Your SlideShare is downloading. ×
Catching the Wave: Trends and Strategies for Social - Sandy Carter
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Catching the Wave: Trends and Strategies for Social - Sandy Carter

1,794
views

Published on

Catching the Wave: Trends and Strategies for Social - Sandy Carter (IBM), Keynote Speaker @Social Business Forum

Catching the Wave: Trends and Strategies for Social - Sandy Carter (IBM), Keynote Speaker @Social Business Forum

Published in: Business

0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,794
On Slideshare
0
From Embeds
0
Number of Embeds
17
Actions
Shares
0
Downloads
37
Comments
0
Likes
4
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. © 2013 IBM CorporationCatching the Wave:Trends & Strategies for Social & MobileSandy CarterVice President, Social Business EvangelismIBM Corporation
  • 2. © 2013 IBM Corporation2What is a Social Business?Engaging, Transparent, and Nimble1. Business and Web 2.0: An interactive feature, McKinsey Quarterly, 2013; 2. Harvard Business Review Analytics Services; 3. Conspire, Mobile Millennials Want ConsumerTech at Work, and They Want It Now, March 2013, https://ibm.biz/BdxeFL; 4. IBM® 2012 Social Business StudyROI is REAL!McKinsey Highlights! 1↑↑↑↑ marketing effectiveness 20%↑↑↑↑ sales revenue 15%↑↑↑↑ customer sat 20%Social by the Numbers79% using 245% take lower pay 373% CEOs #1 CustomerEngagement 4
  • 3. © 2013 IBM CorporationConsider this new world:• A police department reduces the incidence of rape – by moving payphones inside of convenience stores• A Mexican cement maker launches its first global product in recordtime – not by building a new factory, but by building a social network.• A U.S. Presidential campaign doesn’t rely on opinion polling – andyet predicts the final vote in a key swing state within 0.2 percent.
  • 4. © 2013 IBM CorporationThe New World Sees Convergence!AnalyticsBig DataSocialBusinessBusinessProcess
  • 5. © 2013 IBM CorporationValue will be created not for “market segments”or demographics, but for individuals4Results require leadership15The power of social sharing information:Expertise and Trust3Innovation is becoming part of CorporateCulture: Predictive Capabilities & IdeationSocial Networks are the new production line25 Ways Convergence Matters to Your Company
  • 6. © 2013 IBM Corporation5 The power of social sharing information:Expertise and TrustFrom Memorizing to Finding Trusted Sources
  • 7. © 2013 IBM Corporation5 Trust = reactions; not followersCourtesy of DeepMile Corporation
  • 8. © 2013 IBM Corporation5 Social Network Analysis visualizes basedon interactionsidentifying experts and relationships
  • 9. © 2013 IBM CorporationFavorite the expert5 Discovering Expertise: The ROI of an AnswerHome pageHome pageProfileProfileMessagingwork:mobile:message:(212) 555-2633(212) 555-4860(212) 555-7512w.smith@air.comemail:
  • 10. © 2013 IBM Corporation4 Value will be created not for “marketsegments” or demographics, but for individuals
  • 11. © 2013 IBM Corporation4 Targeting individuals through analyticsdramatically increases customer satisfactionPersonalizedbased on analyticsCustomer able to accessservice expertsCustomer satisfactionincreased from#5 to #1**Forrester Public Bank Rankings
  • 12. © 2013 IBM Corporation4To Ensure Individual Needs are met, Big Dataenables you to Optimize and Engage on anIndividual Basis
  • 13. © 2013 IBM Corporation4 Analytics Helps You Understand & Anticipate;Giving You the Conviction to ActSocial Hanger
  • 14. © 2013 IBM Corporation3 Innovation is becoming part of CorporateCulture: Predictive Capabilities & Ideation
  • 15. © 2013 IBM Corporation3 Ideation: Using the power of the crowd
  • 16. © 2013 IBM Corporation3 Innovation is now part of CorporateCultureNetworks aligned to Innovation InitiativesNew globalbrand in one-third of the time
  • 17. © 2013 IBM CorporationSocial networks are the new productionline2RecruitingMarketingProductDevelopmentNewOldCustomerService• Push marketing• Market Segmentation• Brand advocates• Segments of one• Invest R&D• Ideas from inside• Crowdsource• Predictive markets• Paper resume• Executive search• Social reputation & influence• LinkedIn• Call center• Online self-service• Twitter & other social channels• Customer communitiesProduction Line Means Embed in Process
  • 18. © 2013 IBM Corporation2 Embed social into core work process todrive efficiency and increase engagement228K employees Leverage Social:Inclusive on Business Value
  • 19. © 2013 IBM Corporation2 Engage with Mobile and GamingComprehensiveAnalysisSentimentEvolvingTopicsAffinityAnalyticsSeton HallSource: http://www.shu.edu/offices/loader.cfm?csModule=security/getfile&pageid=15675325% increase in tuition deposits 13% Increase in enrollment
  • 20. © 2013 IBM CorporationResults require leadership11. Transparent2. Non believer in silos3. Authentic4. Likeable5. Collaborative6. Comfortable with fast decision making7. Explorer of new tools8. Active in internal & external networking9. Actively looks for new ideas from employees and clients10. Passionate about engagement & dialogue Servant LeaderTop 10 Attributes of a Social Leader
  • 21. © 2013 IBM CorporationCulture AssessmentCultural Theme Culture QuestionsC = Current D = Desired1 2 3 4 5Boundaries Isolated functions Cross functional cooperationTeaming Individual competitive Team orientedLearning Slow adopting new skills Continuous Learning CultureManagement Style Controlling DelegatingVertical Comms Bureaucratic, formal channels Free communication up the orgOpen Comms Guarded Communication Open CommunicationInitiative Follow specific instructions Take initiativeRisk Tolerance Punish mistakes Learn from mistakesPace Slow, cautious pace Fast paceRules / Process Keep to rules Ignore rulesHierarchy Many organizational layers Few organizational layers1 A leader drives Culture
  • 22. © 2013 IBM CorporationLeaders set Strategy with a SocialBusiness Agenda1
  • 23. © 2013 IBM CorporationEnable the convergence of social with analytics and commerce
  • 24. © 2013 IBM CorporationOur unparalleled experience provides resources onhow to achieve successLearn fromCXO StudiesDefine BusinessValueEstablishStrategyAccelerateAdoption
  • 25. © 2013 IBM CorporationFollow me @ sandy_carterhttp://twitter.com/sandy_carterSubscribe to my bloghttp://socialbusinesssandy.comAvailable NowISBN-10: 0132618311ISBN-13: 9780132618311

×