Social BusinessEngaging Customers andPutting your Content into a Social ContextStuart McRaeExecutive Collaboration & Socia...
Agenda                                       Wordle the final presentation                                                ...
Technology is dramatically changing the way we live and work                                                           How...
And changing the way organisations operateEmployees                             Customers                        Partnerss...
Social Business is the application of social collaborationtools & culture to business roles, processes and outcomes   ●   ...
So what makes a Social Business tick?employees                       customers                   partnersSelf-forming team...
To become social, a business must...
What characterises a Social Business?                 A Social Business is one that embraces                           net...
Being a Social Business means changing the way you engage… its not just about using Social Media channels     Social Media...
What makes a Social Business?        Being a Social Business is about building trusted relationships                  that...
Social Business is driven by Four Disruptive Megatrends        Social                                   Social            ...
Social Business is driven by Four Disruptive Megatrends        Social                     Social                          ...
“Social” is all about Relationships between PeopleRelationships create TRUST13                                            ...
Social Businesses actively focus on maximising the value of their people14     … by helping them build   Trusted Relations...
What people do when they socialise ?                   Talk                            Share15               Create Value ...
Mobility + Social moves relationships...            fromProximity                to     Affinity16                        ...
If Knowledge is Power then Content is King, right?17                                              © 2012 IBM Corporation
The biggest challenge is providing access to more contentGutenbergs printing press helped a lot18                         ...
Throughout history, more & more content has been produced19                                              © 2012 IBM Corpor...
But we know how to organise content, right?20                                            © 2012 IBM Corporation
So we could always find the content we needed21                                              © 2012 IBM Corporation
Then along came computers                                                              Web                                ...
Now, everyone has a printing press23                                   © 2012 IBM Corporation
And it is not hard to find content any more24                                            © 2012 IBM Corporation
Now, it is hard to find the right content25                                          © 2012 IBM Corporation
A lot of todays productivity issues are symptoms of anoverwhelmed content-centric model                                   ...
So what if content isn’t the center of our knowledge universe?                                                    © 2012 I...
People are the primary source of KnowledgeThey create, update, interpret, reuse all your content                          ...
Because anyone can do a search …… and (hopefully) find something
But how credible is it?Who created it? What experience & skills do they have?
What have others said about it?How have they used it? Did they tag it? Have they improved it?
Updates, following & tagging let you use people to curate all that contentFind, filter and share the most valuable content...
Context makes a big difference                                 information                                   from others  ...
But to make it work, you need a culture of Knowledge SharingSharing              is more     important                    ...
Because today ...                The opposite of              NETworking                      is             NOT-working35...
Becoming a Social Business is a JourneyWhere are you starting from?   Your culture,  your strengths, your weaknesses,   yo...
Becoming a Social Business is a JourneyWhere are you going to?                                   What do you              ...
So First, You Need To Decide...                                  What problem                                  are you    ...
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                      satisfac...
Or Just Want To Do What You Do, Only Better?                          We are the best in class.                           ...
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 Over...
Addressing strategic business initiatives is key  • Sales from direct advertising                      • ‘Other’ contact a...
But turn them into measurable business goals so you can track success    1 Customer Service                              4...
Wherever you start...               Enterprise & Cultural                 Transformation                                  ...
There are always challenges                                          Vision              Enterprise & Cultural     Commitm...
Key Areas for Social TransformationMarket      Beyond the Customer            Social Sentiment and            Understandin...
Key Areas for Social Transformation                                                “Weve discovered something, we         ...
Being a Social Business isnt about just one initiativeMarket                                                   Social Medi...
To drive adoption and business value,      social enable business applications and toolsAccess to experts,colleagues and h...
The Internal Social Collaboration Platform... underpins employee adoption of social (inside & outside)... creates an agile...
How are you going to change your behaviour?                                              © 2012 IBM Corporation
If it did the same thing, you wouldnt need another tool                                                     © 2012 IBM Cor...
...Email                is an          information56   conveyor belt            © IBM Corporation 2012
Information Overload We need to change behaviour                   “You will need to know                   this sometime,...
The New Paradigm: Social Knowledge Sharing                          “You will need to know                          this s...
Effective Adoption Is KeyYou dont want to end up here         … so it is         essential users         are educated abou...
