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“No matter what your organization’s goals for    internal social…the chief selection criteriashould be the ease with which...
Top recorded benefits (Newsgator survey)83% - Increased speed of access to knowledge55% - Increased speed of access to exp...
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Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
Social Business: Plan your journey
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Social Business: Plan your journey

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Overview of Social Business that will be of interest whether you're new to social (or just curious), or working with an organisation that's already started to implement social:
- What is social business and why should I care?
- Who’s winning and why?
- Planning a social business program
- Overcoming exec scepticism
- Building the business case for social
- User adoption

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  • 3 players – losing streakIt’s an unfair game, we are organ donors for the rich. We’ve got to think differently. Forced to reinvent the game – tiny budget. Don’t need to buy players, need to buy wins.Finding value in players that noone else sees – People are overlooked for no sure reasons. There’s a champion team out there that’s affordable.We need to adapt or die. Moneyball‘s Peter Brand called the “epidemic failure to understand what is going on” plaguing the business, marketing and advertising worlds – when it comes to understanding that social media and social business are not just extensions of traditional “digital” strategies.
  • 'anyone can participate' - tap into broadest possibly community. Trying to get work done by making things easier to find and easier to share. Not about idle chit chat. Open, adds value. Virtual connections through social channels drive generating real, measurable results People say 'we just want to collaborate', reinventing the wheel, looking for expertise & info, cost too much to keep people informed, trained and aligned.Where are we? Moving from experimentation to Success with Social Business.People say 'we just want to collaborate', reinventing the wheel, looking for expertise & info, cost too much to keep people informed, trained and aligned.One ecosystem: our customers, partners, supply chain - remove barriers. In a social business, anyone can participate. It’s about getting work done by making things easier to find and share.
  • One ecosystem: our customers, partners, supply chain - remove barriers. By connecting them See it's not just around the edges.Social CRM has emerged to help org engage with a wider range of customers & prospects, the merge of database records centric CRM systems. Social CRM is found whenever a customer has a relationship or interaction with a business that is publicly visible with other customers. Opens up the old model – a deeper more engaging community based relationship: part crowdsourcing, part online community, part customer self-serviceSAP pioneered this with its Community Network. Now productized and has opened a new front line to customers.Gartner estimates that SCRM $1B industry by the end of 2012, will be a common strategy. Winning brands are tearing down the walls bw company and customersReally unleashes a tide of opportunities – where the org plays a leadership role, use of social media means creation of vibrant commutnitiesMc Kinsey survey Nov 2011: the number of fully networked (ie. both inside and outside) the organizations is small.
  • key findings of our fifth annual survey on these tools and technologies, in which we asked more than 4,200 global executives how organizations deploy them and the benefits they confer.1Seventy-two percent of the respondents report that their companies are deploying at least one technologyThe highest use appears in High tech, telco, legal and professional services industries with 82% are using at least one toolGet more on this surveyGartner 6 years into Magic Quadrant for Social.The online survey included 4,261 respondents across sectors, geographies, company sizes, tenures, and functional specialties. As with surveys in past years (when we referred to social technologies as “Web 2.0”) the survey covers the adoption and usage of technologies, their benefits, and corporate performance. This year, we also asked about how organizations are using social technologies and the types and magnitude of the organizational and process changes that could result. A customer service rep is on the phone with a customer and needs ideas to solve a new problem that doesn’t have a solution in the knowledge base yet. Within minutes of posting to a group, several people chime in with suggestions.A sales rep is looking for an inroad at a large company. After posting on the internal network, he discovers that one of his colleagues is an old friend of one of the company’s top executives.
  • Only Japan, at 27.5 percent, has a lower level of business adoption of enterprise social media, with Australia coming in at 41.6percent according to recent data from KPMG.By comparison, China comes in at 87 percent and the United States at 71.5 percentCan be v nuanced as ‘use of social’ may simply be a Twitter accountKPMG's survey of 1850 managers and 2016 employees from 10 countries explored social media use and approaches by organisations. Respondents were from organisations with more tthan 50 employees; were employed full-time, part-time or casually; and were working at organisations that provided employees with access to internet-enabled devices.The consumer Web runs rings around what the enterprise space is doing in social business, has almost completely defined the space, and will likely continue to do so, though that's starting to change with what IBM, Jive, and a few others are now doing.
