Social network processes. Adoption is dramatically easier if social is just part of how people work. It’s no longer going somewhere else to be social, but it highlights like our 1 click access to move to social within the process. This page should have the logos of the companies to be discussed.
The need: LaVan & Neidenberg, a U.S. law firm specializing in disability claims, had data stored in different applications, making it time consuming and labor intensive to access the information. It took hours to prequalify customers and pull the required information together for submission to government agencies. In order to increase profit, the law firm needed to streamline its processes. The solution: Together with IBM Business Partner GROUP Business Software, LaVan & Neidenberg created EZ Claim on the IBM Lotus® Domino® platform, using Lotus Symphony™ and IBM Sametime® software for instant messaging. The solution manages the data in one place and provides automated workflows, wizards and templates to help ensure timely claims processing. IBM Lotus Domino Designer and IBM Lotus Enterprise Integrator® solutions were used to create the application. The benefits: Shortens intake times in the claims process by approximately 66 percent Reduces the time needed to fill out and submit government forms by roughly35 percent Increases the customer base by nearly a factor of four and boosts revenues by more than 80 percent Solution components: IBM Lotus® Domino® IBM Symphony™ IBM Sametime® IBM Domino Designer IBM Lotus Enterprise Integrator®
The need: This Australian law firm specializes in providing legal services to in-house litigation lawyers as well as law firms, in-house counsel and government organizations. The firm wanted to develop a database to provide a flexible, secure and confidential platform for collaboration and exchange of information between all players in the lawyer client relationship matrix, allowing them to move from traditional law office model The solution: The firm engaged IBM Business Partner Brookstone Technologies to implement a Virtual OfficeWare professional practice management (PPM) solution, creating a flexible and highly secure platform for collaboration among the legal team, consultants and clients. With security-rich access to the PPM system using IBM Lotus Notes® and IBM Lotus Quickr® software, customers are empowered to find relevant data and play a collaborative role in their legal matters. The benefits: Integra legal Increase Productivity by 25 percent as well as increasing flexibility in their ability to respond to ever-changing situations immediately. Profitability was improved to offer lower fees in a competitive market, as well as Market Share. The solution provides the firm's lawyers, clients and other law firms with the appropriate levels of access to case data, allowing collaborative document access, input and creation Makes the right data available to the right people at the right time, ensuring an open and collaborative approach to dealing with negotiations and the resolution of disputes Enables simplified and collaborative coordination among the firm's lawyers, clients and other parties involved, including the ability to create case-critical milestones and assign actions Solution components: IBM Lotus Quickr IBM Lotus Sametime IBM WebSphere Portal
Cemex is a building materials company based in Mexico whose primary product is cement mixing ingredients. While this profile doesn't necessarily call to mind a social business poster company, Cemex was looking for a way to fuel product innovation. They wanted to expand their ready-mix concrete products into new marketplaces around the world. Using IBM Connections, employees can now share ideas, suggestions and recommendations across an internal network. Communities of interest are formed to tackle challenges common to locations, marketplaces and skill sets. By leveraging in-house expertise, Cemex is able to achieve lower cycle times, improve processes in real-time, and take new products to market in 1/3 the time. Quote: Getting our people to think and work in a different way is much more than just about technology, it also involves a bit of psychology, but without the simple and intuitive platform like Connections we would not be on our current path to success and sustainable change.
