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Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
Social Business Adoption
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Social Business Adoption

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How to drive a Social Business Adoption and what is the leverage of embedding Social Platform at the heart of Business. …

How to drive a Social Business Adoption and what is the leverage of embedding Social Platform at the heart of Business.

Guest Speaker: Michael Martine, Director, Supply Chain Transformation at IBM

Published in: Social Media, Business, Technology
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  • Executives play a critical role in establishing trust. The research shows over 80% positive impact on trust for CEOs who openly communicate on social. IBM is a great example with our CEO Ginni Rometty. Ginni’s first communication as CEO was social – a video blog. It was also part of an ongoing community called “ThinkTogether” that continues the conversation on strategic issues.Ginni also took her participation down to a deeper level with an annual award to the top 500 IBMers. Over a series of 2 weeks, Ginni had a message on congratulations to each recipient on their wall. This recognition was very public for the recipient’s teams and friends and led to greater conversation.Overall, the CEO gives permission to act in a social manner!
  • We are talking about Social Business within the enterprise - - a purposeful collaboration to achieve better results for Clients, Employees and the enterprise overall. And we believe Social Business is necessary for IBM…... because Social Business will replace parts of our current work, it will change how we execute processes – because it is easier, better and faster. Social business will enable us to access full expertise as well as experts, enables team, network and knowledge building without a single point of control, can enable time shifted/parallel work for all, not just specific project teams. It can be easier to know the context of our clients and employees when we interact with them and even solicit their input in shaping our approach to help them do more.Our challenge is to understand the building blocks of social with the technology that is still evolving to support them, and the behavior changes needed in the workforce to and determine how we can harness the power of these game-changing capabilities within our processes to drive that leap-frog value.ORIGINAL TEXT:Social business will make it possible to access expertise, not just known experts, where the strength of the team can more effectively build on itself, not pre-dominantly from a strong leader. It is where time shifted/parallel work is enabled for all, not just specific project teams. It will be easier to know the context of our clients and employees when we interact with them and even solicit their input in shaping our approach to help them do more. Effectively it will allow us to personalize our interactions with scale. Our current tools are the building blocks: Email, lotus connections, sametime, phone calls, skills databases, etc…, but they are not enough, we need to make them irresistible, motivating and we need to tailor them to the people doing the work. Without this, the change will not be complete and the potential will not be reached. Consider that Connections usage has already peaked within IBM.Social Business is about turning on the whole network and leveraging it. Not just relying on pockets of creativity and ad-hoc go-betweens to pass the good ideas along. Our GIE transformation is envied by many companies because it allows us to scale out good ideas and investments. The GIE makes it possible for our hugely complex far-flung global organization to move quickly and efficiently in many ways. Our Social Business transformation will enable us to make even better use of our scale and GIE. It will decrease the distances between people. The new workspaces will allow purposeful collaboration - bringing together the relevant people and the relevant content in a way that ideas can be shared and built. We are reducing time spent looking for who to contacts/information and giving status updates, and making time for pushing the ideas forward. The workspace will also record the previously invisible work efforts, enabling future analytics to be applied to the data.Our conclusion is that Social Business is how we will work - changing our processes, it is how we will personalize at scale - leveraging our people, and it will be enabled by irresistible technology. We can shape this or let it shape itself. Mastering this new capability will not be easy, but we have 3 recommendations as next steps to take.
  • Transcript