  • On a bigger stage, For some IT organizations, the outcome will be dire: CFOs are already beginning to push for infrastructure to be moved out to the cloud, app stores are disintermediating the acquisition of IT solutions, and externally delivered mobile apps and SaaS will soon become the primary form of business software. Big Aha Moment last year - need to integrate systems of record with systems of engagementAverage budget inc. (average $5M total spend: tools, people, processes)Mobile (just as Facebook) - need to plan for Mobile firstMicroapps - appearing in activity stream so can get work done without leaving (open social icon)Community MgmtSocial Business Community of ExcellenceNearly ‘Plug & Play’ Environment For Entrepreneurs – Marketplaces / Web Services / Distributed Work / Innovative Productivity Tools / Low ‘Start Up’ Cost•Beautiful / Relevant / Personalized / Curated Content for ConsumersAbout the researchKPMG's survey of 1850 managers and 2016 employees from 10 countries explored social media use and approaches by organisations. Respondents were from organisations with more than 50 employees; were employed full-time, part-time or casually; and were working at organisations that provided employees with access to internet-enabled devices.  Managers were classified as individuals with a managerial position over others at an organisation, while employees had no direct managerial responsibility. Of the managers, 13 percent were chief executive officers/business owners, 19 percent were senior executives and 67 percent were managers.  Responses from our survey of Australian managers reveal low adoption rates: Only 42 percent report their organisation has embraced social media Fifty percent reported no use yet One in 10 did not even know if their organisation was engaging in social media or not. Results showed: Australian businesses are significantly lagging other countries in their uptake of social media for business purposes. With adoption rates as high as 87 percent for China, 71.5 percent for the US and 70.2 percent for India, Australia is second last at 41.6 percent with Japan demonstrating the lowest rate of 27.5 percent. Enterprise social investments remain strong in the recovering economy. According to Forrester’sForrsights Software Survey, Q4 2011, 49% of organizations will have invested in enterprise socialsoftware by the end of 2012. The business drivers include better access to information and expertiseas well as a desire to drive collective action.1While organizations often initially deploy enterprise social solutions as standalone systems, thevision for most includes enterprise social tools that are deeply integrated with adjacent collaboration,content, portal, and productivity applications in the environment. Increasingly, these strategiesinclude a social layer to “social-enable” enterprise business applications.2Integration of systems of record with systems of engagementAverage budget inc. (average $5M total spend: tools, people, processes)Mobile (just as Facebook) - need to plan for Mobile firstMicroapps - appearing in activity stream so can get work done without leaving (open social icon)Community MgmtSocial Business Community of Excellenc
  • To provide Telstra customers and others with a central place to ask customer service questions about Telstra consumer products, services or related topics. These questions can then be managed by both Telstra employees and/or other community members. . Its overall goal is to make finding solutions to commonly asked questions easier.Delivering better customer experience, whilst driving down services costs, whilst also creating rich, expert content from the community and from trained agentsHe says Telstra already performs 10,000 queries a week through existing chat functionsTelstra is performing just under 30 per cent of customer interactions online through its existing digital channels, which include its website and “crowd support” message board compared to less than 10 per cent a year ago. Telstra is ahead of its target to achieve 35 per cent of customer transactions online by this time next year.In August, 2011, they announced they had moved to 24 x 7 x365 days a year social media-based customer support via Twitter and Facebook. Since then,their followers have exploded from 11,000 to over 37,000. Telstra has already recouped half of a $200 million investment into improving its digital customer service, and believes it can extract more savings in the year ahead. SAP Pioneer here. Established community in 2003, now 8 years later, 2.5M registered users, 250,000 contributors. Started as support for business partners, now scalable for all customers. All about solving customer problems, and has driven growth & retention.