The need: Enable hyper-growth by building a 'virtual office' to make growing locations faster The solution: Breaking new ground in self-service, Reliance and IBM built a portal called Lifeline. Designed to maximize its versatility, the Lifeline portal delivers services to all of Reliance’s key stakeholder groups, from customers and prospects to the company’s employees and agents. The portal provides customers with a one-stop experience through which they can research and purchase insurance plans, manage their portfolios and pay their premiums. Agents can use the platform to get a unified, cross-sectional view of their customers’ portfolios and gain the insights to make intelligent cross-selling recommendations that provide optimal coverage for customers. Reliance’s market share has doubled since introducing Lifeline, makingit one of the market’s five top companies. Using the components of the IBM Insurance Process Acceleration Framework,Reliance and IBM designed the solution that was implemented. The benefits: Reduced time required to developnew services and features by morethan 50 percent Reduced customer/agent servicecosts nearly 50 percent Saved millions of dollars in capitalexpenditures for branch and call cen-ter build-out Solution components: IBM Composite Business Services IBM WebSphere® Business Modeler • IBM WebSphere DataStage® • IBM WebSphere Integration Developer • IBM WebSphere QualityStage • IBM WebSphere Portal • IBM WebSphere Process Server
The need: Ricoh sought to improve the quality and breadth of its offerings, providing total solutions tailored to each customer’s environment and operations. The solution: The company adopted the IBM® SmartCloud™ Engage platform for cloud-based social business in a pilot program to enhance productivity and innovation in its Business Development Center. The benefits: Initial pilot results show greater efficiency in product planning and a new work style based on lateral information sharing that may reduce staff hours needed to create new release information by as much as 20 percent. Solution components: IBM SmartCloud Engage Standard
Need TD Bank needed to find a way to connect their geographically dispersed employees more effectively, improve executive communications, increase their workforce efficiency and reduce the amount of resources they were expending to run their business. Solution TD Bank didn’t just replicate existing processes on Connections, they transformed the ways in which their teams interacted with each other. They identified the value of using this social tool early and are already seeing a qualitative and quantitative impact on their business processes. Benefits Teams were finding it difficult to stay connected. Connections connects geographically dispersed teams and facilitates collaboration. The company directory made it difficult to identify experts and use their skills to help clients. Now, they can conduct focused searches and find expert knowledge and advice easily and quickly. Onboarding employees was too manual and paper-based. Connections provided a single repository for onboarding support and reduced onboarding time by 50%. Employees spent significant time and resource looking for information to do their jobs. Now, content is aggregated, and tools and information that support business roles are easily accessible. Managers needed to improve their engagement in critical projects. Through online collaboration, managers can stay up to date in real time and engage in the progress of projects and initiatives. Leaders sought an interactive forum to communicate and stay involved with the entire ecosystem. Typically field calls were expensive and limited to small groups. Online forums removed the communication barriers, increased transparent and enhanced interaction. One division reduced meeting times by five hours a week. Email loads and project updates were exhausting valuable resources and wasting time . By transferring the conversation to Connections, one division reduced their e-mails by a factor of 40 to 1. Another division reduced their e-mails by 25%. Projects can now be updated in 5-10 minutes, down from 60 minutes. Solution components • IBM® Connections Client quote 1 “ TD Bank is committed to weaving social networking into everything we do and how we do it.” — Wendy Arnott, vice president of social media and digital communications, TD Bank Group
Children's Medical Center of Dallas wanted a way to help patients and families learn from one another's experiences and improve education and support networks, with the hope of driving more effectively managed care. As the 7th largest pediatric healthcare provider in the US- with nearly 570,000 patient visits every year- and a network of physicians and employees, they had a large potential 'social graph' to tap into. Using a solution, with key software of IBM WebSphere Portal, IBM Connections, Mobile Portal capability, IBM Forms, Coremetrics, and Tivoli, which integrated health records, educational material, tools, and the Children’s Social Network into a single web experience, CMDC provided patients and parents with a private community for communication and support. It is estimated to drive a 75% reduction in clinic phone calls, a 5% increase in referrals, integration within the continuity of care and reduced operating costs.
