Jennifer Mitchell-Doe

Before joining The Hartford, Jennifer Mitchell-Doe started an award-winning, culture-evolving program at Analog Devices.

We found that people’s perception of getting help was around personal interactions with employees more so than how quickly they got answers.

She says they were looking for an easier way to handle complex, high-tech customer support more efficiently. And in 2013, they came up with a solution: a BtoB community called EngineerZone.

But why an online community? “After doing some customer research,” member Jennifer says, “what we found was that people’s perception of getting help was around personal interactions with employees more so than how quickly they got answers.”

Jennifer explains that when customers received automated emails in response to their questions, they believed it was not resolved quickly. But if they had a one-on-one interaction with someone from Analog Devices, even if it took longer, their perception of the whole experience was better.

The online community gave them the opportunity to show design engineers’ faces, share employee bios, and help customers feel a human-to-human connection when they needed help.

With EngineerZone, Analog Devices added a personal touch to customer support, but that’s not all.

Design engineers also started using the platform to pre-release products to private groups within the community. That helped them troubleshoot early issues and create a knowledge base before launching it.

After three years of convincing, earning buy-in, and doing roadshows across the company, Jennifer helped onboard over 20 lines of businesses within Analog Devices. “It was a huge cultural change for the company, but it was also a very long process,” she says.

The transparency that came with EngineerZone helped Analog Devices differentiate from most other suppliers. And in 2013, it won the Forrester Groundswell Award along with a Commendation of Excellence from The Society of New Communications Research.

Now she’s bringing that transformative spirit of social to The Hartford as their Director of Social Enablement.

“I look at social as a way to take existing business processes and do them better and more efficiently, so it’s transferable across industries,” she says.

“There’s the marketing and word of mouth side of it, but there’s also the operational side where you can look at things you’re trying to achieve and see if there’s an opportunity there to improve the process with social tools.”

Leading the Social Enablement Team, Jennifer’s team works as a kind of internal consultant to the business as well as running Enterprise level programs.

I look at social as a way to take existing business processes and do them better and more efficiently.

As opposed to creating content and handling day-to-day social responsibilities, her team manages enterprise-level capabilities. That means they’re responsible for things like The Hartford’s ratings and reviews program, social media measurement, tool recommendation, and governance and training.

Right now, Jennifer says, they’re coming out of a lot of pilot programs and internal experimentation. She says the results of these pilots will help dictate where they go in the future, which includes better defining social roles and building up a team.

Looking forward, she’s working to put into practice what they’ve learned from these pilot programs.

Much of their focus is around employee advocacy and social selling.

“We’re looking to give a better holistic offering for our employees to do social selling and to be advocates to the brand. Instead of just saying, ‘here’s a bunch of tools to work with,’ how do we give them more of a framework?”

Jennifer says, “There are always challenges with that, but I feel that the company has been pretty open to experimentation. It’s great that people recognize there are a lot of opportunities in the social space.”

Jennifer’s been a member of at both Analog Devices from 2009 to 2014, and The Hartford since 2014. Find her on Twitter and ask about her favorite tech from this year.


  1. Melinda Seifert |

    Research from Gartner found that community-driven customer support can “realize cost savings up to 50 percent,” and such environments strengthen consumer trust with the brand and drive customer acquisition, share of wallet, brand advocacy and innovation. Not only have we seen Communities increase a brands NPS but engaged consumers own 3x more products than non-community members.

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