  • 2009: The Commonwealth Bank has launched a new program designed specifically to support women in business, called Women in Focus. “This new program will offer a range of new and innovative services designed to provide women with the up-to-date knowledge, relationships and support they need to identify and achieve their goals.“Participating in Women in Focus will enable women to grow professionally and personally by developing new business and personal insights, building meaningful relationships and creating valuable networks.“We are committed to supporting women in business and assisting them to continually build their contribution to the Australian economy.”Ms Hackett said a key feature of Women in Focus is a tailored business coaching program targeted towards business owners or partners, and women in corporate senior executive or management roles.“Women in Focus will assist these women to take their business or career to the next level, providing tools to enhance their performance and create a productive, motivated workforce, positioning themselves for best possible future growth.“Our four levels of service will include introductory sessions, seminar series, workshops and one-on-one business coaching,” she saidCommonwealth Bank’s Women in Focus team is dedicated to inspiring, informing and connecting women across Australia - whatever they do, wherever they Bank.  Through the online community womeninfocus.com.au, events and partnerships, Women in Focus provide a way for women to share inspirational stories, celebrate achievements, promote their business and connect with like-minded women. Sharing tools, resources and expertise of Commonwealth Bank and its partners, Women in Focus also aim to provide women with resources they can utilise to learn and grow on their personal journey to success.Women in Focus ConferenceThe annual Women in Focus conference will be held in Noosa from 22 - 25 August 2012.The conference provides women across different industry backgrounds from both the ‘for profit’ and ‘Not for Profit’ sectors, the opportunity to come together to share experiences, hear from insightful speakers, and to form meaningful business connections.. By exploring the stories and experience of real women facing and managing real business challenges, and by providing a forum in which women can engage, share, promote and transact, we hope to facilitate a growth in knowledge, partnerships and confidence, that can help take each business to the next level. Women in Focus currently connects with business women through an online business community (womeninfocus.com.au), face to face events and workshops, and its sponsorship of the Telstra Business Women’s Awards and Business Chicks.Canon Australia eventually designed a multi-channel social media strategy that was based on a central hub community of enthusiast customers, dubbed the “World of EOS.” Connected to Facebook, YouTube, and Twitter, as well as being a destination in its own right, thestrategy netted over 75,000 members with over 100,000 photos uploaded. Canon created engaging events and content such as competitions, live exhibitions, custom designed Facebook applications, tips and tricks posts, and more. Unit sales grew by 23% in 2011 over the previous year and brand awareness in the general Australian population grew from 26% to 31%.
  • eBay has experienced phenomenal growth. Grappling with the challenges of rapidly expanding internal operations, eBay saw a pressing need for better, more effective collaboration and communication tools for their international users. eBay wanted to better connect their 8,000+ collaboration sites and 50 portals so users could share and benefit from commonalities, experience, and expertise – with the overall goal of increasing employee productivity, engagement, and retentionSolutionTo increase collaboration and productivity within the organization, eBay decided to create “The Hub,” an online social learning and collaboration system that would facilitate simpler access to subject matter experts, provide faster search capabilities and a more interactive work environment. While eBay’s existing collaboration platform, SharePoint 2010, provided some basic capabilities, eBay recognized it could not provide the level of social interaction needed to achieve the goal of The Hub.Looked at use cases across learning, finance, marketing and how capabilities would fit. Adoption included roadshows, videos, embedded champions, showing how it worked in real scenarios. To make The Hub truly social, eBay turned to NewsGator Social Sites 2010 to leverage and socially-enhance the existing SharePoint 2010 platform. For eBay, the advanced capabilities of Social Sites delivered in two areas fundamental to the success of The Hub: enabling better internal productivity and more widespread employee and knowledge retention across the organization.Already, eBay is seeing rapid user adoption of “The Hub.” With Social Sites 2010 they were able to quickly and effectively institute a broad menu of social capabilities running directly inside SharePoint that are driving real, positive business results.The Australian legal sector is undergoing a period of significant change and Minter Ellison’sCIO, Peter Westerveld, wanted to make communication and collaboration better and moreseamless in his company. The challenge: A far-flung workforce with 2,500 total staff, 290partners and over 1,000 lawyers working in Australia, China, New Zealand and the UnitedKingdom. The firm selected a new unified communication service from Cisco, known asQuad, which combines video, audio, virtual meetings, as well as an enterprise social network,which has been rolled out to all employees8. Users can employ the best communicationmethod for a given situation.The desired outcome: Reduced e-mail volume in a very intensive e-mail workplace and betterknowledge retention in a knowledge heavy environment.