The need: Radio communications are a standard emergency tool in this large city in the United States. However, radios for 100 individuals in the city’s new Emergency Operations Center (EOC) would be too noisy and too expensive. The city needed a more practical way to coordinate efforts across departments to quickly and decisively prevent crime and save lives. The solution: With help from IBM Business Partner UnifiedEdge, the city outfitted the EOC with RadioConnect, a plugin for IBM Sametime® software that allows users to monitor and talk over multiple radio channels with headsets while sitting at desktop computers. Specialized radio gateways digitize the audio, capture it and push it to and from radio networks. The benefits: Enables improved operational awareness and decision-making capabilities with presence awareness, one-to-many communications and other unified communications features Saves operational expenses for the EOC by reducing the number of radios needed in the center from 400 to 24 Increases cooperation and synergy of action between emergency organizations and levels of government Solution components: IBM Sametime® IBM Business Partner UnifiedEdge IBM GovernmentIndustry Framework IBM Lotus® Quickr®
The need: The Chilean Red Cross is a lifeline for millions of people when disaster strikes. It provides relief aid ranging from rescue specialists and temporary shelters to distribution of essentials such as food and water. However, the organization performed most of its logistics work manually and lacked the means to optimally manage its resources and coordinate disaster response and humanitarian relief with the desired rate of speed and efficiency. To improve its ability to prepare, coordinate and manage disaster response and relief efforts, the organization wanted to modernize its operations. The solution: The Chilean Red Cross is a lifeline for millions of people when disaster strikes. It provides relief aid ranging from rescue specialists and temporary shelters to distribution of essentials such as food and water. However, the organization performed most of its logistics work manually and lacked the means to optimally manage its resources and coordinate disaster response and humanitarian relief with the desired rate of speed and efficiency. To improve its ability to prepare, coordinate and manage disaster response and relief efforts, the organization wanted to modernize its operations. The benefits: Improves technological capabilities of its disaster response operations by 100 percent by replacing manual processes with automated resource management and online collaboration tools · Accelerates search rate completion for missing persons from two years to two weeks by automating online records management and database · Boosts the ability to mobilize and deliver relief aid with accuracy and speed by using cloud-based communication and collaboration tools and geo-referencing capabilities Solution components:LotusLive Meetings, LotusLive Connections, Lotus Symphony, LotusLive Engage, Linux, IBM Sametime
Amadori Group (Customer Care and Insight): The Need – Customer Care and Insight: 100-yr old Italian food company needed to better market its products to a younger audience. Amadori uses social media to listen and learn about these their target customers' preferences and integrate those insights into their digital marketing campaigns. The Solution: IBM Customer Experience Suite allowed them to quickly create highly interactive websites that integrate with social networking sites (like Facebook and YouTube). Through the dialog within the four microsites and using sophisticated predictive analytics, Amadori is able to track and visualize what is said about their brand and products on social networks, blogs and forums- in real time- uncovering trends and opinions. Amadori uses this information to identify and predict consumer buying preferences, refine their digital marketing campaigns to generate more sales, and use the information to develop new products The Benefit: The solution boosted their ability to monitor and learn about their brand, improve their social media presence by 100% (45k Facebook fans in less than one year), build direct channels with new segments and respond 40% faster with new web sites.
Pre-workshop Activities: Hold Pre-workshop Account Review Perform Workshop Logistic Activities Obtain Account Information from IBM Client Team Workshop Activities: Open the workshop Level-set the team on the Collaboration Agenda Establish Alignment with Client’s Strategy & Priorities Assess Current CA Environment Indentify Busiess Opportunities and Map to CA Solutions Prioritize Opportunities Define and Document Action Plan Following the Workshop: Consolidate Workshop Findings Review Findings with Client Team Meet with Client Business Sponsor(s)
http://www.flickr.com/photos/uggboy/4962170014/ by http://www.flickr.com/photos/uggboy/ Dutch Rail: Engage untapped expertise to achieve corporate goals 3 Objectives of program: Locate employees with specialized expertise Assemble teams more quickly Coordinate among diverse locations 20,000 employees easily locate colleagues with specific expertise Results: Increased productivity Higher employee morale from increased engagement
03/05/13 03/05/13 Situation: A construction worker finds an exposed electricity cable while digging a trench for drainage. He contacts the site foreman for advice. The foreman uses the Expertise Locator to identify who can help. “ On the main screen, there are icons for three categories. I tap the icon for Package Lookup.”
03/05/13 03/05/13 “ I see a menu showing several categories related to work packages. Since the question is related to a electricity cables, I choose 300 – Electricity Supply.” If the user is not sure which category is appropriate, he or she can click “View all packages” instead.
03/05/13 03/05/13 “ The app now shows a screen containing a list of experts, including someone who’s a specialist in the electrical supply. William Smith looks promising, so I tap on his entry.”
