Web Innovation - DBB - social media & blogcamp

Web2.0 goes to work Natraj Akella Business Head – India / SA Advanced Collaboration Lotus SWG IBM India [email_address]

Web 2.0 http://www.flickr.com/photo_zoom.gne?id=464050003&size=o, Yaniv Golan http://www.flickr.com/photo_zoom.gne?id=464050003&size=o Yaniv Golan

Love it or hate it… you have to know about it!

Five Historical Waves of Economic & Social Transformation Installation Deployment Irruption The Industrial Revolution Age of Steam and Railways Age of Steel, Electricity and Heavy Engineering Age of Oil, Automobiles and Mass Production Age of Information and Telecommunications Frenzy Synergy Maturity Panic 1797 Depression 1893 Crash 1929 Dot.com Collapse Coming period of Institutional Adjustment 1 2 3 4 5 Panic 1847 1771 1829 1875 1908 1971 1873 1920 1974 1829 Source: Perez, C., “ Technological Revolutions and Financial Capital ”, 2002 Crash
Formation of Mfg. industry
Repeal of Corn Laws opening trade
Standards on gauge, time
Catalog sales companies
Economies of scale
Urban development
Support for interventionism
Build-out of Interstate highways
IMF, World Bank, BIS

What’s hot and what’s not in Web 1.0 Web 2.0 Peer production, co-creation, clip culture Passive consumers, subscription content Personalised products, niche marketing, dynamic advertising Mass production, mass marketing, mass advertising Cross channel content; mobile to web, TV to Mobile, IPTV Parallel channels Consumer driven supply chains Supply chains based on historical data Virtual business models Command & control business models Interactions Transactions

A Perfect Storm: The Four Revolutions Inspired by: Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook

The Particular Characteristics of the Coming Deployment Installation Deployment Irruption Age of Information and Telecommunications Frenzy Synergy Maturity Dot.com Collapse 5 1971
A global game board – doubling of the labor pool
Open standards, and a proliferation of componentization
Aggressive exploration of new business models
Social and political tension over globalization’s pace, impact
Significant empowerment of individuals
Coming Period of Institutional Adjustment Crash

A Demographic Revolution A Social Revolution An Economic Revolution A Technology Revolution Inspired by: Don Tapscott IBM Global Technology Outlook IBM Global Innovation Outlook

Economic http://flickr.com/photo_zoom.gne?id=1812312679&size=o Coyote Jack

Web 2.0 businesses are transforming the Internet The History of the World Wide Web Publishing Commerce Participation

The Consumer World : Empowerment as the catalyst Driving New Technology Adoption in the Workplace Driving New Interactions with Organisations 39% of Europeans use open source software; 29% plan to 21% European bid or sell on online auctions 45% Skype users are in Europe Internet ads to grow 22% in Europe 2007.. More than TV

Consumer power has created new environments and opportunities 27 * Concise Oxford English Dictionary
Easier access to information
Growing influence of social networks and communities
Changes in media consumption
Increasing expectation of unique experience
Polarization of shopping behaviour
Empowered Consumer

Changes in media consumption Source: Neopets Youth Study; Annual Reports; Press Clippings; McKinsey analysis … as individuals switch to online media… Daily hours spent at activity 5.0 2.0 TV 0.5 2.5 Internet 2003 2004 2005 2006 … resulting in increased online advertising spend Google UK advertising revenue £m 1,300 800 TV advertising is losing effectiveness… 1990 2010
Advertising rates increase
DVR penetration
Multi-tasking
Saturation
Indexed impact of TV advertising 100 40 -60% 77 Channel 4 ITV 1 General population Teen population

The Business World: Conventional models are under pressure

Conventional business models are under pressure Customer priorities now and in 2020 Personal relationships with employees Brand values Quality of customer service Price competitiveness Quality of product/service Now (select up to three) 2020 (select up to three) Personalisation of product/service 52% 34%

Social http://flickr.com/photo_zoom.gne?id=1039909856&size=l Todd Huffman

Amazon http://flickr.com/photo_zoom.gne?id=22691500&size=l Fluzo

ebay http://flickr.com/photo_zoom.gne?id=303284582&size=o liewcf

Blogs http://flickr.com/photo_zoom.gne?id=15649424&size=l basykes

Wikis http://flickr.com/photo_zoom.gne?id=1251418253&size=o hive

Unlocking Knowledge http://flickr.com/photo_zoom.gne?id=321433870&size=l Darwin Bell