Its All About New Use Casesfor Smarter Ways to Collaborate around Content Web 2.0 provides a  “Smarter” way to work Comp...
All Organisations Have Silos61                             © 2012 IBM Corporation
Social Collaboration Empowers Employees to Work Across Them62                                                © 2012 IBM Co...
There are many tools (capabilities) you can applyIt is critical you educate your users on when & how to use them          ...
Identify Platform Requirements                        “Not the otherbased on Business & User Needs                        ...
Example: Business Needs – Use Cases – PlatformN                                    Higher Brande                          ...
Finding the People with the Expertise to Help                                       People Tags                           ...
Find the People you Need through the People you Know               ●                   Who do they Communicate with a lot?...
Reaching People & Building your Network                                          Contact Numbers,                         ...
Engage in (Public) Conversations not Private ones                                                     Lead,               ...
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 ...
Finding the Distilled Knowledge of the Experts                                       Communities                          ...
Search across all available content(including internal & external content that others found useful and tagged)            ...
InnovationNot just brainstorming ideas … but putting them into action                                                     ...
Making things happen with Activities76
Keeping Users Informed what is going on in their Network & Communities(without filling up their inboxes)
Aggregated Activity StreamsKeeping Users Informed what is going on in their Network & Communities(without filling up their...
Social Analytics: Drawing your attention to things you need to know     ●        Who should I know about?     ●        How...
Advanced Social Analytics: Who is Discussing What with WhoAcross email, instant messaging, social media, etc...           ...
Accessible where Users Work to Drive Adoption●   Browser            ●   Portal Pages●   Client Platforms   ●   RSS Aggrega...
Significantly Increased Use from Mobile Device accessAnytime, Anywhere, on Any Device                                   Ei...
Making SharePoint Social (and Exchange too)Profiles Recommendations Communities Activities   Bookmarks   Forums      Wikis...
Example: Surfacing SharePoint Libraries in Communities                                               Its not “Either … Or”...
Deliver Social Content to your Web Experience                                                © 2012 IBM Corporation
Customise the Web Experience to the Customer86                                             © 2012 IBM Corporation
Use Internal Social Collaboration to Manage External Social Media                                     … populate your web ...
DRAFT – need to update with                                                                                               ...
Example: Social CRM    Sale Force Automation   Social Selling                            Focus on People       Focus on Da...
Making CRM Social                    © 2011 IBM Corporation
Understanding your Market                                Social Media Command Center                                      ...
Its All About Delivering Social Business ValueThe Tools Must Address Social Business Use Cases      I NEED TO WORK SMARTER...
Social Collaboration is more than Social AppsAn integration layer on top of existing Collaboration, Content Repositories, ...
IBM Social Business Platform                    Market                    Customer                     Partner            ...
IBMs Social Business Software PlatformSupports the Use Cases you need to get Adoption        IBM Connections              ...
Customise following customerexamples to industries present
Example:Find and Use Most Trusted Tippers in your Business ProcessesOLD PROCESS: Direct Mail, eMail, Telephone, Advertisin...
Example:Validating Goals and Strategy across a Diverse & Distributed Organisation                                         ...
Example: Childrens Hospital, Boston Video access to a Community of Specialists for childcare in the Developing WorldMaster...
Adoption of Social Software Delivers Business Value                                         http://onforb.es/LaLDj5 De Ruw...
Resulting Business Benefits for Bayer MaterialScience           Ironically, people are talking again           They find e...
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 BU...
Social Collaboration Adoption                                Why does      Why do I                  my company      care?...
I want to...                           … help                                       others                   … make my    ...
Adoption is Driven by Users changing their Behaviour because ofcompelling Use Cases106                                    ...
But your Users arent Social Collaboration experts,they need help and guidance on the use cases107                         ...
Not Training, but Practical Advice on howSocial Tools make it Easier to do their job Well108                              ...
Give your Users the Gift of Success Stories:Best Practices for Working Better109                                          ...
Five Steps to Successful Adoption1. Users must TRUST the solution to INVEST in using itTell Users about theSTRATEGIC INTEN...
Five Steps to Successful Adoption2. Understand initial USE CASES   and explain WHY users should use themAlign user message...
Five Steps to Successful Adoption3. Provide LEADERSHIP through HIGH PROFILE usersEducate key Executives,Business Leaders a...
