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Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
Business Gets Social, BGS2012, Sofia
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Business Gets Social, BGS2012, Sofia

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  • 1. Social Business StrategyGary Kearney | Worldwide Sales Leader for CEE | IBMTwitter gary1_kearneyLinkedin gkearney@us.ibm.com© 2012 IBM Corporation
  • 2. IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawalwithout notice at IBM’s sole discretion.Information regarding potential future products is intended to outline our general product directionand it should not be relied on in making a purchasing decision.The information mentioned regarding potential future products is not a commitment, promise, orlegal obligation to deliver any material, code or functionality. Information about potential futureproducts may not be incorporated into any contract. The development, release, and timing of anyfuture features or functionality described for our products remains at our sole discretion. 2 | © 2012 IBM Corporation
  • 3. <iframe width="560" height="315" src="http://www.youtube.com/embed/29myI64ZKTo"frameborder="0" allowfullscreen></iframe> 3 | © 2012 IBM Corporation
  • 4. Social MediaAgenda Trends is Social Media? Social Media In Business Social Media In Government IBM: A Social Leader Managing Your Digital Career © 2011 IBM Corporation4 © 2009 IBM Corporation
  • 5. Technology is dramatically changing the way we live How I Buy How I Work Interacting with peers Collaborating from and engaging with the anywhere at any time. company. How I Create Tapping into a wide variety of insight and expertise. | © 2012 IBM Corporation
  • 6. People are empowered like never before Find and share Rise of social networking Bringing social tools information instantly and mobile devices into the enterprise• 155 million tweets sent • Social networking • 37% of US IT workers are via Twitter each day accounts for 22% of all using technology they• More than 7 billion pieces online time master first at home, of content shared each • Smartphone and tablet then bring to work week on Facebook shipments now outpace • 64% of GenY download PCs unauthorized applications at least once a week to get their job done Source: Facebook, 2011 Source: Nielsenwire, 6/1/2010, Morgan Stanley Source: Forrester: Forrsights Workforce Survey 2011 | © 2012 IBM Corporation
  • 7. Social MediaSocial Business is a BIG Opportunity The Social Business market will reach $100 billion 2013* by *According to IBM Experts Carol Galvin & Catherine Lord Social Business Opportunities Include Software Services HardwareSource: Social Commerce Today, Carol Galvin & Catherine Lord © 2011 IBM Corporation7 © 2009 IBM Corporation
  • 8. Businesses are changing how they communicate Do you notice anything missing in this sign? | © 2012 IBM Corporation
  • 9. Social MediaAgenda Trends is Social Media? Defining a Social Business Social Media In Government IBM: A Social Leader Managing Your Digital Career | © 2012 IBM Corporation © 2011 IBM Corporation9
  • 10. Traditional roles and processes across the business network areevolving, forever changing the way organizations operateEmployees Customers Partnersself-forming teams around leading the conversations becoming on-demandfast moving opportunities that define brands extensions of the enterprise As barriers between people disappear, organizations are learning to tap into collective intelligence, advocacy, and distributed talent to drive business results. | © 2012 IBM Corporation
  • 11. Social MediaComponents of a Social Business Networks of People That Create Business Value People Networks Interactions Business & Social Analytics People Profiles Blogs Tasks & Activities Mobility Employees Experts wikis Innovative Communities Ideation File Sharing Made Simple Partners Communities Intranet Internet Social Media Extranet Customers Groups/Teams CommunitiesSource: House, Sean Applications © 2011 IBM Corporation11 © 2009 IBM Corporation
  • 12. Social MediaDefining Social Business A social business embraces networks of people to create business value - IBM’s Definition Engaged Transparent Nimble Deeply Removing Speeding up connecting boundaries to business with people to be information, experts, information and involved in and assets, helping insight to anticipate productive, people to drive and address evolving efficient ways business results opportunities | © 2012 IBM CorporationSource: IBM Social Business © 2011 IBM Corporation12