Technical http://flickr.com/photo_zoom.gne?id=637176822&size=l Brenda Anderson

Consequences for the corporate world
Web 2.0 represents a fundamental shift toward a more open, flexible and participatory model for creating content systems and business models.
Its applications can reduce costs, enhance adaptability and create new business opportunities.
Web 2.0 increases productivity & speeds up business processes
2.0 services could help solve problems for corporations that current software and online services have so far been unable to fix.
Many organizations are starting to add Web 2.0 technologies such as Ajax, RSS, SNA and Collective Intelligence to their applications, platforms and products

… . the workforce is changing by geography, generation, and culture “ I’ll have someone from my generation get in touch with someone from your generation.” What people do online monthly 40% 20% 18-26 27-40 41-50 51-61 Forrester Research Use social networking sites Read blogs Watch internet video Write blogs

Achieving breakthrough business performance will be greatly influenced by how well companies harness the collective knowledge & foster interaction across it’s globally connected community of employees, customers, partners, and suppliers.
To thrive in this environment companies must:
Weave communities into development of products and services,
Use employees and partners as marketers
Become part of a living fabric of brand loyalists (Forrester)
New Approaches Required to Boost Performance & Growth IBM Institute for Business Value, CEO Study 2006 CEOs: Sources of new ideas and innovation Business partners Customers Consultants Competitors Associations, trade groups, conference boards Academia Internet, blogs, bulletin boards Think tanks Other R&D (internal) Sales or service units Employees (general population) 5% 15% 25% 35% 45% 45% 35% 25% 15% 5%

The Globally Integrated Enterprise: The New Global Business Business Model Innovation Globalization Internet Open Standards Changing Demographics Deregulation Commoditization Driving process excellence for back-office efficiency and client-facing productivity Operating by common set of values Capitalizing on talent and scale worldwide Globally Integrated Company Lowering the center of gravity closer to the customer Creating culture of innovation “ The emerging globally integrated enterprise fashions its strategy, management and operations in pursuit of value delivery worldwide. State borders define less and less the boundaries of corporate thinking or practice.” Sam Palmisano IBM Chairman and CEO

The world is changing
Formal Work Domain:
Operations, Performance Management
Human Resource Management
Supply Chain Management
Geographical Divisions
Marketing
Manufacturing
etc.
Informal Work Domain:
Virtual Teams
Communities of Practice
Expert Networks
Knowledge Communities
Inside and outside the organizational boundaries
From hierarchies… to networked hierarchies

Work environments are more complex
Matrixed organizations
Organization changes
Mergers / Acquisitions
Global companies
Telecommuting / Remote workers
Work is increasingly collaborative
Increased Specialization
Ad hoc projects
More interactions with unknown people
Changing Nature of Work… “ Today, more than 85 percent of a typical S&P 500 company’s market value is the result of intangible assets. For many companies, the bulk of these intangible assets is its people, its human capital. It is no longer what you own that counts but what you know…” — Craig Symons, Forrester Research, Inc. … Drives a Need to Connect Dispersed Workforces

58% of IT managers think of their companies as a “global virtual office”
90% of the employees work in different locations, far from the headquarters
More than 60% of the employees work in a different location than their manager
The number of "virtual" workers has increased more than 800% in the last 5 years
Source: Nemertes Research Inc. The office is… “virtual”….

Organizational change, boldness, need for collaborative innovation through the firewall drives social software adoption
Organizations are bombarded by change, and many are struggling to keep up.
8 of 10 CEOs: significant change ahead, yet the gap between expected change and the ability to manage it is almost triple since ‘06.
CEOs view more demanding customers as an opportunity to differentiate.
CEOs are spending more to attract and retain increasingly prosperous, informed and socially aware customers.
IBM Institute for Business Value CEO Study 2008
2/3 of CEOs are implementing extensive innovations.
>40% are changing their models to be more collaborative.
Financial outperformers are making bolder plays.
These companies anticipate more change, and manage it better. They are also more global in their business designs, partner more extensively and choose more disruptive forms of business model innovation.