Five Steps to Successful Adoption4. Recruit a CHAMPIONS Community   and ENABLE & SUPPORT themTo encourage fasterVIRAL ADOP...
Five Steps to Successful Adoption5. Analyse, survey, assess, review and TAKE ACTIONDocument    SUCCESSESand market     the...
Oh, and ONE MORE THINGSocial Collaborationmust become theWAY USERS WORKnotsomething else they need to doAS WELL AS WORK   ...
Top 7 Reasons why Social Projects Fail1. No clarity about what business problem it is trying to solve  – So why should any...
Success in Focussed, Tactical Projects builds confidence for Strategic TransformationExternal                             ...
IBM Model for Strategy & TransformationBecoming a Social Business is an iterative, transformational journeyEmployee       ...
A Business Value Assessment can help identify prioritiesIdentify & address line of business issues                        ...
Adoption is key to achieving value                Example: IBM Connections Business Adoption Quick Start             Accel...
IBM is transforming itself into a Social Business                          IBM Internal Social Business StoryOrganize Key ...
IBM Connections in IBMProfilesIBM’s internal Profiles hold over 635,000 entries* & serves over 4 million searchesper month...
Create Social BusinessUsage Guidelines(Internal and/or External)              EXAMPLE   IBM’s Social Media Strategy “Use s...
Best Practice: A Formal Early Adopter Program      (rather than running a conventional pilot)  Example: IBM Technology Ad...
Example & Best Practice: IBM BlueIQ Project Office (5 year project)●    Make it easy for individuals, teams, and communiti...
Comprehensive Enablement Program        Lunch & Learn               BlueIQ Resource BlueIQ                                ...
BlueIQ Resource Center
BlueIQ Ambassador Program                            BlueIQ clinics – “The Doctor Is In”                             – are...
Success Story -- ExampleSales prospecting and customer-facinginteractions                                                 ...
Blogging Your Way Out of a Job... And Into a Career!Based on a presentation by Sacha Chua (IBM Gen-Y icon)  The differenc...
Best Practice: Enabling Employee Adoption          Strong EXECUTIVE statements to middle       management & employees emph...
Social Business inside IBM132
BlueIQ Lessons Learnt       Drive adoption bottom up         With enablement from a core team         Empower your advocat...
My Links  Evolution of the Social Business (BCW)      ●   http://www.businesscomputingworld.co.uk/evolution-of-the-social-...
Thank You.Stuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutionsibm.co/smcraestuart.m...
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Social Business: Engaging Customers and Putting your Content into a Social Context

  1. 1. Social BusinessEngaging Customers andPutting your Content into a Social ContextStuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutionsibm.co/smcraestuart.mcrae@uk.ibm.comwww.twitter.com/smcraewww.linkedin.com/in/stuartmcraewww.facebook.com/sjmcraewww.smcrae.com 2011© IBM Corporation
  2. 2. Agenda Wordle the final presentation and add to this pageEvolving Channels and the New ConsumerWhat is a Social Business?Social Business Use CasesMoving from Content to ContextFinding the Business Value of Being SocialExamples of Social Business in ActionHow IBM Became SocialGuidelines for Successful Adoption © 2012 IBM Corporation
  3. 3. 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.
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. To become social, a business must...