  • 13. Social MediaA Social Business Delivers Powerful Results 1 2 3 Optimize the Drive Operational Deepen Customer Workforce Effectiveness Relationships Helps individual be their Quickly and cost Engage with most effective, while effectively brings to customers more enabling the right talent market new solutions deeply to anticipate to come together at the that better meet and meet their needs right time to solve customer needs by in ways that business problems removing barriers differentiate a between people business from the competition | © 2012 IBM CorporationSource: The Social Business © 2011 IBM Corporation13
  • 14. Common challenges for Social Businesstransformation Inertia Resistance • Old habits die hard • “Social = Facebook” = time wasted PeopleIn general • Why should I change? • Seen as incremental “Yet another tool to learn and handle!” • Reaching critical mass • Too busy to make the initial re-learning investment • “Knowledge is power” – just hint, don’t give away Leaders Communications Marketing/Sales • Fear of loss of control • Even busier • New communication patterns • Lack of maturity in social People media dynamics andSubsets • Fear of IP leakage • Higher technical threshold, • No longer in the driver’s seat greater learning effort manners • Only what can be measured, • From communicator to coach counts • Fear of criticism, bad • Monologue, not dialogue behaviour Steering Appraisal system Policy/Processes Technology Enablers •From infochannel to work tool • Short horizon, siloed •Social computing policy • Access (no PC, mobile) •Budget • Measurable is what matters •Lack of social aspects in • “Local is safe” policies •Governance • Investments and innovation • Lacking integration not recognized •Counter-social processes | © 2012 IBM Corporation
  • 15. Becoming a Social Business Delivers Significant Value Business outcomes Customer Care and Insight  Increased revenue through differentiated market/consumer insight and better targeted marketing on shorter cycles  Increased profit through ability to predict buying behavior  Lower direct marketing costs  Improved customer experience Product and Service Innovation  Faster time to market  Differentiation based on clear line of sight to users  Increased revenue from real-time insight and communication  Global leverage of scarce expertise, reuse of valuable knowledge across geos and organizational boundaries Workforce Optimization  Shorter cycle times and better decisions: Collaborative decision making, case management, exception handling  Rapid skill transfer/onboarding leading to better business results – e.g., sales, product quality, etc.  Higher productivity and retention from improved employee engagement | © 2012 IBM Corporation
  • 16. Social MediaAgenda Trends is Social Media? Defining a Social Business IBM: A Social Leader What happens when you become a Social business | © 2012 IBM Corporation © 2011 IBM Corporation16
  • 17. Social MediaIBM is a Leader in Social Business Quickr Connections LotusLive Notes SameTime International Data 35% of fortune Corporation named 100 companies were using IBM IBM the #1 Social Software platform in Social Software in the industry 2010 Gartner identified IBM as a Leader for Social Software in the workplaceSource: IBM Social Business Update, SeekOmega, Gartner © 2011 IBM Corporation17 © 2009 IBM Corporation
  • 18. Adoption Takes Time % Agree100% 90% 80% 70% 60% Better use of mobile device Reduced time in mail jail 50% Reduced time searching for people Reduced time searching for 40% information 30% 20% 10% 0%Within last week Witihn last month 1-3 mos ago 3-6 mos ago More than 6 mos■ It takes time to develop new habits, and to accumulate value■ The BlueIQ Ambassador program can help nurture adopters Source: 2Q11 BlueIQ Team Impact Survey 18 | © 2012 IBM Corporation
  • 19. Collaboration among IBMers Community More experts, more information, more Share knowledge Activities Communities Individual Share IBM Connections on the IBM Connections on the Wiki Files intranet metrics: intranet metrics: Blog 630,000+ Profiles 630,000+ Profiles Person Bookmarks 58,000+ Communities 58,000+ Communities Profile &Social Network 101,300+ Bloggers 101,300+ Bloggers Micro-blogging 1.21M+ Bookmarks 1.21M+ Bookmarks 203,300+ Activities 203,300+ Activities 6.95M+ file downloads 6.95M+ file downloads 25.95M+ Wiki page views 25.95M+ Wiki page views As at June 2011 As at June 2011 19 | © 2012 IBM Corporation