    • 1. Social Business Journey Social Business Adoption 3rd Global Learning Coffee Session © 2013 IBM Corporation
    • 2. Socialize in Today’s Smart Cloud Meeting question to ask or point to make connect and watch presenter’s live image comments, questions, supply information, report system problems © 2013 IBM Corporation
    • 3. Get to Know Our Guest Speaker MICHAEL MARTINE Michael is a Director in the Supply Chain Transformation CIO organization. His team delivers the portfolio of business transformation initiatives across Procurement, Global Hardware and Software Manufacturing, Demand/ Supply Planning, and Global Logistics processes. Michael is a patent-holder of several patents granted in the United States. He also holds an MBA in International Business from the Thunderbird School of Global Management, and a Bachelor of Arts in International Studies, with concentration in Economics, degree from the University of North Carolina at Chapel Hill. One of his papers is: http://blogs.hbr.org/2008/04/how-ibmuses-online-games-for/ He is currently on assignment serving as the CIO Location Executive for Hungary. Michael is a passionate Social Business Ambassador and Evangelist and has a huge experience in adopting Social Business. © 2013 IBM Corporation
    • 4. Transparent Nimble Engaged © 2013 IBM Corporation
    • 5. How Millennial are you? FROM BOOMERS TO MILLENNIALS: MAKING THE GENERATION GAP WORK •Q1: Experts say we have 5 generations in some of today’s workplaces. How do we make that work? •Q2: What are the positive aspects of a multigenerational workforce? Can they achieve results that heterogeneous EEs can’t? •Q3: What kinds of work are best suited to a multigenerational workforce? •Q4: How can organizations fully utilize their employees’ diverse strengths in business strategies? •Q5: What generation are you? What type of motivators and drives inspire your best work? •Bonus: Do you have any examples of “reverse mentoring” success stories? © 2013 IBM Corporation
    • 6. Engage to Fit into Work Style and Culture • Motivate and engage with great experiences • Reverse mentor leaders with high potentials • Extend external participation by engaging a brand army • Measure value; focus on outcomes © 2013 IBM Corporation
    • 7. Educate non-social leaders and raise profile of high potential employees How about LinkedIn? I get so many requests all the time! Is Facebook really for me? Should I use a wiki, blog, community…? The business leader, executive 7 Is this private or business? How do I communicate effectively with my team? How can I more effectively help change the way we work in IBM? How do I communicate effectively with leadership? Why are we not better at using technology in a business setting? The front-line, social employee © 2013 IBM Corporation
    • 8. Evangelize and Enable Evangelize & enable across audiences: • Spread evangelism from early adopters with formal peer enablement • Enable through multiple media and channels • Provide Forums, Blogs, Communities, Bookmarks, Reference Folders, Educational Sessions, “FAQs” , etc. for employees & executives © 2013 IBM Corporation
    • 9. Leaders Show the Way Executives actively lead culture change to establish social business: 1. Enlist senior management to “live social” 2. Give weight to why social matters to the business 3. Participate through content in blogs, video, and other media © 2013 IBM Corporation
    • 10. Social Executives Are Trusted More Less likely (2%) No difference (16%) Much more likely (31%) More likely (51%) Likelihood of trusting CEO & leadership who openly communicate on Social* * 2012 CEO, Social Media & Leadership Survey, BRANDfog, March 2012, p11 10 © 2013 IBM Corporation
    • 11. What are the values of Social Business adoption? 11 © 2013 IBM Corporation
    • 12. 12 © 2013 IBM Corporation
    • 13. Social Business Social business is defined as “embedding social tools, media, and practices into the ongoing activities of the organization”*  A Social Business uses collaborative tools, social media platforms and supporting practices to engage employees, customers, business partners and other stakeholders in an ongoing dialogue  This enables – Individuals to connect and share information and insights more effectively with others – Organizations to more effectively share resources, skills and insights within and across work processes and organizational boundaries  Social business is a game changer – relying on significant individual behavior change to achieve the value So how do we do this? *From the November 2012 IBV Report Presentation: The Business of Social Business: What works and how it’s done © 2013 IBM Corporation