  8. 8. 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
  9. 9. 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
  10. 10. What makes a Social Business? Being a Social Business is about building trusted relationships that help you serve your customer better ● A Social Business embraces networks of people to create business value ● Connecting people (customers, partners, employees) into networks to drive innovation, crowd-source business solutions and better engage expertise ● Leveraging the networks created to speed up business, gain real-time insight and make quicker & better decisions, producing better business outcomesWhy Social Business matters...95% of standout Standout organizationsorganizations will focus are 57% more likelymore on “getting closer to to allow their people to Transparentthe customer” over the use social andnext 5 years. Nimble collaborative tools. Engaged– IBM CEO Study 2010 – IBM CHRO Study 2010 10 © 2012 IBM Corporation
  11. 11. Social Business is driven by Four Disruptive Megatrends Social Social Analytics Employees Customers Partners Mobile Cloud11 © 2012 IBM Corporation
  12. 12. Social Business is driven by Four Disruptive Megatrends Social Social Analytics acts on Context Location, Employees Relationships, Status, Customers Updates, Partners Presence, Mobile Recommendations, Comments, ... Cloud12 © 2012 IBM Corporation
  13. 13. “Social” is all about Relationships between PeopleRelationships create TRUST13 © 2012 IBM Corporation
  14. 14. Social Businesses actively focus on maximising the value of their people14 … by helping them build Trusted Relationships! © 2012 IBM Corporation
  15. 15. What people do when they socialise ? Talk Share15 Create Value © 2012 IBM Corporation
  16. 16. Mobility + Social moves relationships... fromProximity to Affinity16 © 2012 IBM Corporation
  17. 17. If Knowledge is Power then Content is King, right?17 © 2012 IBM Corporation
  18. 18. The biggest challenge is providing access to more contentGutenbergs printing press helped a lot18 © 2012 IBM Corporation
  19. 19. Throughout history, more & more content has been produced19 © 2012 IBM Corporation
  20. 20. But we know how to organise content, right?20 © 2012 IBM Corporation
  21. 21. So we could always find the content we needed21 © 2012 IBM Corporation
  22. 22. Then along came computers Web 2.0 eBusiness Web PC Main- frame Computer 1960s 1970s 1980s 1990s 2000s 2010s22 © 2012 IBM Corporation
  23. 23. Now, everyone has a printing press23 © 2012 IBM Corporation
  24. 24. And it is not hard to find content any more24 © 2012 IBM Corporation
  25. 25. Now, it is hard to find the right content25 © 2012 IBM Corporation
  26. 26. A lot of todays productivity issues are symptoms of anoverwhelmed content-centric model © 2012 IBM Corporation
  27. 27. So what if content isn’t the center of our knowledge universe? © 2012 IBM Corporation
  28. 28. People are the primary source of KnowledgeThey create, update, interpret, reuse all your content © 2012 IBM Corporation
  29. 29. Because anyone can do a search …… and (hopefully) find something
  30. 30. But how credible is it?Who created it? What experience & skills do they have?
  31. 31. What have others said about it?How have they used it? Did they tag it? Have they improved it?
  32. 32. Updates, following & tagging let you use people to curate all that contentFind, filter and share the most valuable content - with its context - for others © 2012 IBM Corporation
  33. 33. Context makes a big difference information from others is richer than what we can discover ourselves33 © 2012 IBM Corporation
  34. 34. But to make it work, you need a culture of Knowledge SharingSharing is more important than possessing34 © 2012 IBM Corporation
  35. 35. Because today ... The opposite of NETworking is NOT-working35 © 2012 IBM Corporation
  36. 36. Becoming a Social Business is a JourneyWhere are you starting from? Your culture, your strengths, your weaknesses, your issues, your needs
  37. 37. Becoming a Social Business is a JourneyWhere are you going to? What do you want to achieve? Together.
  38. 38. So First, You Need To Decide... What problem are you trying to solve?
  39. 39. A New Strategic Direction?Transform the way we operate
  40. 40. To Fix a Headache? Reduce cost of delivering services
  41. 41. Maybe You Have An Idea? This way we can increase user satisfaction
  42. 42. Or Just Want To Do What You Do, Only Better? We are the best in class. Lets stay there.
