Technology is dramatically changing the way we live and work How I Work How I Buy Collaborating from Interacting with peers anywhere at any time and engaging with with a number of companies I do devices. business with. How I Engage Tapping into a wide variety of insight and expertise.
And changing the way organisations operateEmployees Customers Partnersself-forming teams, seamlessly leading the conversations that becoming on-demand extensionsconnecting to address opportunities define brands of the enterprise
Social Business is the application of social collaborationtools & culture to business roles, processes and outcomes ● Share ideas, expertise, sense of purpose ● Deliver insights in near-real time, in context ● Connect to people in meaningful ways – instantly. ● Keep content up-to-date, accessible and secure
So what makes a Social Business tick?employees customers partnersSelf-forming teams Leading the conversations Becoming on-demandseamless connecting to that define brands extensions of the enterpriseaddress opportunities communication and transformation product design customer care and introduction collective talent and skill intelligence real time market segmentation development global sales advocate-based contests marketing
What characterises a Social Business? A Social Business is one that embraces networks of people to create business value Engaged TransparentA Social Business is: Nimble
Being a Social Business means changing the way you engage… its not just about using Social Media channels Social Media Social Business Nimble Engaged Transparent Broadcast Conversation Primarily Marketing and Organisational Transformation Communications driven & Business Process Improvement
Becoming a Social Business is a JourneyWhere are you starting from? Your culture, your strengths, your weaknesses, your issues, your needs
Becoming a Social Business is a JourneyWhere are you going to? What do you want to achieve? Together.
So First, You Need To Decide... What problem are you trying to solve?
A New Strategic Direction?Transform the way we operate
To Fix a Headache? Reduce cost of delivering services
Maybe You Have An Idea? This way we can increase user satisfaction
Or Just Want To Do What You Do, Only Better? We are the best in class. Lets stay there.
Because unless you know what you want to achieve...… you cant figure out what Success is
Where to start? No shortage of reasons to act, but which are important to you? “Reduce Email Overload “Increase “Organisational Employee Sales” Collab. Business Intranet Agility” Social Churn” Transformation C l Renewal ult ia Ch ur al Soc “Faster time t an ane “Improve to Market” ge r Int Product Quality” “Reduce Cost of b2 b Doing Business” b2 c Social ExceptionalBusiness Social Social CustomerProcess Business Media ExperiencesImprovement Awareness b2 e “Improve m “Address New Markets” ou r b2 So c Customer Loyalty” g y Se ial Brin vic e n tim De Brand e nt Consumerisation Own Social Monitoring CRM & Management “Increasingly “Reduce Mobile Workforce” Knowledge Management Risk”
Addressing strategic business initiatives is key • Sales from direct advertising • ‘Other’ contact avoidance • New business from referrals and/or optimisation • Improve internal productivity les • Increase sales/product Lo hold/customer retention • Reduce costs of service/product sa we via brand enhancement development, testing & marketing e rC as os re ts Inc Protect Reputation • PR management & share price protection • Pro-active issue resolution (& reduced associated costs) • Analyst/Competitor watch & react
But turn them into measurable business goals so you can track success 1 Customer Service 4 Marketing / PR ✔ Reduce number of traditional contacts ✔ Increase productivity ✔ Improve average handling time of ✔ Reduce costs vs. increased reachWhilst contacts & increase agent productivity the threats are primarily and impact ✔ Improve trackingrelated to reputational risk ✔ Increase customer satisfaction–theopportunities reach far beyond ✔ Reduce customer churn ✔ Enhance brand reputationMarketing/PR… 2 Product Development 5 Sales ✔ Increase success rates ✔ Increase sales (reduced product recalls) ✔ Extend customer base ✔ Lower development costs ✔ Improve product hold ✔ Reduce time to market ✔ Reduce cost of sales ✔ Better meet customer requirements 3 Risk / Compliance 6 Recruitment / HR ✔ Reduce cost of fraudulent activity ✔ Improve know-how transfer ✔ Increased customer trust /safety and lower training costs ✔ Forecast/ track trends:- mitigated risks ✔ Increase employee loyalty and retention and costs of fixing issues ✔ Improve recruitment reach and lower recruitment costs
Wherever you start... Enterprise & Cultural Transformation Why do it if you dont Business Process want to Improvement CHANGE something Incremental Collaboration Enhancements
There are always challenges Vision Enterprise & Cultural Commitment Transformation Leadership Identification Business Process Sponsorship Improvement Funding Deployment Incremental Collaboration Business Case Enhancements Adoption
Key Areas for Social TransformationMarket Beyond the Customer Social Sentiment and Understanding & influencing your Market Strategy & Business AdoptionCustomer Engaging your Customer Exceptional Web Experiences and the new Multi-Channel Challenge Beyond the EnterprisePartner Extending Collaboration to Partners, Suppliers and the ChannelEmployee Social Collaboration & Transformation Social Intranets Empower the Workforce to Improve Customer Service & Business Outcomes Increasing Transformational Complexity