  • PwC 6,500 Australian usersGlobally 130,000We'll develop apps you can download and use and we'll recompense you for work related costs. The plan includes creating internal social media platforms on which clients can interact with lawyers online – and then be billed for it.Minter Ellison, one of the largest full-service law firms in the Asia Pacific region, has selected Cisco technology to improve business video-based collaboration and knowledge sharing across its more than 290 partners and 1,000 legal staff in Australia, Hong Kong, the People's Republic of China, New Zealand and the United Kingdom."A key focus for us is to ensure that all our people – regardless of which office they are located in – are seamlessly integrated and working as ‘One Firm' to deliver a superior client experience.  Minter Ellison is demonstrating the strategic role of the network in delivering highly responsive client service, easy access to information, increased productivity and reduced costs connecting legal teams and their clients anywhere, anytime, regardless of geography.From Jul 2011
  • Social media strategy - necessary or not? Some say no - it's part of a business strategy – shouldn’t be a plug in – should be deeply ingrained. But if noone owns, champions, educates etc. then it just won't happenRecent Forbes survey of 80 execs across 60 organisations: less than 1% fall into what we consider the Strategic Social Business stage.  This 1% has mastered cultural change.Why not?A powerful new piece by Paul Gillin observes that IT doesn't even make an appearance when organizations are asked about who has primary responsibility for social business. Instead, marketing is listed first.
  • necessarily “big agency digital experience” or “big brand digital experience,” ave a cross-functional team - communicators can't build an AD, can show value/business case, but can't do the work. Finding a balance bw legal. IT etc. Do you start internally or externally?Does it matter?Really depends on what you're trying to achieve….want to fulfill customer need then take in house.
  • Zurich Australia relies on a partner network of brokers and financial advisors to bring its general and life insurance products to individuals and businesses in the country.“One of the things we’ve noted is that whenever we had an [in-house] underwriter speak to an [external] advisor, we had a noticeable uptake of sales,” chief information officer Scott Watters said.When the social business platform is established, Zurich will invite platinum advisors to sign up to receive “privileged services” that will allow them to reach Zurich staff and resources online.
  • Find out what’s already happening within your organisation. Rogue Yammer sites that pockets of the company already love (and possibly IT hates)? Unofficial tweets, or LinkedIn/Facebook posts, which unofficially represent your brand? What’s going on already, who’s doing it, and why? Are you at the ‘pirate’ stage (as social media author Chris Brogan calls it #1 most influential in social media power in Forbes magazine) where employees have already started, or the ‘genesis’ stage (as social media specialist Olivier Blanchard calls it), where you are just taking the first steps. Extend your research to a competitive assessment. What are your competitors doing and why? People don’t do it to spite IT – they do it because they have an unmet need
  • Time to look across your operations end to end, and find opportunities where social media can support the pursuit of your business goals. You’ll need to look through three different lenses: Binoculars – use them to look across the enterprise, for challenges that are common to all functions, such as the ability to tap into expertise, support special interest groups or orient new starters efficiently. Then take to the Microscope for a detailed view into individual functions. It’s tempting to gravitate towards the obvious places – like digital marketing, but the social approach can enhance so many – if not all – corners of the organisation. Look to where other organisations are finding credible wins: such as staff engagement, customer support and product development. Finally, bring out those X-ray vision goggles, to look for opportunities that span organisational boundaries, where the social approach can breakdown silos across particular teams or specific business processes. For example, for internal social initiatives, look for how social functionality can support task completion via reminders in the activity stream. Connecting to the flow of work is critical to ensure that social technologies are not left on the sidelines. Context is king. Telescope - Now look out to customers and partners. How easy is it for them to engage with you, and feel supported? Which group or process should start with?What are the key business processes or functions which are causing pain from an information management perspective? (Examples: too much time searching for the right document or person, cumbersome processes for sign off, broken workflow, too many obstacles hindering collaboration).1.   