  43. 43. Because unless you know what you want to achieve...… you cant figure out what Success is
  44. 44. 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”
  45. 45. 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
  46. 46. 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
  47. 47. Wherever you start... Enterprise & Cultural Transformation Why do it if you dont Business Process want to Improvement CHANGE something Incremental Collaboration Enhancements
  48. 48. There are always challenges Vision Enterprise & Cultural Commitment Transformation Leadership Identification Business Process Sponsorship Improvement Funding Deployment Incremental Collaboration Business Case Enhancements Adoption
  49. 49. 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
  50. 50. 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
  51. 51. 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
  52. 52. To drive adoption and business value, social enable business applications and toolsAccess to experts,colleagues and helpwhile working in abusiness applicationEasy access to the rightexpertise and colleaguesinvolved in the businessprocess.Assistance through help forumsand supporting documents.Stay current with latestinformation via relevant updatesfrom your network.Initiate related collaborativetasks as required.Drive activities to achieve thedesired conclusion Mobilise your team Crowdsource the answers 52 © 2012 IBM Corporation
  53. 53. The Internal Social Collaboration Platform... underpins employee adoption of social (inside & outside)... creates an agile organisation to react to external events
  54. 54. How are you going to change your behaviour? © 2012 IBM Corporation
  55. 55. If it did the same thing, you wouldnt need another tool © 2012 IBM Corporation
  56. 56. ...Email is an information56 conveyor belt © IBM Corporation 2012
  57. 57. Information Overload We need to change behaviour “You will need to know this sometime, so I will send it to you now” “... and me” “... and me” “... and me” “... and us too” “... and us too” “... and us too” “... and us too” Email Model57 © 2012 IBM Corporation
  58. 58. The New Paradigm: Social Knowledge Sharing “You will need to know this sometime, so I will send it to you now” “We share what “We share what “Weknow!”what we share what “We know” “... and me” we share we know” we know” “... and me” “... and me” “... and us too” “... and us too” “... and us too” “... and us too” Email Model “I know I can discover what I need, when I need it” Social Media Model“It’s not information overload. It’s filter failure.” - Clay Shirky 58 © 2012 IBM Corporation
  59. 59. Effective Adoption Is KeyYou dont want to end up here … so it is essential users are educated about WHY they should use Social Collaboration as well as HOW to use it effectively59 © 2012 IBM Corporation
  60. 60. Its All About New Use Casesfor Smarter Ways to Collaborate around Content Web 2.0 provides a “Smarter” way to work Competitive Differentiation compared to the Document centric model IBM provides better ways to manage Activities via Social Collaboration Chris Rasmussen at US National Geospatial Intelligence Agency. © IBM Corporation 2012
  61. 61. All Organisations Have Silos61 © 2012 IBM Corporation
  62. 62. Social Collaboration Empowers Employees to Work Across Them62 © 2012 IBM Corporation
  63. 63. There are many tools (capabilities) you can applyIt is critical you educate your users on when & how to use them Ideas Teams ExpertsConnected Share Work Spread Smarter Knowledge © IBM Corporation 2012
  64. 64. Identify Platform Requirements “Not the otherbased on Business & User Needs way round!”Ne Business Needed Business Need Business Needs Business NeedBe Ah da ov Use case Use case Use case pI to Use case Use caseu ir o nT Capabilitye Capability Capabilitych Capability Capability Capabilityn Capability Capabilityol Capabilityogy Platform64 © 2012 IBM Corporation
  65. 65. Example: Business Needs – Use Cases – PlatformN Higher Brande Awarenesse Increase Customer More Productd Satisfaction Innovations Improve Employee Morale/RetentionBe Ah da Expert Knowledge ov Jams Communities Sharing pI to Expertise Crowdu Location Sourcing ir o nT Ideatione Communities Wikisch Profiles Activities Blogsn Tagging Mediaol File Sharingogy Social Collaboration Platform65 © 2012 IBM Corporation
  66. 66. Finding the People with the Expertise to Help People Tags identify subject matter experts and help people with Questions find people with the Answers Business Cards link from Content to the Experts on it © 2012 IBM Corporation
  67. 67. 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
  68. 68. Reaching People & Building your Network Contact Numbers, Presence & IM, Communities, Colleagues, Content, E-mail Tag, Connect or Follow colleagues © 2012 IBM Corporation
  69. 69. Engage in (Public) Conversations not Private ones Lead, Learn, Teach, Spread, Engage, Improve, Motivate, Influence, Advocate, Recognise, Understand, Create Value
  70. 70. Finding Content through the People you Know(or can Find) Places Bookmarks70