03/05/13 03/05/13 “ I look through William’s profile and notice that he is part of our Electricity Supply Center of Excellence. I scroll down his profile.”
03/05/13 03/05/13 “… and one of his areas of expertise involves warranties as well.”
03/05/13 03/05/13 “ I scroll back to the top of his profile and tap the ‘Contact Me’ button. I see multiple options for contacting William and decide to send him a message.”
03/05/13 03/05/13 “ William quickly provides the information I need about the buried cable. I confirm that the local utility company takes care of it. Since I would like to work with Will in the future, I want to make sure I can easily find him. I tap the ‘Add to Favorites’ button to include him as one of my favorite experts.”
03/05/13 03/05/13 “ Next, I see an option to write a few words about Will so that I’ll later know why I marked him as a favorite.”
03/05/13 03/05/13 “ I remember seeing an option to Thank Will right in the app. I see that Will is now shown on my home screen as one of my favorite experts, so I tap his picture.”
03/05/13 03/05/13 “ I tap the action button at the top right on Will’s profile.”
03/05/13 03/05/13 “ I see several options and tap the 'Thank Expert' button.
03/05/13 03/05/13 “ I type a note to thank him for working with me, highlighting the expertise he brought to the warranty question.”
Retailer with 24 stores located across the western US and Hawaii. Driving operational efficiencies through more seamless, transparent communications between management, licensees and suppliers. Architectural firm, franchisees and headquarters review and approve plans online, speeding remodeling projects and cutting travel costs. Using 'activities' to track issues and 'web meetings' to hash out details means completing projects faster. Improved process for correcting bugs in store POS software because the vendor now has access to the 'activity' to get first-hand knowledge of issues as they are reported and can quickly fix -- improving store operations. Building new stores with external partners (architectural firm, builders, franchisees, etc.) Single source for plans Fewer mistakes Faster project completion Protection of brand Lower travel costs
A lot of other Execs are leveraging the concept of video blogs. One executive leverage his iphone to produce his thoughts and feelings
FACTS Electrolux Intranet E-gate Front end EpiServer .Net IBM C runs social part IBM C partly integrated when launched Nov 2010 IBM C fully integrated in re-launch Feb 2012 And to tell you all about how Electrolux has motivated their employees with a social communication strategy for engagement and competitiveness… Ralf Larsson, Ralf will present ….
Blue Cross Blue Shield of Florida is an independent licensee of the Blue Cross and Blue Shield Association that governs the business practices of approximately 42 independent plans located nationwide and in Puerto Rico. BCBSF wanted to help Floridians understand their health benefits and options. BCBSF implemented IBM Customer Experience Suite to provide a multi-channel guided selling process that drives consumer awareness, enables investigation, and offers self-service support through the buying cycle—across devices and different customer segments. The results were 62% didn’t need to call – reducing call-center costs, 53% conversion rate on sales when a consumer starts the apply process, 85% conversion rate when consumer used the web tools – producing more revenue and increasing memberships.
Improve social outreach effectiveness by establishing social eminence of IBM SMEs and IBM Champions in targeted online communities and by aligning social interactions informed by social insights and go-to-market priorities Outcomes: Increased awareness and mindshare around topics aligned to IBM growth plays and software capabilities Increased visibility and business impact of IBM SMEs and IBM Champions A strong network of influential advocates for IBM Software
IBM Finland Social Business Presentation 2013
Social Businesstransformation isasmuch culturalasit istechnological. A Social Businessgoesbeyond themereimplementation of social mediaplatforms, it embracesand cultivatesaspirit ofcommunity and collaboration throughout itsorganization—both internally and externally.