If you had successwhich one would provide the greatest ‘buzz’, if it was dramatically improved ? (look for makes money, saves money, satisfies customer faster or better)2. Why is it important for them to move to a social style? What are the problems?Eg. customer service: How long does it take them to get answers to question? How is marketing getting brand ambassador? How inefficient is collaborating with partners? How many quality ideas are being found and progressed?3. How would you do that thing using changes in behaviour and social technologies? In a perfect world (where the communication and collaboration challenges no longer existed), what would ‘a day in the life’ look like for people involved in some of the key processes?(you need to understand the capabilities – many people know only Facebook and Twitter very discretionary)Eg. the sales person What if you could ask 3000 people who have an affinity for this in the community (not 3 people they know), could get faster answer, community vettedd.       This opens up the possibilities    Don’t organise around capabilities/tools ‘What do we use blogs for…wikis for….’Organise around problems and processes
  • Once you’ve identified the opportunities, rank them in terms of business urgency, impact, cost and risk. Find the synergies and the dependencies, and prioritise accordingly. Around now you’ll need to ask the tough questions for your social business program: 1.Will you be better served by a centralised model (where a central social business team lead the strategy, content, tools and tactics) or a decentralised model (where individual groups are given latitude to find their own way, perhaps with a ‘centre of excellence in social media’ who can provide supporting capabilities to keep things on track)? 2.What parts of the program (if any) should you outsource3.how to build the business case4.determine budget, and who will do the work? 5. Is a pilot for one business unit a good way to start, or will restricted participation constrain your success? 6. Who’s already winning in social business and what parallels can you draw from their success to your business?
  • Lay the foundationYou’ll now need to mobilise more broadly than your task force. Establish the right roles within the org structure, including the all-important Community Manager. Ensure they embrace their new responsibility for success with social, with the right KPIs in place. You’ll need base artefacts: a support plan, communications plan, security and identity plan – the usual suspects. Avoid word like policy and rules. Have those who participate help write them. Ensure they enable the use rather than inhibit. Write for us not you, not them. Provide training to all staff on the tools, and the right way to use them, find your champions, create guidelines for use (collaboratively), and devise incentives to get things moving (gamification anyone?). Think structuring and enabling.4. Who is responsible for traditional publishing in the enterprise now that social media and collaboration tools are omnipresent, and what should the role of the communications be? Previously they were responsible for gathering and publishing the messages that the enterprise leaders felt should be communicated.With social media, such as blogs and wikis,or bulletin boards — although there was some discussion around the terminology here — the traditional communicator becomes curator rather than creator: Monitoring and controlling the content rather than being the person who creates it.It takes an average of three to six months to plan, build and launch a solution for enterprise-wide business use. However,projects vary by scope and complexityThe key here is to integrate in a way that is fluid with the way people use Social Business platforms to get their work done.  The content must stay in the systems that control access and compliance. The data must stay in the systems of record, but still be presented in a way that provides meaningful context. It sounds like an impossible task, but the solutions are in front of us. Techniques that literally enable user driven and "no click" integration. Things like Jive Apps Market which allow a user to pull another solution inside of Jive--not just UI, but also actions and the ability to contextually pull data that resides in other systems into social activities.  Tools like Jive Anywhere that ride along in the browser, can recognize other applications like Salesforce, SAP, or Oracle and pull in context from a social business platform, but can also recognize data from those systems that a user may want to discuss on a social platform. These types of approaches allow IT to still be in control and protect the business, but allow a user to immediately get work done and fluidly adapt to a changing application ecosystem within their enterprise. It's really exciting.
  • Plethora of tools – each with their different sweet spots and nuances. Less expensive solutions like HootSuite can be effective while more expensive solutions from Salesforce.com’sRadian 6 are far more powerful.