  71. 71. Finding Content in theContext of the People who can Help You to Use It71
  72. 72. 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
  73. 73. Finding the Distilled Knowledge of the Experts Communities let users with COMMON INTERESTS connect themselves across the enterprise - and puts CONTENT they share into the CONTEXT of the EXPERTS who can help you to use it AGGREGATE different People, Content Types, Discussions and Activities into one CONTEXT where users can easily find it © 2012 IBM Corporation
  74. 74. Search across all available content(including internal & external content that others found useful and tagged) Content Tags (Social Bookmarks) share ideas & content across organisational boundaries and connect you with people with similar interests or problems © 2012 IBM Corporation
  75. 75. InnovationNot just brainstorming ideas … but putting them into action ● Brainstorm ● Comment ● Vote ● Evaluate ● Graduate ● Action75
  76. 76. Making things happen with Activities76
  77. 77. Keeping Users Informed what is going on in their Network & Communities(without filling up their inboxes)
  78. 78. Aggregated Activity StreamsKeeping Users Informed what is going on in their Network & Communities(without filling up their inboxes)
  79. 79. Social Analytics: Drawing your attention to things you need to know ● Who should I know about? ● How can I reach them? ● Which content has been updated? ● What new content might interest me? … and, please, not by sending me email!79 © 2012 IBM Corporation
  80. 80. 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
  81. 81. Accessible where Users Work to Drive Adoption● Browser ● Portal Pages● Client Platforms ● RSS Aggregators● Document Editors ● Web Applications● Email Clients ● Business Apps● Browser Plugins ● Mobile Devices● ... ● ... © 2012 IBM Corporation
  82. 82. Significantly Increased Use from Mobile Device accessAnytime, Anywhere, on Any Device Either via a Mobile Browser or a Mobile App. from any Smartphone or Tablet platform82 © 2012 IBM Corporation
  83. 83. Making SharePoint Social (and Exchange too)Profiles Recommendations Communities Activities Bookmarks Forums Wikis Blogs Tag This! Social Micro- Analytics blogging Social File Media Sharing Gallery Mobile Access Ideation … and IBM FileNet or other ECM systems … or just get rid of File Shares! Corporation © 2012 IBM
  84. 84. Example: Surfacing SharePoint Libraries in Communities Its not “Either … Or”. Users move seamlessly backwards and forwards depending which tool works best for the Use Case Works with ECM too ● IBM FileNet ● IBM Content Manager ● IBM Lotus Quickr © 2012 IBM Corporation
  85. 85. Deliver Social Content to your Web Experience © 2012 IBM Corporation
  86. 86. Customise the Web Experience to the Customer86 © 2012 IBM Corporation
  87. 87. Use Internal Social Collaboration to Manage External Social Media … populate your web site with Moderated Content from INTERNAL COMMUNITIES ...while Customer Content is discussed safely behind the firewall87 © 2012 IBM Corporation
  88. 88. 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
  89. 89. Example: Social CRM Sale Force Automation Social Selling Focus on People Focus on Data © 2011 IBM Corporation
  90. 90. Making CRM Social © 2011 IBM Corporation
  91. 91. Understanding your Market Social Media Command Center Operational Data Business Applications BI Reports Dynamically & quickly commingle, remix & integrate customer data & information Sentiment Analysis Social Media Social Collaboration91 © 2012 IBM Corporation
  92. 92. 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
  93. 93. Social Collaboration is more than Social AppsAn integration layer on top of existing Collaboration, Content Repositories, etc. Mobile Browser Desktop Social Collaboration Layer (Social Intranet) Business Profiles Unified Apps Wikis Comms Blogs ERP, Presence, Media BPM, IM, Web Activities Audio, Apps, Search Video, Public Workflow, Team Ideation Meetings, Internet etc. Spaces Community ECM WCM Telephony E-Mail93 © 2012 IBM Corporation
  94. 94. IBM Social Business Platform Market Customer Partner EmployeeAccessPoints and more ... Web – Mobile – Desktop Services: presence, status, Services: tagging, liking, Services: recommendations, a/v chat, follow, connect, linking, sharing, following, real-time sentiment analysis, mail, meetings, communities, commenting, web editing, web analytics, smart filtering,Social collaborative editing, etc. collaborative authoring, etc. contextual search, etc.businesscapabilities Services: compliance, intranet integration, web experience integration, business process integrationDeliverymodels © 2012 IBM Corporation
  95. 95. 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...
  96. 96. Customise following customerexamples to industries present
  97. 97. 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
  98. 98. 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
  99. 99. 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
  100. 100. 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.