Key Areas for Social Transformation “Weve discovered something, we need to pull together a team to reactMarket Beyond the Customer from across the organisation” Social Sentiment and Understanding & influencing your Market “We need to harness the whole organisation to address customer issues” A Cultural ContinuumCustomer Engaging your Customer Exceptional Web Experiences and the new Multi-Channel Challenge “We need to integrate our partners in every part of Beyond the Enterprise the organisation”Partner Extending Collaboration to Partners, Suppliers and the Channel “We need the whole organisation to be engaged, transparent & nimble”Employee Internal Social Collaboration & Transformation transformation Social Intranets Empower the Workforce underpins external to Improve Customer Service & Business Outcomes engagement Increasing Transformational Complexity
Being a Social Business isnt about just one initiativeMarket Social Media Social Sentiment Marketing Analysis Programs Customer Facing Task Specific Social Networking Accounts Social Media Web Based SiteCustomer Help Desk Customer Forums Employee Personal Social Channel Networking Partner Accounts PartnerPartner Portal Collaboration Social Social Enabled CRM BPM Employee Social CollaborationEmployee Informal (Ad Hoc) (Business Processes) Formal
Find the People you Need through the People you Know ● Who do they Communicate with a lot? ● Who is in the same Communities? ● Who is involved with the same Activities? ● Who Blogs about the same sort of thing? ● Who Tags their Files with the same topics? ● Who Bookmarks the same sites? Which people have similar interests Who works closely with them?67
Engage in (Public) Conversations not Private ones Lead, Learn, Teach, Spread, Engage, Improve, Motivate, Influence, Advocate, Recognise, Understand, Create Value
Finding Content through the People you Know(or can Find) Places Bookmarks70
Finding Content in theContext of the People who can Help You to Use It71
Social File Sharing: Adding Credibility & Discoverability to content What do others think of it? Who else understands it? Have they improved it? Recommendations, Downloads, Comments, Versions, Sharing, Folders, Authors Tags. Not just Share with, but also Share on, and Share within a Community72
Advanced Social Analytics: Who is Discussing What with WhoAcross email, instant messaging, social media, etc... Social Network Analysis of all social collaboration at IBM for keyword “microfinance” (July 2008) Social Network Analysis of all social collaboration at IBM for keyword “microfinance” (January 2009)80
DRAFT – need to update with Nordics PoV from CMO Study –In evolving a DIGITAL STRATEGY, enhancing slides & move with additional nearer frontCustomer Loyalty/Advocacy is the top priority Insurance Priorities for managing the shift toward digital technologies Enhance customer loyalty/advocacy 68% 67% Cross Industry Use integrated software suites to manage customers 64% 56% Results Analyze online/offline transaction analysis 61% 45% Design experiences for tablet/mobile apps 60% 57% Use social media as a key engagement channel 56% 56% Measure ROI of digital technologies 47% 47% Monitor the brand via social media 46% 51% Develop social interaction governance/policies 34% 37% Monetize social media 24% 29% Gain comprehensive visibility of supply chain 18% 24% IBM Institute for Business Value Source: Q12 What are your priorities for managing the shift toward emerging digital technologies? (Select top five.) n=15888
Its All About Delivering Social Business ValueThe Tools Must Address Social Business Use Cases I NEED TO WORK SMARTER I NEED MORE INSIGHT I NEED AN ADVANTAGE Profiles allows you to find Discover trends and research Speed time to market by the existing expertise you via Bookmarks applying the best resource and need execution via Activities Blogs help subject matter Best practices can be shared experts share industry insight Access the power of your using Activities templates professional network from Quickly create new content New hires contribute quickly applications you already use with Wikis as they learn from Virtual focus groups via Inform & enable employees Communities customer Communities via Videos in a Media Gallery Personal file sharing avoids Drive innovation with Ideation Get breaking news from the bad decisions based on old homepage information SMART WORK AGILITY INNOVATION INTEGRATION: between tools – with collaboration – into the desktop – with your infrastructure DELIVERING AN EXCEPTIONAL WORK EXPERIENCE that is more than the sum of the tools92
IBMs Social Business Software PlatformSupports the Use Cases you need to get Adoption IBM Connections WebSphere Portal Web Experience Social Intranet IBM Sametime Integration & Standards Support OpenSocial, ActivityStreams, CMIS, OAuth, Aria Windows Server, Linux, AIX, IBM i, System z Microsoft Windows, Linux, Apple Mac Apple iPhone, iPad, Android, BlackBerry, Windows Mobile Microsoft Office, Microsoft SharePoint, OpenOffice Lotus Notes, Microsoft Exchange, Active Directory IBM FileNet, WebSphere, Tivoli, Rational Oracle, SQL Server, SAP Salesforce.com, SugarCRM, Actiance Vantage etc., etc., etc., etc., etc., etc., etc., etc., etc., etc...
