regularly understanding the engagement levels of relevant audiences.

  3. COLLABORATION AND INNOVATION. Inviting participants to contribute ideas, case studies, best practices, how-to articles, or whatever content can enhance the program.

  4. RECOGNITION. Enable managers to recognize employees, and peers to recognize peers, for specified results, behaviors and actions.

  5. CAMPAIGN. A business plan (often with a theme) with goals, strategies, tactics and measures.

  6. COMMUNICATIONS. An Intranet site or engagement portal that is the focal point for the campaign; a launch kit and/or poster or handout; ongoing use of available organization media; meetings, emails, promotional products, etc. to distribute news, best practices, how-to content, highlight winners etc.

  7. TECHNOLOGY. Find various ways to automate and integrate assessment, communications, learning, collaboration, rewards, measurement, etc.

  8. LEARNING. Incorporating the program into ongoing training and distributing periodic tests.

  9. REWARDS. Use noncash rewards to distinguish from compensation; use low-cost “treats” to broaden participation and fewer high level rewards to draw attention to top performance.

  10. RETURN ON INVESTMENT. Try to assign a value to the results, behaviors, or actions being promoted; track results of ongoing engagement surveys and tests; look at website engagement metrics; track level of participation in recognition programs, surveys, etc.

The Tactics of Enterprise Engagement

Enterprise Engagement comprises a variety of inter-related disciplines that foster alignment with people across the organization – from customers and channel partners to salespeople and all other employees. Enterprise Engagement includes such topics as:

  • Channel partners
  • Customers / Consumers
  • Employees (non-sales)
  • Employees (sales)
  • Vendors
  • Communities
  • Branding
  • Collaboration & Innovation
  • Incentive Programs
  • Communications
    • Promotional Products
    • Meetings
    • Print
    • Social Networking
    • Trade Shows
    • Web
  • Leadership and Coaching
  • Loyalty Programs
  • Measurement
  • Recruitment
  • Rewards & Recognition
  • Communities
  • Surveys, Polls, Assessments
  • Corporate Culture
  • Technology
  • Training

Produced by the Enterprise Engagement Alliance at

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