  101. 101. 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
  102. 102. Example: ROI in Action http://www.dachisgroup.com/2011/09/serendipity-happens-to-deliver-million/102
  103. 103. 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
  104. 104. Social Collaboration Adoption Why does Why do I my company care? care?104
  105. 105. 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
  106. 106. Adoption is Driven by Users changing their Behaviour because ofcompelling Use Cases106 © 2012 IBM Corporation
  107. 107. But your Users arent Social Collaboration experts,they need help and guidance on the use cases107 © 2012 IBM Corporation
  108. 108. Not Training, but Practical Advice on howSocial Tools make it Easier to do their job Well108 © 2012 IBM Corporation
  109. 109. Give your Users the Gift of Success Stories:Best Practices for Working Better109 © 2012 IBM Corporation
  110. 110. Five Steps to Successful Adoption1. Users must TRUST the solution to INVEST in using itTell Users about theSTRATEGIC INTENTand the expectedBUSINESS IMPACTLaunch with clear UsageGuidelines, broad Access andPopulated content © 2012 IBM Corporation
  111. 111. Five Steps to Successful Adoption2. Understand initial USE CASES and explain WHY users should use themAlign user messages with the keyBUSINESS CHALLENGESand the expected ROIArticulate how the solutionHELPS USERSin their work and makes their livesEASIER © 2012 IBM Corporation
  112. 112. Five Steps to Successful Adoption3. Provide LEADERSHIP through HIGH PROFILE usersEducate key Executives,Business Leaders andExperts, on the goals & get themENGAGEDOne to one education,reverse mentoring,enable their assistants,etc... © 2012 IBM Corporation
  113. 113. Five Steps to Successful Adoption4. Recruit a CHAMPIONS Community and ENABLE & SUPPORT themTo encourage fasterVIRAL ADOPTIONby prepolutating content,nurturing communities& recruiting new usersProvide a SUPPORT NETWORK& CONTENT to help train othersUse them to identify INHIBITORS& create SUCCESS STORIES © 2012 IBM Corporation
  114. 114. Five Steps to Successful Adoption5. Analyse, survey, assess, review and TAKE ACTIONDocument SUCCESSESand market themwidely and via many channelsFind the BARRIERS to adoption(Technical, Cultural, Management)and REMOVE THEMvia Executive Sponsors © 2012 IBM Corporation
  115. 115. Oh, and ONE MORE THINGSocial Collaborationmust become theWAY USERS WORKnotsomething else they need to doAS WELL AS WORK © 2012 IBM Corporation
  116. 116. 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?
  117. 117. Success in Focussed, Tactical Projects builds confidence for Strategic TransformationExternal T IM EInternal Tactical Strategic Aspirins Vitamins
  118. 118. IBM Model for Strategy & TransformationBecoming a Social Business is an iterative, transformational journeyEmployee Multi Channel Internal Jams & IdeationSocial Media Strategy CollaborationGuidelines Tools Enterprise Social Media Solution Evaluation Community Design Strategy Strategy and Governance Pilot/POC Social Media Analytics Roadmap Social Media Solutioning Solution Confirmation Business Case Strategy Analyse the Outputs Learn and Implementation Business Readiness Transform Optimise the Process Build Transform the Organisation Deploy Governance g Co-mentoring Optimise Business & Technical Requirements Ambassador Program Business Feedback Internal Processes Community Jumpstarts © 2012 IBM Corporation
  119. 119. A Business Value Assessment can help identify prioritiesIdentify & address line of business issues Social Business Thought Leadership AGENDA Business Value Assessment Solution Strategy Workshop Workshop Value Day in Business the Life Alignment Case/ROI Demo 1 What is my Social Business What could or How can we 5 strategy? 2 should we do with a social What does the social business financially justify our social Can you show how the solution fits (IT & business business experience look business into my perspectives) solution? like for us? solution? environment? 3 4 Value Customer Alinean Tooling: Alignment Experience ROI Spreadsheet Modeller Analyst 1. Identify needs via Interviews with Line of Business Executives & Thought Leaders 2. Create list of Potential Project for to identify best Value Propositions 3. Create a demo of “life afterwards” to validate with Line of Business stakeholders 4. Build Business Case for acquisition and business adoption activities 5. Obtain sign off and move on to architecting solution & adoption process © 2012 IBM Corporation