Connecting and Empowering People in a Complex World
Business is more complex for employees, partners and customers
Organization changes
Mergers/Acquisitions
Global companies
Telecommuting
Changing demographics
Social software
Bottom-up methods are used to build vibrant, diverse communities
Users are motivated because it helps them connect to people faster
User input increases the value of the service and drives interaction
Capabilities can be accessed through existing software

Web 2.0 Technologies Enable Social Networking Solutions People Optimized Point Dynamic – Web 2.0 Process Optimized Information Optimized Integrated Publish Information Processes & Transactions Connecting People Web 2.0: Second-generation of Internet-based services that let people collaborate and share information online in new ways — such as social networking sites, wikis, communication tools, and social bookmarking .

The Value of Social Software for Business
Information from undiscovered subject-matter experts can be found quickly
Research is faster using pre-qualified bookmarks
Projects are staffed with the best people
Complete Tasks Faster
Groups can access task related information
Exchanging ideas across the organization improves quality of deliverables
Duplicate tasks are avoided
Execute with Confidence
Customer and partner relationships are strengthened via communities
New products/services spawned from those communities can be executed with efficient task management
Grow through Innovation
Employees can tap the collective knowledge of an expanded and growing professional network
Integrated and open services that you use as part of your daily work
Empower People

Introducing IBM Lotus® Connections
Lotus Connections is social software for business that empowers you to be more innovative and helps you execute more quickly by using dynamic networks of coworkers, partners and customers.
Communities Blogs Dogear Activities Profiles

Web 2.0, Social Computing and Innovation
Forrester references Web 2.0 design as a bottom-up innovation approach led from the customer/user’s point of view. This approach yields greater delivery speed, customer affinity, and ROI for web initiatives.

Attributes of Enterprise 2.0
Andrew McAfee “The Trends Underlying Enterprise 2.0” http://blog.hbs.edu/faculty/amcafee/index.php/faculty_amcafee_v3/the_three_trends_underlying_enterprise_20/
Simple, Free Platforms for Self-Expression
“ Freedom of the press is limited to those who own one." AJ Liebling
Emergent Structures, Rather than Imposed Ones
Failure: Nupedia “extensive review process… quality comparable to professional encyclopaedias”
Success: Wikipedia “making it easier to correct mistakes, rather than difficult to make them”
Ward Cunningham (creator of Wiki ) "What’s the simplest thing that could possibly work?“
Order from Chaos
“ If everyone… starts blogging, editing, uploading… isn’t chaos inevitable? Won’t we simply drown in information?
Amazingly enough, the answer seems to be a simple ‘no’”
“ Because in addition to building platforms for self-expression and overcoming tendencies to impose structure, Web 2.0 is … rolling out tools to help us filter, sort, prioritize, and generally stay on top of the flood of new online content”
Search, Tags, RSS, etc.
“ Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers”

I have a dream…
“ I have a dream for the Web [in which computers] become capable of analyzing all the data on the Web –the content, links, and transactions between people and computers. A ‘Semantic Web’, which should make this possible, has yet to emerge, but when it does, the day-to-day mechanisms of trade, bureaucracy and our daily lives will be handled by machines talking to machines. The ‘intelligent agents’ people have touted for ages will finally materialize.” (Tim Berners-Lee, 1999)

The future of Office

Meet Gail.

AKA ...the WDI Africa Team Leader.

We’ve become friends since I joined the WDI program.

Old Way New Way Gail wants to do things the New Way

I have introduced Gail to new tools so she can improve her productivity at work.

@ home

… she uses Google and Del.icio.us to filter the Internet for the information she needs.

@ work

… she uses Dogear to find what she needs.

@ home

… she taps the collective knowledge of the internet through Wikipedia.

@ work

… she taps the collective wisdom of her team through a Quickr place.

@ home

...if she misses a radio show or a bit of TV she catches up using…

@ work

… if she misses a meeting she pulls the summary minutes from the media library.

@ home

… through … she knows what her friends are doing 24/7 wherever they are.

@ work

… she networks using Lotus Connections to stay connected.

@ home

When she’s not catching up with friends, she’s using her spare time to catch up on her WDI colleagues.

She has her own blog … ...where she advertises her WDI activities.

So far she’s had many people read her blog from all over the world .

In this online community she’s … a respected leader … and a dedicated follower.

When she got interested in the WDI her network was…

now it’s…

@ work

People around the world IBMers around the world Other IBMers in Gail's country Co-Workers Friends Since discovering Lotus Connections , her network has grown to... Gail Jim Mary Gail's manager Jim’s manager Susan John Helen Roberto Akira Chris Peter Frequent e-mails Infrequent e-mails Wikis + Blogs + SN

...and she uses Lotus Connections Smallblue (Atlas) to extend her network...