  • 20. Social Business solutions are built on a core set of capabilities thattransform how businesses engage with people and harness socialintelligence Reach people where Enable people to they live and work engage productively in a business context Connect through identities on consumer, b2b, and corporate Develop personal insights and social networks social intelligence Communicate on the associated Facilitate emergent processes channels Access people social graph Monitor and analyze Act on insights for social data to discover business advantage new business insights Integrate social capabilities into Analyze identities, social graphs, the enterprise in order to act communication channels, and on new opportunities, make social content better decisions, optimize processes in real time, and Identify opportunities, problems, govern and manage risk solutions, valuations, etc. | © 2012 IBM Corporation
  • 21. IBM Social Business CapabilitiesRich capabilities and open Web standards enable integration of social... everywhere Transform Envision Enable Adopt Optimize Social Networking Social Content Social Analytics Discover Owned social networks Engagement apps Analytics Engage Reach Channels Context and relevance Monitoring Social connectors Social content platform Optimization Process Management Information Management Governance and Lifecycle BPM Rules Information integration ILG&M Security Act Connectors ESB MDM Data warehousing Community gov. Mobile Open Standards | © 2012 IBM Corporation
  • 22. Vibrant and Expanding Ecosystem .NET Cognos PHP Connections WebsphereDeveloper ECM Notes &Communities Domino REST Services OpenSocial Activity Streams Business Card Widgets External External Services Data Social Content Analytics BPMIBM NetworkingCapabilities | © 2012 IBM Corporation
  • 23. Embracing Open Standards ■ A commitment to drive and leverage open web standards ─ Maximize choice, agility, and ease of integration ─ Drive enterprise innovation and leverage rapid innovation on the web ─ Minimize incremental cost of targeting additional desktop and mobile platforms ─ Leverage dominant skillsets based around web technologies ■ Enabling the next generation of socially-enabled solutions on customers existing investments and heterogeneous infrastructures ■ A runtime-agnostic approach allows you to use established runtime technologies: Java, Domino, etc.HTML5 ARIA Atom SAML 23 | © 2012 IBM Corporation
  • 24. Path for Integrating Social in our Platform■ Existing customer investment: ─ Platforms: IBM Websphere Portal, IBM Lotus Notes/Domino, IBM WebSphere Application Server, Web Stacks, PHP, Ruby, Microsoft .NET...■ Level 1: Integrate social services into existing web applications ─ Call REST services from your existing applications to add social capabilities within your business processes■ Level 2: Embed social capabilities in existing applications ─ Gadgets bring social capabilities to existing dashboards, without wholesale replace of the application ─ Embedded experience rendered inside containers■ Level 3: Extract Socially Relevant Information, analyzing. ─ Gathering application data (Likes button, ActivityStreams, StatusUpdate...) on any existing platform creates “Social data”enabling analytics.■ Level 4: Deploy Social application components across platforms ─ The container is the new center of gravity for the user ─ Host for third party applications – new outlet for promoting application content, access to the container social data (social graph...) ─ The applications become visible and consumable via an application market | © 2012 IBM Corporation
  • 25. IBM Collaboration QuickStart Image for SocialBusiness Pre-integrated software appliance IBM Social Business Toolkit APIs IBM Social Business Core Modules Social Unified Workflow and forms collaboration communications Lotus Domino IBM Connections IBM Sametime Includes a directory of sample users IBM Smartcloud Try it now, it is available! http://tinyurl.com/quickstartimage 25 | © 2012 IBM Corporation
  • 26. Social MediaAgenda Trends is Social Media? Defining a Social Business IBM: A Social Leader What happens when you become a Social business | © 2012 IBM Corporation © 2011 IBM Corporation26
  • 27. Efficiency and agility Shorter runwayFaster resolution of challenges Dont invent the wheel again ...and again ...and again © 2012 IBM Corporation
  • 28. Knowledge growth Grow the peak Extend the base © 2012 IBM Corporation
  • 29. Knowledge retention Less sensitive to team changesPeople may leave, but theirknowledge stays © 2012 IBM Corporation
  • 30. Employee recruitment, motivation and retention What are they looking for? Discover greener grass on your own side © 2012 IBM Corporation
  • 31. Inspiration and business development Innovation thrives where people andImprove the odds ideas meet ...and you dont bump into people in your mailbox © 2012 IBM Corporation
  • 32. Thank you! Q&A | © 2012 IBM Corporation

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