  • Activity streams to become hubs of activity, featuring corporate/mandatory news, process-specific, individual Move social tools into the flow of workConnect social tools with systems of record (sharing, discussions, ‘likes’)the fact is that much of the work we do today are in systems that are not connected to our social tools. This causes a myriad of problems in adoption and day-to-day use including manually copying data into our social environments, fragmented pictures of business processes that are otherwise narrated in social tools, yet the core context is separately stored in other systems entirely.1. The requirement to connect social software with systems of record, productivity applications, and the local intranet, etc. This puts social tools where the most important enterprise data is today, and;2. The need to move social tools into the flow of work. The isolation of social business platforms from the key operational activities of the organization is increasingly understood as a root cause of slower adoption and lower relevance.Because social media will ultimately assume the focus of worker attention, the activity streams in our social tools become a primary home for social integration. Activity streams are a natural center of news, conversation, collaboration, discovery, and knowledge. I now see good evidence that activity streams are becoming the hub of daily work; a consistent and centralized view of all communication and interaction.Social apps - Wrap our existing business applications in a social envelope that allows them to live in and interact with us and our activity streams. This puts our fragmented systems of record into its full social context.Social embedding - Going to where the work is, social embedding allows us to put sharing, social notifications, and threaded conversations inside existing systems of record. Embedding is a technology that has long been proven on the Web and is similar to what the Facebook Like button has achieved, near ubiquity through simplicity. Many social tools use this technique today, but it must be internalized as an enterprise capability.Therefore, social apps -- and associated app stores to provide them -- can enable line of business applications to contextually appear inside our activity streams, while embedding technologies are allowing us to project connected social experiences directly within our intranets, Web apps, other horizontal tools like ECM and DMS, and line of business applications like CRM, ERP, and so on.
  • Mr.Beckstrom is the formulator of an economic model for valuing networks:Beckstrom's lawIt purports to answer "the decades old question of 'how valuable is a network.'" Mathematically it looks like this:And in English it’s stated like this:The value of a network equals the net value added to each user’s transactions conducted through that network, valued from the perspective of each user, and summed for all.See: http://www.thoughtfarmer.com/blog/2012/04/20/social-intranet-user-adoption/formula on collaboration
  • You know that: SBSReplaces one-off emails, instant messages and phone calls• Reduces/replaces use of isolated “opt in” collaboration applications• Reduces conference calls and face-to-face meetings• Reduces customer support calls• Increases marketable user generated content• Increases website visits through SEO• Increases number of product ideasWhy are we doing this? To increase the number of followers, mentions, ‘likes’ or internal communities. No, no, no. Think the enchanted three: revenue generation, improved margins and cost savings. Think reduction in customer service costs as more customers are now using your community forum to crowdsource answers to their issues. Think top line growth through winning proposals, as the right expertise can be drawn upon more effectively for better quality, more compelling pitches. Pull in your task force for setting the metrics - they should be tied to those crystal clear business objectives you’ve articulated together. SBM Blues.Everytime you want to start ‘What’s the ROI’ (well, what’s the value of ‘working better together’) you still need data for the decision.Techniques1. All about benchmarkingAll about finding buzzworthy process or group – find out how they measure themselves today eg. Sales rep, dealer productivity, win rate, cost of enabling a salesperson Call Centres – cost of call, customer sat, how long it takes to find answerMarketing – measure website traffic, lead conversion, brand awarenessProf Services – project delivery time & quality2. Formulate a hypothesis – ‘working better together we will increase our win rate’ – a big gap b/w those two! 1. Leverage findings from other organisations like yours Eg. customer report, deconboarding time, inc. productivity, increase employee satisfaction, customer satisfaction; taking a fraction of that and employing on your business might be enough2. My hypothesis – is “by using ESN we can improve engineer onboarding time by 5% - what data do you need? What does that mean in $$ - they can start developing products faster (or sales rep starts selling faster) how many, average base salary, current time for 100% productive in that job, then apply formulas to come up with