...and her favourite tools to collaborate

She is a star at work and no longer sends large email attachments... ...because attachments are stored and shared in a Quickr place.

If you ask Gail what she enjoys most at work, she’ll say…

… I am able to connect with anybody …

… at anytime …

… from anywhere ...

… using my favourite tools !

Are you ready?

“ In the new global economy, one simple rule prevails: when everything is connected, work moves . It ﬂows like water to the places it will be done best, be that Bangalore, Austin, or Cape Town. (but) it’s not only work that ﬂows when everything is connected. So does competition. So does political stability. So does economic progress.” Sam Palmisano

“ We no longer have to replicate IBM from floor to ceiling in every country. We are optimizing key operations in the right places in the world – eliminating redundancies and excess overhead – and integrating those operations horizontally and globally. (…) This is about doing the right tasks, with the right skills, in the right places.” Sam Palmisano

We made important strategic decisions, and got to work I. To become the premier Globally Integrated Enterprise II. To focus on open technologies and high-value solutions III. To deliver integration and innovation to clients

Internet Connectedness as of 2006 Over one billion individuals are using the internet ~17% of global population Source: Computer Industry Almanac http://www.c-i-a.com/pr0899.htm # of Internet Users (M) North America Western Europe Asia-Pacific South Central America Eastern Europe Middle East/Africa Deployment Installation Crash Worldwide Internet Usage by Region Source: http:// www.internetworldstats.com/stats.htm Regional Share 30% 28% 25% CAGR 30% 0 100 200 300 400 500 600 700 800 1995 2000 2005 4% 1% Middle East / Africa 6% 1% Eastern Europe 7% 1% South Central America 25% 8% Asia-Pacific 28% 20% Western Europe 30% 69% North America 2005 1995 Region

Changes in world markets: The rising tide of globalization
Several years ago, we saw change coming Changes in Information Technology: A new computing architecture Changes in client needs: Integration and innovation

What customers want How customers ask for Web 2.0
Find People to establish a team
Support the team during it's life
Capture the knowledge from the team for others
How to I find people ?
No longer dependent on organisation structure
Job Titles are ineffective for finding people
Challenges
How can I increase the number of connections I can maintain
Share my perspective of people with others
Fringe / Lotus Connections
http://fringe.tap.ibm.com/
Tag yourself and others
Find people by others tags
Visualise Connections
Who Cares
Investment Banks and other organisation that form diverse teams in the same way and beyond the way we form project teams

How do I Support Team Activities ?
Activity Centric Computing
Challenges
An explosion of Teamrooms, Sharepoint sites or QuickPlaces
Support for processes that can be templated but are not codified or directly repeatable
Lotus Connections (Activities)
Implements Activity Centric Computing
Task management supported by Email rather than through email
Transient storage of the information and resources to achieve an activity
Who Cares
Organisations with large corporate / head office functions
Dependence on knowledge workers
Supporting those same short lived project teams with specific objectives but without a common reporting structure.
Activity Centric Collaboration

How do support the accumulation of knowledge ?
Wikipedia for my organisation
Challenges
Create a context that is about updating and improvidng information rather than creating
Avoid an explosion of Teamrooms, Sharepoint sites and QuickPlaces
Wiki’s / Lotus QuickR
No strict Taxonomy
Low barriers to updating content
Who Cares
Organisations with large corporate / head office functions
Dependence on knowledge workers
Web Content Management
Structured process for the creation of content through a lifecycle
Heavy focus on presentation through strict templates
Predefined taxonomy supported by Heirarchial Navigation
Wiki based Knowledge Management
Agile process for the incremental update of content
Without a strict taxonomy
Increasingly within access controlled domains eg a Communities Wiki.

