What is "Social Business Strategy?"

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  • > From Social media awareness, but no formal presence> To Social media presence, but no engagement> To Social media engagement, but no strategic alignment with business objectives> To Social media strategy emerges and aligns with business objectives, however is external only and Marcom focused> To organizational awareness of benefits of internal social connectivity emerges > other internal functional areas embrace social engagement > i.e. HR embraces LinkedIn; product development test crowdsourcing; customer service embraces online forums and self-serve; supply chain operations ‘goes social’ with suppliers, etc.> As a result of cross-functional adoption, a social business strategy emerges
  • $100B revenueOperations in 170 countriesKey Business SegmentsSoftware GroupSystems & Technology GroupGlobal Business ServicesGlobal Technology Services
  • What is "Social Business Strategy?"

    1. 1. WHAT IS SOCIAL BUSINESSSSTRATEGY?
    2. 2. Low Digital Maturity Rating in Human / Technology Resources,Data, Content, Channel and Social Business Strategies
    3. 3. What is Social Business Strategy?“The intentional use of social media to drivemeaningful strategic business outcomes. Itrelates to “the ways social media tools andpractices are being adopted within organizationsto support internal employee collaboration andexternal customer engagement”Social Business by Design, by Dion Hinchcliffeand Peter Kim, published by Jossey-Bass, 2012
    4. 4. What is Social Business Strategy?“…the evolution to a Social Business as the deepintegration of social media and socialmethodologies into the organization to drivebusiness impact.”-- Charlene Li and Brian Solis, Altimeter,March 6, 2013Source: Success Factors of a Social Business by Charlene Li and Brian Solis March 6, 2013 on LinkedIn Today
    5. 5. The new production line
    6. 6. Agenda• Macro trends to consider• Social media becomes social business• How IBM became a social business• How other companies have done it• The foundational bits• Q&A
    7. 7. 1.5 billionNumber of social networking users globallySource: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012The world is social
    8. 8. 80Percentage of online users interact with socialnetworks regularlyThe world is socialSource: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
    9. 9. 70Percentage of companies that use social technologiesThe world is socialSource: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
    10. 10. 90Percentage of companies using social technologiesreport some business benefitThe world is socialSource: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
    11. 11. 28Number of hours knowledge workers spend writing emails,looking for information & collaborating internallyThe world is socialSource: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
    12. 12. Public attitudes are changingSource: 2012 Edelman Trust Barometer Executive Summary
    13. 13. Businesses are respondingSource: 2012 IBM CEO Study “Leading Through Connections”
    14. 14. Leaders need new skillsThe dynamics of social media amplify the need for qualities that have long been a staple of effectiveleadership, such as strategic creativity, authentic communication, and the ability to deal with a corporation’ssocial and political dynamics and to design an agile and responsive organization.Social media also adds new dimensions to these traits. For example, it requires the ability to create compelling,engaging multimedia content. Leaders need to excel at cocreation and collaboration—the currencies of thesocial-media world. Executives must understand the nature of different social-media tools and the unruly forcesthey can unleash.Equally important, there’s an organizational dimension: leaders must cultivate a new, technologically linkedsocial infrastructure that by design promotes constant interaction across physical and geographical boundaries,as well as self-organized discourse and exchange.Roland Deiser & Sylvia Newton, Six social-media skills every leader needs,McKinsey Quarterly, Feb. 2013
    15. 15. Social Media becomes Social BusinessSocial Media• Focus on customers/prospects• Focus on specific platforms:“What’s our strategy forFacebook/Twitter/Pinterest?• Limited / narrow project scope(contests, surveys, etc.)• Limited / narrow analytics• “Something marketing does”Social Business• Focus on customers, prospects,employees, partners• Focus on business goals:How can we improve thecustomer experience? How canwe break down silos andcollaborate more?• Cross-functional scope• Broad/deep analytics• “Something everyone does”
    16. 16. Social Media becomes Social BusinessPicture a company that doesn’t followthe flow of an organizational chart, butthrives as a network of communities:• What if your employees could spotgaps in their expertise and quicklyidentify the best colleagues orcandidates to fill them?• Or if your staff could instantly sharetheir knowledge across departments,across languages, across oceans?