business value. Then find execs that care about making those improvements.Go to VP of Sales, Engineering.3. Find a few more use cases of these (emp customers partners) to find a solid base of data. Don't talk # of followers, # of communities, # of comments. Talk $$ outcomes. We have 100 Team Sites - yay! - we have a more efficient process for knowledge transfer which has reduced our training cost by xyzNew new followers.Conversion of 16% of support tickets go to the crowdsupport site, decreasing custo service cost by $100K.Task force - Avengers - measurement - tough - work to be done. Go digging for data, commited to measuring changesReally tough to do in B2B:B2C can manage the campaign. Eg. Facebook campaign that results in transacting customers that results in inc. sales. How many new Twitter follows become transacting customers. But making the leap in B2B much harder: Communities that spark an idea that spark a product improvement that sparks customer interest Sometimes drawing a long bow. Got to prove & try to disprove the theory.You’ve got to make it real. What if I turned your 5 to 8 in 18 months. What would that be worth to you? I’ve got to see what 8 looks like. 100,000,000 total employee compensation (salary + benefits) x 37% estimated increase in productivity 2000 total annual new hires x $40,000 ramp up cost per new hire (4 months ramp up x $10,000 monthly employeecompensation) x 25% estimated decrease in new hire time-to-value. 5 daily interactions x 5% query-related x 0.25 hours spent resolving each query x $780,000 total employee compensation per hour ($65 fully loaded hourly salary x 12,000 total employees) x 55% adoption after 3 years x 245 days worked per year x 34% estimated reduction in time spent resolving each query.9 490 meetings each year (10 weekly meetings x 49 weeks) x 12,000 total employees x 55% adoption after 3 years x .5 hour avgmeeting length x $65 fully loaded hourly salary x 15% of meetings which can benefit from Social Business Software x 26%estimated reduction in time spent in meetings.10 78 hours a year doing collaborative email (8 hrs/week x 20% of emails that are collaborative x 49 weeks) x $65 hourly salary x12,000 employees x 55% adoption after 3 years x 27% estimated reduction in time spent doing email, based on Jive customersurvey results December 2010.Your social business planning must continuously evolve, so be sure to loop your analytics back to your overall objectives, so you can adjust your course along the journey.Even tougher for B2B than B2C – use your task force
  • Noone wants to hear the sound of tumbleweed blowing through their new social intranet or social platform
  • Overcoming Exec CynicismAndrew Denton – said Twitter makes it easier to see who all the idiots are“We’re going to let everyone publish” – visceral reaction – absolutely not!Need to be able to show benefit outweighs risk.The importance of understanding WHY they resistProductivity loss – implied OK to productivity lossLack of social filters – who’s had training? New hires/new professionals – marginalise themselvesWhat if I can’t communicate wellWho has someone that’s done something inappropriate/You want positive feelings about your product to amplify around the web and energy around your latest initiative to spread on your intraent. But equally you dread negativity spreading unchecked. About wanting REAL conversation: blending online conversations with offline ones is v productive -the good ones don't stay online v long Trails of discoverability (via Sarbanes Oxley) – ‘burden of discoverability’ – could be turned against you later. Australian financial planners may see some of their social media compliance issues lessen if Australian regulators follow FINRA's lead, after the US regulator proposed changes to its rulings to allow planners to communicate through social media without having to file the communication. ASIC will be vigilant in monitoring the many conversations that are happening in the market to ensure fair market trading practices," an ASIC spokesperson told Financial StandardDiscuss the tools in the context of a process. Social business activity needs to occur in the flow of people’s work rather than be a separate, additional task for them to do.Rather than telling employees that they need to jump onto the internal or external social networks to develop relationships, the better approach is to describe it as a new and better way to get help with your questions and requests.Give them a sense of possibility not foreboding
  • Build in right incentives Also focus on how to incentivise, as well as reputational systems. Recognition is v important. Tie into recognition system.Personalise - makes sure matches their priorities, make relevant, not too much noisePhased - seed content, know champions. So when orgs come in it doesn't look empty My boss just doesn’t get social networking inside the organisation. How can I drive adoption if I don’t have management support? What if this social channel exposes dissent or negativity? It takes courage, but that makes us grow and understand each other better. About wanting REAL conversationBlending online coversations with offline ones is v productive -the good ones don't stay online v long 