Customise following customerexamples to industries present
Example:Find and Use Most Trusted Tippers in your Business ProcessesOLD PROCESS: Direct Mail, eMail, Telephone, Advertising, PR, Events Marketing ProcessSOCIAL ENABLED PROCESS: Chilean Government Found China wine Found tippers Gained trust communities Sent wine sample Entered China market Joined conversations Engaged in contests … new ways of thinking drive exceptional results 97
Example:Validating Goals and Strategy across a Diverse & Distributed Organisation Professional Social Network Platform “bringing people together” virtually connect UN members across 132 countries Cultural Theme Culture Questions 1 2 3 4 5 C = Current D = Desired Boundaries Isolated functions Cross functional cooperation Teaming Individual competitive Team oriented Learning Slow adopting new skills Continuous Learning Culture Management Style Controlling Delegating Horizontal Comms Bureaucratic, formal channels Free communication up the org Open Comms Guarded Communication Open Communication Initiative Follow specific instructions Take initiative Risk Tolerance Punish mistakes Learn from mistakes Pace Slow, cautious pace Fast pace Rules / Process Keep to rules Ignore rules Hierarchy Many organizational layers Few organizational layers
Example: Childrens Hospital, Boston Video access to a Community of Specialists for childcare in the Developing WorldMasters site Run by IBM Videos HD / Avatars / Content Distributed Solution Runs from USB Drive Cloud Based Updates Learning powerful “Teaming Social Network Dr J. Burns, Childrens Skills”, different locations, Hospital Boston generating “hypothesis” http://www.youtube.com/watch?v=GW_5WSxzBFo
Adoption of Social Software Delivers Business Value http://onforb.es/LaLDj5 De Ruwe’s hasbeen able to get 66% of BayerMaterial Scienceemployees using the whole platform on a regular basis.
Resulting Business Benefits for Bayer MaterialScience Ironically, people are talking again They find experts faster and more efficiently Employees share a lot more information – “It’s Culture Changing” One place where knowledge and people can connect The Power of the crowd Executives are more accessible http://onforb.es/LaLDj5
Example: ROI in Action http://www.dachisgroup.com/2011/09/serendipity-happens-to-deliver-million/102
What makes a Social Project a success? It’s not measured as 100% involvement … … but by whether you address the BUSINESS NEEDM ajor contributors account for about (On average…your company may vary)15-20% of the total workforce To be considered a S uc c es s , you just need to get these people to be more pro duc tive … a nd to get everyo ne els e to us e what they are s ha ring
Social Collaboration Adoption Why does Why do I my company care? care?104
I want to... … help others … make my work easier … get home on time … do my job better … sell more … get promoted … be … be recognised appreciatedfor what I achieve … find a new role105
Top 7 Reasons why Social Projects Fail1. No clarity about what business problem it is trying to solve – So why should anyone invest time in it?2. Everyone in the pilot works in the same location/same team – So they already have well defined networks & communication channels3. Not enough employees included in pilot – So it cant be just the way users work but requires users to do everything twice to collaborate with everyone4. No clear commitment to turn the pilot into production if successful – So users will not invest time in generating content there5. Difficult to access the tools & no user training or support forums – So users stick with doing things the easy (and safe) way6. No integration into users existing workspace/applications (e.g. Single Sign On, Desktop Applications, Directory Sources) – So it is seen as hard to use or taking too much time - and users dont bother7. No clear success criteria – So how can it succeed?