What customers want Queries and opportunities for web2.0
How can my brand be everywhere on-line?
Merchants want consumers to be able to access their branded services and content from any on-line location and device
How can the business innovate?
Provide services as widgets that can be combined to explore and address new opportunities
Provided by a Mashup maker environment and catalogue of mashup components and data feeds
IBM Mashup Centre
Who is asking – Telcos, customer service teams, data analysts, market analysts

What customers want Queries and opportunities for web2.0
Give me an immersive environment
Customers are asking for our services to help them build virtual worlds for education, collaboration and retail

Discovery Reach new people and prospects Influence Millions upon millions of people converge because of these social networks. Leverage that… Marketing 2.0 So, you don’t get the connection between social networking and marketing? Just think……

How social networking can support your business objectives Remember, with social networks The marketing communications landscape is shifting dramatically as it moves from marketers talking at customers , to marketers listening and responding to customer discussions . Drive existing and new clients to your web site to increase the success of your web program, build excitement and participation in key events, and enable your social network to create a buzz about your brand Generate new leads & Increase marketing effectiveness Positively influence the way existing & potential clients perceive your brand. Build & Protect brand integrity Social networks can rapidly generate Word of Mouth and Brand Buzz eg Nike Increase brand awareness How can Social Networks Help Objective

What are IBM’s Social Media Marketing Goals
Drive a channel for feedback and action
Cultivate conversations and build an advocacy base for IBM and our offerings.
Better connect with our target audiences : Brand, Content, People
Support the expectations of our customers and create a more favorable selling/buying environment.
Accelerate Growth

IBM Marketing is getting started – by Listening! Listen Interpret Integrate
Identify the key venues/places where people are talking
Understand what they are saying ; identify the issues that are being raised and understand the sentiment in which they are being spoken
Identify where we want to participate – with the right SMEs

So what might a marketing framework look like? Build Network Communicate, Share Thoughts Collaborate on Ideas Challenge Team to Innovate IBM Network Professional Network Create FaceBook Advocacy Groups Create LinkedIn Groups Promote in status Use Beehive to create events & Promote programs in personal status & High5s Create Lotus Connections community Promote campaign in sametime messages. BlueTwit External Event teaser and offering updates on You Tube Store supporting files on Cattail Add actions identified from clients in social network as actions in Lotus Connections Activities Tag marketing programs, offerings and events on Dogear, RSS Use post event feedback to create Thinkplace Challenge and address opportunities presented to us from our clients Learn, Share Resources Create external blog to build connection with social network and create IBM Advocacy Communities Posts marketing blog updates on BlockCentral Personal Network Constantly growing influenced network Drumbeat Grassroots strategy engagement Innovative Growth Increased productivity Output Input Primary Optional Use RSS Feeds to automatically deliver new Content based on your preferences Create Brand Buzz & Build Relationships with Twitter Use Tagging & LinkBaiting eg Digg to increase search word success

Getting started
Build your social network and communities – Join and create groups
IBM: Beehive, Lotus Connections
External: Facebook, LinkedIn, Twitter, Xing, Sphinn, SecondLife, etc
Search for relevant bloggers that relate to your brand
Tag with key words and post to an RSS Feeder (aggregates your favourite sites so that you can manage the noise and work more productively
IBM: Doggear
External: del.i.cious, Digg, Stumble,
Consider linkbaiting to drive traffic back to your site (See Google trends)
Participate in the conversation
Leave commentary that will provide unique points of difference and drive the bloggers social network back to your website. Remember your objectives when responding. Make yourself known. Join bloggers social network
IBM BlogCentral, IBM Forum
External: Blog, WordPress, Digg, Stumble, LinkedIn Q&A, FaceBook Group Discussion Threads
Create your own blog.
Consider linkbaiting to drive people to your blog and ultimately to your company’s web site
Promote and leverage your social network to create a buzz. Remember Blogging is about the relationship between the blogger and their social network. It is powerful .
And lastly…………………..

Remember that you are no longer in control – this is about listening and participating in the conversation to build relationships and influence.

Real challenges are driving the need for collaborative solutions Need for Innovation Need for Execution Need to Empower Need to Connect
75% of CEOs indicated that collaboration was important to innovation and top source for new ideas
To thrive in this environment companies must: Weave communities into the product development process and Execute innovative ideas quickly
CEOs: Sources for ideas and innovation
Project based environments with more dispersed teams
Multi-modes of communicating and working drive the need for simpler ways to structure work activities and share information
Work is increasingly more complex - M&A, global companies, remote workers, offshoring, organization changes – leading to more interactions with unknown people
Organizations experiencing these conditions must find ways to transcend traditional boundaries, connect employees and help form high performing teams
Maturing workforce effecting critical areas of the global working population
To address the loss of critical knowledge organizations must harness knowledge capital and educate new workforces with unprecedented scale