    • 14. Learning Breakthroughs and Guiding Principles SOCIAL BUSINESS SOCIAL BUSINESS SOCIAL BUSINESS is how we will work is enabled by irresistible technology enables us to personalize with scale PROCESS TECHNOLOGY PEOPLE Collaboration with business purpose NOT for collaboration’s sake Apps that are irresistible, simple, elegant, responsive NOT untailored or unwoven into how we work Change “how” we work NOT additive to work Core technology capabilities including mobile and video NOT constraining Leadership with business purpose NOT just viral NOT ad-hoc Rewards, motivations, and NOT just interactions that technology address behavioral change Recommendation 1 Recommendation 2 Recommendation 3 Implement key social business capabilities beginning with two priority capabilities Enhance IBM’s social business technologies to drive “irresistible” adoption and reuse Deploy a change program and governance to enable ongoing transformation to a Social Business © 2013 IBM Corporation
    • 15. Social Adoption by the Numbers 100 79% use, or plan to use, social media 1 Social Adoption Challenge 27% 22% have dedicated social role 2 of middle managers prepared 3 0 Sources: 1. Harvard Business Review Analytics Services; 2. Ragan Communications and NASDAQ OMX Survey; 3. IBM® 2012 Social Business Study. 15 © 2013 IBM Corporation
    • 16. Create a New Way of Working Create a New Way of • Integrate Working social into business processes • Model role interactions vs. process flows • Tailor experience by audience • Set governance to shift culture • Create new social job roles © 2013 IBM Corporation
    • 17. Integrate into Processes Embed social into high priority processes: • Prioritize processes • Focus on role interactions with process • Generate ideas with use cases • Measure before and after change • Benchmark with others © 2013 IBM Corporation
    • 18. Customize the Experience Customize the visual interface: • Interview priority audiences on needs • Develop multiple views - roles, departments & geographies • Include your brand identity © 2013 IBM Corporation
    • 19. Drive Culture with Governance Set guidelines & policies to shift culture to high participation: • Create a cross-organization social council • Define and communicate guidelines • Prepare risk mitigation plans & responsibilities © 2013 IBM Corporation
    • 20. Drive Culture with Governance Key Activities Executive Sponsors Community Management Social Council Center of Excellence Content Management Standards Reputation / Risk Mgmt Metrics & Measurement Focus on value to gain sponsors • Social can add >$1 Trillion annually across the value chain through efficiency improvements1 Bring the Governance Conversation to the Organization • Social Business Jams • Ideation Communities • Crowd Sourcing Solutions Source: 1 McKinsey Global Institute, 2012 20 © 2013 IBM Corporation
    • 21. Establish Social Guidelines 21 © 2013 IBM Corporation
    • 22. Social Job Roles Establish new job roles to grow adoption & value: 1. Build dedicated Social Business team 2. Staff new social business process job roles 3. Link team to Communications, IT, HR, managers and executive leadership © 2013 IBM Corporation
    • 23. What Are the New Roles? • Community Strategist • Community Manager Community Manager  Define scope, desired outcomes and boundaries  Balance the needs of knowledge contributors and seekers  Promote membership and reward active participation  Support active and appropriate content contributions  Monitor, measure and share engagement & business value  Educate and Advocate regarding community value • Social Analytics Manager • Social Reputation and Risk Manager • Social Customer Support Manager • Social Innovation Manager © 2013 IBM Corporation
    • 24. Show Metrics of Value Show measurable value: 1. Track social metrics in terms of business goals 2. Focus outcomes and maturity more than activity 3. Use Social Network Analysis to show health of interaction 4. Share viral value stories with clear benefits 24 © 2013 IBM Corporation
    • 25. Leveraging Social Metrics and Analytics to Transform Employee Engagement • Understand employee opinions • Internal and external social • Employees have more “voice” Real-time awareness of organization’s "pulse" 25 © 2013 IBM Corporation
    • 26. Social is measurable with Process Patterns Map role interactions for process domains Example: Regulatory Compliance ROI by transforming work 26 © 2013 IBM Corporation
    • 27. High-Level Social Business Maturity Model 27 © 2013 IBM Corporation
    • 28. Thank you! © 2013 IBM Corporation

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