Success in Focussed, Tactical Projects builds confidence for Strategic TransformationExternal T IM EInternal Tactical Strategic Aspirins Vitamins
IBM Connections in IBMProfilesIBM’s internal Profiles hold over 635,000 entries* & serves over 4 million searchesper month. It’s the hub of user requests & all applications authentication for IBM.CommunitiesIBM hosts over 85,177 online communities, each with shared resources anddiscussions. More than 38,422 are private [restricted] communities.BlogsIBM’s blogging platforms host 42,929 blogs, 303,296 entries with 106,736 usersand 84,439 tags.BookmarksIBM’s internal social bookmarking system has 1,370,336 total bookmarks with3,908,271 tags and with 76% of them publicly shared.ActivitiesIBM’s internal Activities service contains 25,9013 unique activities with 4,169,728entries and with 556,429 registered, distinct, members.FilesIBM’s internal social file sharing & storage service contains 581,081 files, shared1,501,706 times with 338,903 files added to folders [collections].WikisIBM’s internal Connections Wiki platform hosts 672,968 pages viewed 42,993,500times. * employees & contractors Data updated: March 1st, 2012
Create Social BusinessUsage Guidelines(Internal and/or External) EXAMPLE IBM’s Social Media Strategy “Use social media as a means to expose IBMs experts - and expertise – to the world, to learn, engage, influence and lead.” Adam Christensen, IBMMarketing can use Social Media as aMarketing Tool, but its killer applicationis when you use Social Media to allowyour customers to engage with youremployees http://www.ibm.com/blogs/zz/en/guidelines.html
Example & Best Practice: IBM BlueIQ Project Office (5 year project)● Make it easy for individuals, teams, and communities to get started with Social Collaboration Every employee is a part of BlueIQ– Identify high value use cases by role, task, business objective– Facilitate sharing of best practices– Provide one place to find everything you need: tools, technologies, templates, methods, enablement materials, help● Increase productivity– Enable client facing teams (and others) to find experts, information and answers quickly– Faster problem resolution● Improve effectiveness– Facilitate connections across teams & between teams with common interests– Help individuals & teams use social software to more effectively engage with clients● Demonstrate social software success– Increase social software skills & successful adoption across client Drive change top down, facing teams & grow the community of evangelists– Quantify IBM’s social collaboration ROI bottom up, sideways …– Capture success stories encourage experimentation
Comprehensive Enablement Program Lunch & Learn BlueIQ Resource BlueIQ Programs Wiki Ambassadors Regular webcasts BlueIQ Resource Wiki Community to help drive Face-to-Face Jumpstarts adoption Delivered by the experts at Learning modules, Reverse Mentoring by using the tools to do their Webinars, Podcasts, Get them to enable or BlueIQ Ambassadors jobs Presentations mentor your team Train the trainer Solutions Guide to get you Consider becoming an Ambassador enablement started ambassador (by joining the Community) Manager training Success stories to inspire and convince Use the enablement materials Share success stories (User Scenarios)126
BlueIQ Ambassador Program BlueIQ clinics – “The Doctor Is In” – are designed to help individuals with whatever they need to use IBM social software. BlueIQ clinics can be run to help individuals in-person and/or on the phone. BlueIQ lunch & learn sessions are designed to teach individuals, teams and communities how to use IBM social software tools. BlueIQ lunch and learn sessions can be run in- person and/or as an e-meeting. BlueIQ jumpstart engagements are pro-active "consulting" engagements with IBM software sales and technical sales teams to help them do what they do better using IBM social software. The engagement team identifies use cases, recommends tools and enablement materials, and captures success stories for use by other teams.
Blogging Your Way Out of a Job... And Into a Career!Based on a presentation by Sacha Chua (IBM Gen-Y icon) The difference between a job and a career is… … the difference between an acquaintance and a friend … the difference between an interest and a passion … the difference between like and need … the difference between an indulgence and an addiction To transfer a job into a career you need to Develop your passion Improve your skills Grow your network Social Software helps with all three Communicate, Collaborate, Share Learn, Comment, Answer, Interact, Engage Build a Reputation, build Trust, build a Network If it was easy, everyone would be doing it (and we’d all be distinguished engineers)130
BlueIQ Lessons Learnt Drive adoption bottom up With enablement from a core team Empower your advocates to spread the story … with use case centric materials … with success stories Remove Barriers to adoption top down Technology barriers Management barriers Process barriers133
My Links Evolution of the Social Business (BCW) ● http://www.businesscomputingworld.co.uk/evolution-of-the-social-business/ Blog post on Social Business 2012 trends ● http://smcrae.posterous.com/social-business-in-2012IBM Links The Business View of Social Business ● http://www.ibm.com/socialbusiness Video Case Studies around Social Business ● http://www.ibm.com/software/collaboration/videos The IBM Social Business Platform & Products ● http://www.ibm.com/social Becoming a Social Business Community on the IBM web site ● http://ibm.co/adoptsocial IBMs Own Social Business Transformation Story (by IDC) ● http://ibm.co/NxpP52 IBMs Social Computing Guidelines ● http://www.ibm.com/blogs/zz/en/guidelines.html134