Social Business AGENDALinking Social Business to the Organisation’s Business PrioritiesNimbleEngagedTransparent
The approach focused on key areas to start alignment• Business Priorities• Business challenges &pain points• Impacted Audiences• Potential socialscenarios / processes• Audience specific needs– Expertise– Information– Related “processdomain”• How currently engage• Defining prioritysocial opportunities– Social ProcessPatterns– Example day-in-the-life
The Strategic Goals are the source of the Social PrioritiesExampleUnderstanding the Customer’s goals will be during pre-workshop activitiesExample Goals:•Extending brand from consumer to SME and Large Enterprise market•Building trust with enterprise customers to provide services beyond voice and data•Extending capabilities through partnerships and acquisitions•Creating and delivering strong and easy-to-use solutions targeted at SME market•…
For top goals, we start with challenges and audiences…Goal Business Challenges toachieve GoalImpactedAudience(s)*2X SMEMarket Shareby 2015 Building brand recognition inSME market Demonstrating to clients anunderstanding of their specificrequirements Creating tailored solutions &bundles Providing personalizedservice to a very distributedcustomer-base Upselling from core bundles(e.g., web hosting, …) Existing customers(expand services) New Customers Sales (Geo,Industry, and Size) Business Partners ProductManagement /ServiceDevelopment Account Executive* Input to Analytics PlanExampleBusiness Goals2X SMEMarket Shareby 2015IncreaseServices perCustomerIncreaseproducts percustomerGrowPartneringand M&A
…which are the foundation for potential Social PatternsGoal Business Challenges toachieve GoalImpactedAudience(s)*Potential Social Patterns2X SMEMarket Shareby 2015 Building brand recognition inSME market Demonstrating to clients anunderstanding of their specificrequirements Creating tailored solutions &bundles Providing personalizedservice to a very distributedcustomer-base Upselling from core bundles(e.g., web hosting, …) Existing customers(expand services) New Customers Sales (Geo,Industry, and Size) Business Partners ProductManagement /ServiceDevelopment Account Executive1. Connect SME Clients to share with otherssharing opportunities and challenges2. Online engagement (social, gamification,…) on how to save cost as SME (actions notrelated to technology)3. Build online relationships with people vs.virtual and/or phone support (faces, names,…)4. Engage customers in product innovation(crowdsource, gamification, …)5. …* Input to Analytics PlanExampleBusiness Goals2X SMEMarket Shareby 2015IncreaseServices perCustomerIncreaseproducts percustomerGrowPartneringand M&A
Audience / Role Pain Points and GapsDesired Role-basedExpertise & ExperienceExisting Expertise &Thought LeadershipHow & Where CurrentlyEngagedExisting customersNew customersSales (Geo,Industry, SMESize)etc...Patterns are enhanced by specific audiences needs* Input to Analytics PlanExampleIn process
Deliverable: Strategic Social PrioritiesHQuick WinsStrategic Must HavesLow Hanging FruitMoney PitsLLHHSocial PrioritiesExample
Social Business Agenda Workshop Process• Get client background• Interview keystakeholders• Confirm client goals• Tailor workshop• Conduct workshop:– Business Goals– Initiatives– Socially NetworkBusiness Processes– Understandaudiences• Breakouts as needed• Consolidate output• Formalize next steps• Review findings withcore team• Deliver ExecutiveReport
Sample Agenda for Executive WorkshopTime Topic45 Overview of Workshop and Agenda framework60 Align Organizational Goals & Network Processes• Review draft goals• Discuss existing strategic priorities – prioritize Social Business focus• Identify additional goals from analysis of key processes• Map top 2 Goals to Audiences & Social Initiatives• Finalize resulting Social Goals30 Align Culture• Review culture interview analysis• Identify gaps in Culture framework – identify potential actions• Review governance and start to identify potential participants• Prioritize gaps and identify owners for next steps30 Gain Trust & Engage Trough Experiences• Select top initiative to understand audience trust• Define breadth of audiences (internal and external)• Map audience goals, current audience engagement, audience expectations of company &influencers/tippers• Give direction to owners of trust and engagement plansExample
Sample Agenda for Breakout Sessions (as needed)Time Topic90 Gain Trust & Engage Trough Experiences• Select 1-2 audience(s) to begin Trust Plan and Engagement Actions• Identify methods to gain trust from selected audience (expertise, thought leaders, communities, …)• Discuss engagement actions for audience across Interactive, Integrated and Information• Identify owner(s) to complete Trust Plan and Engagement Plan60 Network Business Processes• Prioritize top 3-5 “social process opportunities” from map of goals mapped to core and industryprocesses• Discuss key social opportunities for 1 process (e.g., crowdsourcing, embedding social linkages intocore applications, …)• Identify owners for completing prioritization and actions (if Digital Council not in place)45 Design Reputation and Risk Management & Analytics Approach• Identify types of issues requiring response• Define initial members and actions of brand army• Review analytic requirements from previous workshop actions30 Prioritization & Next StepsExample
Culture 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 layersTemplate
Social Adoption by the Numbers100079%27%22%use, or plan to use, social media 1have dedicated social role 2of middle managers prepared 3Social Adoption ChallengeSources:1. Harvard Business Review Analytics Services; 2. Ragan Communications and NASDAQ OMX Survey;3. IBM® 2012 Social Business Study.