  120. 120. Adoption is key to achieving value Example: IBM Connections Business Adoption Quick Start Accelerate the impact of social collaboration on your organisation● Focused on helping your organization to quickly adopt IBM Connections● Define an adoption plan to help get users involved in Social Collaboration● Integrate Social Software into other systems to help users collaborate where they work Quickstart Activity 1. Foundation 2. Design 3. Build 4. Deploy 5. Launch 2 Weeks 2 Weeks 1 Weeks 4 Weeks ● Business adoption kick-off ● Interview potential user ● Deployment planning ● Support testing of ● Facilitate advocate training ● Perform Change group representatives workshop with selected production environment workshop Readiness Assessment ● Conduct a business lead adopter groups ● Finalise content for ● Support launch of solution ● Assess and secure prioritisation workshop ● Support creation of: advocate training to advocates and end users executive sponsorship with user group ● stakeholder plan workshop ● Provide business support candidates Facilitate Community during content population ● Identify candidate adopter ● policies/guidelines ● groups ● Identify specific use- ● communications Jumpstarts by the advocates (approx cases Launch Community Mgr two weeks duration) ● Schedule interviews and ● advocate and user ● workshops ● Finalise selection of lead Training ● Provide weekly mentoring/ education user adopter groups training to Community Mgrs ● Plan Community Mgr ● Identify Community Mgrs Training for early adopter groups Project Management Option to include Deployment Services © 2012 IBM Corporation
  121. 121. IBM is transforming itself into a Social Business IBM Internal Social Business StoryOrganize Key • 1997: Recommends that its employees get out onto the Internet – at a time when manyContent companies were seeking to restrict their employees’ Internet access • 2005: Makes a strategic decision to encourage IBMers to participate in the blogosphereBroadcast • 2007: Launches Connections, its own enterprise social networking platformInformation • 2008: Introduces social computing guidelines to encompass virtual worlds & sharing of rich media • 2009: Opens IBM Center for Social Software to help IBM’s global network of researchersFind collaborate with corporate residents, university students and facultyInformationFind Experts IBM Employee Social Media Usage • 75% IBMers use w3 (IBM intranet) every dayShare • 1m daily page views of internal wikisKnowledge • 17,000 individual blogs • 198,000 IBMers on Facebook • 25,000 tweetersAsk and • 300,000 LinkedIn (most in world)Answer • 15m downloads of employee-made podcastsQuestions • 380k sametime users • 400,000 employee profiles on IBM Connections, IBM’s social networking initiative that allows employees to share status updates, collaborate on wikis, blogs and activity, share files. IBM now advise their clients from a ‘having been there / having done it’ perspective121 © 2012 IBM Corporation
  122. 122. 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
  123. 123. 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
  124. 124. Best Practice: A Formal Early Adopter Program (rather than running a conventional pilot)  Example: IBM Technology Adoption Program A new model for managing technology to drive innovation  User feedback to improve the services before wide-spread adoption  Isn’t that a Pilot? No: Open Invitation vs. Closed Community (Inclusivity vs. Exclusivity) Why? Critical Mass, Contributors and Readers, Break down barriers (not build new ones) The way to work, not another way to work  What have we learnt? Benefits of improved communications outweigh privacy concerns  Access Control [only] where really needed  Everyone finds their own “killer app” – don’t pre-judge and constrain innovation Open, extensible, architecture encourages innovation around the services Evangelists not Education, Viral Adoption not Mandated Use, Users decide on Business Needs But with Monitoring & Compliance Kill failed projects & inappropriate use, encourage successful ones124 © 2012 IBM Corporation
  125. 125. 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
  126. 126. 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
  127. 127. BlueIQ Resource Center
  128. 128. 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.
  129. 129. Success Story -- ExampleSales prospecting and customer-facinginteractions Jeannette Browning, Tele-sales / Inside Brand Sales Specialist Adapted Lotus Connection Activities and Notes 8.0 as a new way to track to-dos, contacts, and communications for sales prospecting and client touches Hours spent with client prospects increased by 50% Number of client touches increased by 500-600% Helping other Tele-sales members learn and improve this process Helping other Tele-sales reduce phone-tag and voicemail in favor of email and online touches 129 © 2012 IBM Corporation
  130. 130. 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
  131. 131. Best Practice: Enabling Employee Adoption Strong EXECUTIVE statements to middle management & employees emphasising that this way of working is not just ALLOWED (some doubted it) but is APPROPRIATE and REQUIRED by providing a close linkage between their stated BUSINESS OBJECTIVES and how social adoption will help the organisation to MEET THEM131 © 2012 IBM Corporation
  132. 132. Social Business inside IBM132
  133. 133. 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
  134. 134. 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
  135. 135. Thank You.Stuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutionsibm.co/smcraestuart.mcrae@uk.ibm.comwww.twitter.com/smcraewww.linkedin.com/in/stuartmcraewww.facebook.com/sjmcraewww.smcrae.com 2011© IBM Corporation
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