Social Business Adoption: Why bother?

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Presentation by Mr Lim Swee Cheang, CEO/Director of Institute of Systems Science, NUS, at IBM InterConnect 2013 on 10 Oct 2013.

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  • Great review and report on some of the interesting angles of social business.
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Social Business Adoption: Why bother?

  1. 1. Social Business Adoption: Why bother? Mr Lim Swee Cheang, Director/CEO Institute of Systems Science, National University of Singapore © 2013 IBM Corporation
  2. 2. 2#IBMINTERCONNECT The Institute of Systems Science National University of Singapore Developing Leaders, Driving Innovation • Management & Professional Programmes • Senior Executive Programmes & eGov Leadership • Graduate Programmes • Research & Consulting • Executive Seminars /ISS.NUS @ISSNUS www.iss.nus.edu.sg
  3. 3. 3#IBMINTERCONNECT Pittsburgh 1995 …. Slide 3 How Bell Labs Creates Star Performers? 1993 Research Paper by Prof Robert E. Kelley, CMU GSIA
  4. 4. 4#IBMINTERCONNECT Harvard Business Review July 1993
  5. 5. 5#IBMINTERCONNECT IEEE Spectrum Journal 1999
  6. 6. 6#IBMINTERCONNECT Pittsburgh 1995 …. an ‘innocent’ lunch appointment … PhD from MIT Slide 6
  7. 7. 7#IBMINTERCONNECT MIT PhD Graduates in 1995 …. Key Measurement of Success Slide 7
  8. 8. 8#IBMINTERCONNECT To be employed by Bell Labs Slide 8 MIT PhD Graduates in 1995 …. Key Measurement of Success
  9. 9. 9#IBMINTERCONNECT How Bell Labs Creates Star Performers?
  10. 10. 10#IBMINTERCONNECT A Little about Bell Labs  Bell Laboratories (also known as Bell Labs and formerly known as AT&T Bell Laboratories and Bell Telephone Laboratories)  It is now the research and development subsidiary of the French-owned Alcatel-Lucent in Berkeley Heights, New Jersey, United States. Slide 10
  11. 11. 11#IBMINTERCONNECT The Productivity is 8:1 difference between a star & an average knowledge worker (computer scientist or engineer) Only 10 - 15% are stars Bell Labs Star Performers Slide 11
  12. 12. 12#IBMINTERCONNECT Slide 12 Why is there such a difference? Productivity is 8:1
  13. 13. 13#IBMINTERCONNECT Is it due to ‘better IQ’? But they were all topnotch graduates! Is it due to the ‘enormous will to win’? But they all worked 50 to 60 hours a week! The answer found by Prof Kelley: It is due to the ‘strategic ways’ the stars do their jobs. Slide 13
  14. 14. 14#IBMINTERCONNECT The 9 Work Strategies (in order of important) 1. Taking Initiative (Going Beyond the Job) 2. Networking (access to co-workers & share knowledge) Slide 14
  15. 15. 15#IBMINTERCONNECT The 9 Work Strategies (in order of important) 1. Taking Initiative (Going Beyond the Job) 2. Networking (access to co-workers & share knowledge) 3. Self-management 4. Teamwork Effectiveness 5. Leadership 6. Followership (helping the leader accomplish goals) 7. Perspective (taking on other view points) 8. Show & Tell (presenting ideas persuasively) 9. Organizational Savvy (promote cooperation, address conflicts) Slide 15
  16. 16. 16#IBMINTERCONNECT 1. Taking Initiative 2. Networking (thrive in social business environment) 3. Self-management (aided by social business environment) 4. Teamwork Effectiveness (thrive in social business environment) 5. Leadership (aided by social business environment) 6. Followership (thrive in social business environment) 7. Perspective (thrive in social business environment) 8. Show & Tell (thrive in social business environment) 9. Organizational Savvy Slide 16 The 9 Work Strategies (the 2013 Perspective)
  17. 17. 17#IBMINTERCONNECT In 2013 …. Social Business Supports 7 out of 9 Strategies to make our staff more productive Slide 17
  18. 18. AIIM 2011 survey on Social Business Systems 451 members replied on usage •18% actively used across enterprise •19% partially implemented but not enterprise wide usage •17% Beginning to form a strategy •24% ad hoc usage •15% no use •6% discourage to use http://www.aiim.org/pdfdocuments/IW-SocialBusiness-2011.pdf
  19. 19. 19#IBMINTERCONNECT Key Drivers for Social Business AIIM 2011 survey on Social Business Systems
  20. 20. 20#IBMINTERCONNECT Three Biggest Benefits of using Social Business AIIM 2011 survey on Social Business Systems
  21. 21. 21#IBMINTERCONNECT Three Biggest Issues of using Social Business AIIM 2011 survey on Social Business Systems
  22. 22. 22#IBMINTERCONNECT “The average Intel employee dumps one day a week trying to find people with the experience and expertise plus their relevant information to do their job. We have calculated some of the $$ impact due to lost productivity and opportunity. Let me say that it is motivating us to take action." Laurie Buczek, Enterprise Social Media Manager, Intel.
  23. 23. 23#IBMINTERCONNECT “By 2015, the 20% of enterprises employing social media beyond marketing will lead their industries in revenue growth.” Social Is Here - Where's the ROI?
  24. 24. 24#IBMINTERCONNECT from McKinsey Quarterly Survey Dec 2010 The rise of the networked enterprise: Web 2.0 finds its payday. 75% of companies claimed they were seeing quantifiable benefits (non-revenue). 50% more likely to experience simultaneous gains in market share and operating margins. For highly networked enterprises, they are
  25. 25. 25#IBMINTERCONNECT What are the biggest perceived benefits from integrating business with social? •Collaboration •Knowledge Sharing •Customer Satisfaction •Marketing/Sales •Staff Engagement AIIM 2011 survey on Social Business Systems
  26. 26. 26#IBMINTERCONNECT Social adoption begins with that first step …… to learn and understand by doing.
  27. 27. #IBMINTERCONNECT © 2013 IBM Corporation Thank You

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