  • Leadership sets the toneOK, we get it. User adoption reigns. Don’t find yourself cursed by the sound of tumbleweed blowing through your empty community sites. You can’t really tell your guests to ‘go be the life of the party’, ‘start dancing at 10pm’ or ‘tell lots of funny stories’. (Or maybe that’s just me?). Just as you can’t really tell your users to ‘start collaborating now’, ‘write fascinating blog posts every second day’. But you can set yourself up for party success by choosing the right music, orchestrating the right ambience, and inviting the most fun party-goers along. So do the same for your social initiative: work on removing the barriers and making participation just so enticing and rewarding for the individuals within your organisation, setting yourself up for success by tapping into just what it is that drives them.The 1% of successful strategists promote their subject matter experts (SME) internally and externally. They make their SMEs into industry celebrities
  • Knowledge sharing won't emerge unless people are relaxed confident and trust each other enough to be open. Intuitively we know that collaboration is a good thing, but as soon as you try to orchestrate it, measure it or demand more of it, it tends to evaporate. Don't turn collaboration into an initiative, just make it easier to do. Final thoughtsGardening to get best efforts.Don't make too complex - too many policies and procedureNeed to listen, engage - all the timeIntegrate - to ensure it's all about how work gets done. Build for Growth - understand how you can grow with the org. Build a strong team to deliver - diverse skills, learn really fast, the talent on team is everything - v hard to find the best people.Find the leader in your company – not the “big agency digital experience” or “big brand digital experience,” but someone with a vision and who can transformUse cool new words like earned media and engagement, definitely. But actually change anything and adapt to a new model? Nope. Not happening. The change management piece that comes with social business integration, the piece that is absolutely vital to it actually working, that piece is still DOA.it is just an extension of the same old traditional digital marketing game they all understand and desperately want to stick to. And so they make strategy decisions based on models that don’t apply at all to the social space, they insist on using measurement schemes that aren’t the least bit relevant to it or the business as a whole, and worst of all, they make hiring decisions that absolutely make no sense at all for the new requirements of social communications. Why? Because even though the game has changed, no one in the room wants to accept that it hasThe lost opportunity for IT--because of its traditional deep experience in providing, supporting, and managing technology enablement company-wide--is ultimately considerable and could lead to permanent decline. For some IT organizations, the outcome will be dire: CFOs are already beginning to push for infrastructure to be moved out to the cloud, app stores are disintermediating the acquisition of IT solutions, and externally delivered mobile apps and SaaS will soon become the primary form of business software.
  • Social business won’t simply materialize with a focus on tools and their adoption but moreover on building and sustaining a collaborative, connected organization that embraces and values new rules of engagement.It’s one whose leaders are less about commanding and more about cultivating.  One that makes decisions differently and transparently.  It’s one that engages their people to co-create and innovate.  One that incentives people for not only their individual contributions but rather how they contribute to the collective. It’s one that encourages people, at any level, to openly challenge assumptions.   And, one that knows how to smartly mobilize their collective intelligence using these new tools and processes as a medium for change.The wonderful things about social business is that it makes 2 important things better at once:it improves business outcomes, and It improves the working lives of everyone in business. How? It gives everyone a voice, and a chance to manifest what Nelson Mandela calls your "spark of genius“. (Mandela says the leader’s job is to find a spark of genius). Not saying social is the key to this, but this new digital toolkit that is wonderful way to let people manifest their spark of genius, andlet the world know what they are good at.
  • Transcript of "Social Business: Plan your journey"

    1. 1. “No matter what your organization’s goals for internal social…the chief selection criteriashould be the ease with which a platform canbe used and its ability to integrate with other core enterprise software investments.” Rob Koplowitz, Forrester Research
    2. 2. Top recorded benefits (Newsgator survey)83% - Increased speed of access to knowledge55% - Increased speed of access to experts41% - Increased employee satisfaction31% - Faster employee on-boarding & training28% - Increased # of successful innovations28% - Reduced travel costs28% - Reduced communication costs
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