G lobalization increases the complexity of integrating processes and operations HR IT R&D Operations Sales Finance Headquarters
Diverse architectures and networks
Functional and cross functional integration
Forming effective global teams
Integration across enterprises and with customers

New corporate competencies are required to operate in this environment 21 Leverages the power of global assets Taps into a universe of modular services Operates seamlessly across boundaries via global values, skills and processes Embraces open collaboration and knowledge sharing practices Makes informed choices within a global competitive market Secures unique value via specialization in a network of open partners The Globally Integrated Enterprise Operating Model Innovation Workforce enablement and effectiveness

The Enterprise of the Future is … Globally integrated 3 Hungry for change 1 Disruptive by nature 4 Genuine, not just generous 5 Innovative beyond customer imagination 2

CEOs see change coming from everywhere 2004 2006 2008 Market factors People skills Macroeconomic factors Globalization Regulatory concerns Technological factors Socioeconomic factors Environmental factors Geopolitical factors 84% 67% 42% 33% 44% 41% 48% 48% 35% External Forces Impacting the Organization Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130 Market factors People skills Technological factors Globalization Regulatory concerns Macroeconomic factors Environmental factors Socioeconomic factors Geopolitical factors

Are you ready?
Does your organization have a healthy appetite for change?
Have you seeded your organization with visionary challengers and provided them with the freedom to effect meaningful change?
Do you manage change as a structured program and measure change management effectiveness?
Do you have robust processes in place to incubate new product, service and business model concepts — and redirect investment when required?

Companies go after new customers in new markets Source: IBM Global CEO Study 2008, n = 609; * Total investments: all asset investments + all investments in R&D, marketing and sales Rise of purchasing power in rapidly developing economies and prosperity in Western economies 23.2% 27.5% Impact Investment* 19 % INCREASE

CEOs see more potential in a new class of customer Source: IBM Global CEO Study 2008, n = 609 Impact “ In the future, we will be talking more and more about the ‘prosumer’— a consumer/producer who is even more extensively integrated into the value chain. As a consequence, production processes will be customized more precisely and individually.” Hartmut Jenner, CEO, Alfred Kärcher GmbH Rise of the Informed and Collaborative Customer: The Information Omnivore

Are you ready?
Which of your offerings are breaking new ground, opening entirely new segments or markets?
What can you learn from them?
Are you systematically evaluating potential geographic markets?
How do you achieve the efficiencies of global brands, products and services while remaining locally relevant?
When customer preferences shift, are you the first to understand and act on this or do your competitors react more quickly?
Are you effectively integrating disparate data and systems to gain new customer insights?

“ A few years ago, we were a national company; now we’re a global company. Our integrated supply chain must adapt to meet demand in 50 countries. We’re going to have to bring people in from the outside.” Jim Guyette, President and CEO, Rolls-Royce North America

Are you ready?
Are you effectively integrating differentiating capabilities, knowledge and assets from around the world into networked centers of excellence?
Does your organization have a globally integrated business design (even if it does not have a global footprint)?
Do you have a detailed plan for global partnering and M&A?
Are you developing leaders that think and act globally?
Do you nurture and support social connections to improve integration and innovation?

Business model transformation erupts Business Model Innovation Focus Source: IBM Global CEO Study 2008; n = 1106 Multiple BMI Types 20% Industry Model Innovation 18% Enterprise Model Innovation 39% Revenue Model Innovation 23%

Are you ready?
Is a disruptive business model about to transform your industry? Is it more likely to come from you or your competitors?
Do you spend time thinking about where the next disruption will come from?
Are you watching other industries for concepts and business models that could transform your market?
Are you able to create space for entrepreneurs and innovative business models while continuing to drive performance today?

Corporate social responsibility rising on the CEO agenda “ Our company is investing extensively in corporate social responsibility. We need to be a reference in this domain. As the leader of the luxury industry, we have to stay ahead.” Yves Carcelle, Chairman and CEO, Louis Vuitton Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130 External Forces Impacting the Organization

Are you ready?
Do you understand your customers’ CSR expectations? How are you involving them in solutions?
Do you know which NGOs your customers listen to and are you collaborating with those groups?
Have you gained insights from current green initiatives that can be applied to your broader corporate social responsibility strategy?
Are you offering employees the opportunity to personally make a difference?
How do you ensure that actions taken throughout the enterprise — and the extended value chain — are consistent with your CSR values and stated policies?

Time’s Person of the Year

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