Top Ten Best Practices for Social Business Adoption
Process: Project Management with Suppliers at Russell’sCREATEIntegrate into ProcessesProcess•Building new storesSocial Add•Community withexternal partners(architects, builders,franchisees, etc.)•Increases sales inmultiple markets andcut key costs by 33%
The 2013 Australian OpenExperience Goes Social and MobileCREATECustomize the Experience
Establish Social GuidelinesCREATEDrive Culture with Governance
What Are the New Roles?Community ManagerDefine scope, desired outcomes andboundariesBalance the needs of knowledgecontributors and seekersPromote membership and rewardactive participationSupport active and appropriatecontent contributionsMonitor, measure and shareengagement & business valueEducate and Advocate regardingcommunity valueWe’re HiringWe’re Hiring• Community Strategist• Community Manager• Social Analytics Manager• Social Reputationand Risk Manager• Social Customer SupportManager• Social InnovationManagerCREATEHire Social Job Roles
Executive Blogging inspires and communicatesExecutive Vlogs at IBM (Video Blogs)“What’s the big deal?This is simply anothermedium for me to listento my customers, andtalk to my customers.”*-- Bill Marriott, Chairman,Marriott InternationalSource: B. Dybwad, Should CEOs be fluent in SocialMedia, Mashable.comhttp://mashable.com/2010/04/23/should-ceos-be-fluent-in-social-meLAUNCHLeaders Show the Way
Electrolux Leverages Social from the Top2011•5% of office workersregular social users•5,000 visitors total2012•40-50% using socialregularly•17,000 visitors totalLAUNCHLeaders Show the Way
Communicate the WHAT, WHY, HOW of Your Social Business PlanTD Bank Examples•Executive Social Handbook•Conversation Guide•Executive FAQKey Messages•Business Value•Why they are doing this•Roadmap•What questions have beenasked•Use what tool for whenLAUNCHEvangelize and Enable
• 53% sales conversion ratefor application process• 85% conversion rate fromweb tools• 62% call reduction fromonline serviceFlorida Blue Increases Member Engagement across DevicesENGAGEMotivate and Engage
Engaging with gamification at IBMExternal: SmarterCities “CityOne”Internal: SimArchitectENGAGEMotivate and Engage
Educate non-social leaders and raise profile of high potentialemployeesThe front-line,socialemployeeHow can I moreeffectively helpchange the way wework in IBM?Why are we notbetter at usingtechnology in abusiness setting?How do Icommunicateeffectively withmy team?Is thisprivate orbusiness?Should I use awiki, blog,community…?The businessleader,executiveHow do Icommunicateeffectively withleadership?Is Facebookreally forme?How aboutLinkedIn? I getso many requestsall the time!ENGAGEReverse Mentor Your Leaders
Raising “Digital IBMers” as a Brand ArmyGoals•Capture ThoughtLeadership•Remove traditional barriersto innovation•Provide Business Value toour customersENGAGERaise an Internal Brand Army
Leveraging Social Metrics and Analytics to Transform EmployeeEngagementReal-time awareness of organization’s "pulse"• Understand employeeopinions• Internal and externalsocial• Employees have more“voice”ENGAGEShow Metrics & Value