    17. 17. Social Media becomes Social BusinessEngagingTransparentNimbleIt’s ENGAGING employees and customers in a two-way conversationIt’s creating TRANSPARENCY so information flows freely across the organizationIt’s being NIMBLE so business can adapt quickly to change
    18. 18. Social Business Strategy benefits
    19. 19. Survey says…Source: The Business of Social Business: IBM Institute for Business Value, 2012
    20. 20. Survey says…Source: The Business of Social Business: IBM Institute for Business Value, 2012
    21. 21. Survey says…Source: The Business of Social Business: IBM Institute for Business Value, 2012
    22. 22. Executive Support“I am very aggressive internally in IBM in moving into asocial enterprise. It flattens organizations. Itenhances their speed. […] And I envision a day evenwith all your employees where its more importantwhat you share, not just what you know ... Its not somuch what you say you know; I care about what theworld thinks you know, what clients think you know.[…] I believe this idea of being the social productionline of the future is how many, many companies willoperate, particularly in a global environment. “~ Ginni Rometty, President & CEO, IBMJessi Hempel, Ginni Rometty reveals the future of Watson, CNN Money, May 17
    23. 23. • 400k full-timeemployees• 100k partners• 100k contractors• Half the workforce hasless than 5 years ofservice• 62% of workforce inthe Servicesorganization• 50% of workforcework remotely• 71% outside USA• 15% from acquisitionsand outsourcing dealsYour challenge, should you choose toaccept it…Challenge: increase productivity, collaboration &innovation
    24. 24.  1980s: “Virtual Machine” 1996: w3 Intranet operated byCorp. Comms (17k/day 2000: One IBM Single PortalStrategy (500K/day) 2004: Role-enabled workplace(2M/day) 2005: Bottom-up bloggingguidelines 2008: Blogging guidelinesexpanded and formalized intosocial computing guidelines 2009: Collaboration platform,corporate risk assessment 2010: Social enterprise:internal/external 2011: Workplace of the Futureis Social Business, SocialBusiness Council 2012: Digital IBMer, VoicesFrom consumption to participation
    25. 25. Social tools for business in contextIBM Internal / Intranet External / InternetMy IBM.com… plus many many more…ActivitiesBlogsBookmarksFilesForumsWikisProfilesCommunities
    26. 26. Social business inside IBM starts with asocial intranetPronunciationRich profileinformationReportingchainNetworkActivityStreamTags Social links
    27. 27. Social business inside IBM starts with asocial intranetApplicationsSearchTo Do ListRecommendedContentActivity Streams
    28. 28. StrategicInvestmentat HQProgramStaffResourceInvestmentWebServicesProgramInnovationMgmt.SupportWorldWide AdSupportSponsors(LinkedIn /SponsorshipMarketing)Research &AnalyticsPartnership2DedicatedScrumTeamsInfrastructure & resources
    29. 29. IBM social behavior leads to great resultsInside IBM Outside IBMProfiles 636,000 users w/ profiles doing3.5 million profile searches / week8 million registered users4.5 million unique monthly visitorsCommunities 86,000 public and 83,000 privatecommunities with 715,000 members2,500 public communities45,000 membersBlogs 428K users with 74, 500 blogs244,000 entries1,100 blogs25,000 commentsFile Sharing 1.18 million files downloaded 44.8million timesWikis 99,500 wikis with 1.6 million pagesand 92.4 million page viewsBookmarks 64,600 users sharing 1.6 millionbookmarks and 4.8 million tagsForums 178,000 forums with 967,000 topicsgenerating 3.18 million posts from175K usersIBM developerWorks has over 1million users sharing in thousands offorumsInstant Messaging 12 million instant messages per day IBM collaborates with thousands ofpartners and customers through IMWeb Meetings 150,000 web meetings1 million participantsActivities 655,000 users working on 400,000activities with 7.49 million entries
    30. 30. The resultsSource: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)Challenge: increase productivity,collaboration & innovationProductivity Collaboration InnovationSearch satisfaction up50% with productivitysavings of $4.5M/yr84% share knowledge withothers$700K savings fromreduced travel84% access experts morequickly77% re-use assets 64.5% increase theirsense of belonging59.9% increase sales Reductions in voicemail87% increase skills Reductions in email servercosts74% increase theirproductivity64.5% improve personalreputation42.2% improve customersatisfaction
    31. 31. Customer experience: City of Dubuqe
    32. 32. Accelerate Innovation: Cemex
    33. 33. Workforce productivity: Berlitz
    34. 34. Build your base
    35. 35. Choose your tool(s)Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
    36. 36. Choose your starting point(s)Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
    37. 37. IBM Thought Leaders@sandy_carter @edbrill
    38. 38. Hey, thanks!• @DTurnerBlogs• @IBMSocialBiz• IBM.com/social-business

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