Successfully adopting social media into your business for digital leaders masterclass (2)

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Successfully adopting social media into your business for digital leaders masterclass (2)

  1. 1. Successfully Adopting Social Mediainto your BusinessStuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutionsibm.co/smcraestuart.mcrae@uk.ibm.comwww.twitter.com/smcraewww.linkedin.com/in/stuartmcrae © IBM Corporation 2011www.facebook.com/sjmcraewww.smcrae.com
  2. 2. Not just Digital by Default …… the world is becoming Social by DefaultThe Internet evolved from Publishing to Transactions to Conversations …… transforming the way business is done along the way Employees: are already using social networking tools in their private lives Customers: are engaging in conversations about & with organisations Partners: are interacting continually to accelerate business value Organizations: are crowd-sourcing ideas to improve outcomes © 2012 IBM Corporation 2
  3. 3. UK Citizens are Adopting Social Networking Social Behavior Types: Active social networkers 19.27m Messagers and 44% mailers Content sharers 40% Joiners &Source: GlobalWebIndex, Global Map of Social Networking 2011, 28% www.globalwebindex.net creators of groups © 2012 IBM Corporation 3
  4. 4. Engaging Better with the Public © 2012 IBM Corporation 4
  5. 5. "... the continuation of Politik by other means" - Clausewitz © 2012 IBM Corporation 5
  6. 6. What is a Social Business? A Social Business is one that embraces networks of people to create business value A Social Business is: Engaged Transparent Nimble © 2012 IBM Corporation 6
  7. 7. Social Media vs. Social Business Social Media Social Business Nimble Engaged Transparent Broadcast Conversation Primarily Marketing and Organisational Transformation Public Relations driven & Business Process Optimisation © 2012 IBM Corporation 7
  8. 8. Becoming a Social Business is a Journey.Where are you starting from? Your culture, your strengths,your weaknesses, your issues, your needs © 2012 IBM Corporation 8
  9. 9. Becoming a Social Business is a Journey.Where are you going to? What do you want to achieve? Together. © 2012 IBM Corporation 9
  10. 10. So First, You Need To Decide... What problem are you trying to solve? © 2012 IBM Corporation 10
  11. 11. A New Strategic Direction?Transform the way we operate © 2012 IBM Corporation 11
  12. 12. To Fix a Headache? Reduce cost of delivering services © 2012 IBM Corporation 12
  13. 13. Maybe You Have An Idea? This way we can increase user satisfaction © 2012 IBM Corporation 13
  14. 14. Or Just Want To Do What You Do, Only Better? We are the best in class. Lets stay there. © 2012 IBM Corporation 14
  15. 15. Unless you know what you want to achieve...… you cant figure out what Successful Adoption is © 2012 IBM Corporation 15
  16. 16. Where to start?No shortage of reasons to act, but which are important to you? “Reduce Email Overload “Increase Employee “Organisational Satisfaction” Agility” Collab. Churn” Social Business Intranet Transformation C Renewal ult i al Ch ur al Soc “Faster time t an ne “Improve to Market” ge ra Int Service Quality” “Reduce Cost of b2 Doing Business” b2b c Social ExceptionalBusiness Social Social CustomerProcess Business Media ExperiencesImprovement Awareness b2 e “Improve m “Address New b2 r So Customer Loyalty” Markets” y ou c ial g Se Brin vic e n tim De Brand e nt Consumerisation Own Social Monitoring CRM & Management “Increasingly “Reduce Mobile Workforce” Knowledge Management Risk” © 2012 IBM Corporation 16
  17. 17. Key Areas for Social Transformation Beyond the CustomerMarket Social Sentiment and Understanding & Influencing your Market Strategy & Business Adoption Engaging your CustomerCustomer Exceptional Web Experiences and the new Multi-Channel Challenge Beyond the EnterprisePartner Extending Collaboration to Partners, Suppliers and the Channel Social Collaboration & TransformationEmployee Social Intranets Empower the Workforce to Improve Customer Service & Business Processes Increasing Transformational Complexity © 2012 IBM Corporation 17
  18. 18. Key Areas for Public Sector Social Transformation Public SentimentPublic Social Sentiment and Engagement with the Public Internal Social Collaboration underpins successful External Engagement Service DeliveryCitizen Citizen Self Service and Community Empowerment Social EnterprisePartner Engagement with volunteers, communities, NGOs, charities and service provision partners Social Collaboration & TransformationEmployee Social Intranets Empower the Workforce to Improve Service Provision Increasing Transformational Complexity © 2012 IBM Corporation 18
  19. 19. Success in Focussed, Tactical ProjectsBuilds Confidence for Strategic TransformationExternal TIMEInternal Tactical (Aspirins) (Vitamins) Strategic © 2012 IBM Corporation 19
  20. 20. Being a Social Business isnt about just one initiativeMarket Social Media Social Sentiment Marketing Analysis Programs External Task Specific Web Social Networking Accounts Social Media Site BasedCustomer Help Desk User Forums Employee Personal Social Channel Networking Partner Accounts PartnerPartner Portal Collaboration Social Social Enabled CRM BPM Employee Social CollaborationEmployee Informal (Ad Hoc) (Business Processes) Formal © 2012 IBM Corporation 20
  21. 21. The Internal Social Collaboration Platform... underpins employee Adoption of Social (inside & outside)... creates an Agile organisation to React to external events © 2012 IBM Corporation 21
  22. 22. Adoption is Driven by Users changing theirBehaviour because of compelling Use Cases © 2012 IBM Corporation 22
  23. 23. But your Users arent Social Collaboration experts,they need help and guidance on the use cases © 2012 IBM Corporation 23
  24. 24. Not Training, but Practical Advice on howSocial Tools make it Easier to do their job Well © 2012 IBM Corporation 24
  25. 25. Give your Users the Gift of Success Stories:Best Practices for Working Better © 2012 IBM Corporation 25
  26. 26. Finding the People with the Expertise to Help People Tags identify subject matter experts and help people with Questions find people with the Answers Business Cards link from Content to the Experts on it © 2012 IBM Corporation 26
  27. 27. Find the People you Needthrough the People you Know ● Who do they Communicate with a lot? ● Who is in the same Communities? ● Who is involved with the same Activities? ● Who Blogs about the same sort of thing? ● Who Tags their Files with the same topics? ● Who Bookmarks the same sites? Which people have similar interests Who works closely with them? © 2012 IBM Corporation 27
  28. 28. Reaching New People & Building your Network Contact Numbers, Presence & IM, Communities, Colleagues, Content, E-mail Tag, Connect or Follow colleagues © 2012 IBM Corporation 28
  29. 29. Engaging in Open Conversations not Private ones(fully open, or just within a community, as appropriate) Lead, Learn, Teach, Spread, Engage, Improve, Motivate, Influence, Advocate, Recognise, Understand, Create Value © 2012 IBM Corporation 29
  30. 30. Finding Content through the People you Know(or can Find) Places Bookmarks © 2012 IBM Corporation 30
  31. 31. Finding Content in theContext of the People who can Help You to Use It © 2012 IBM Corporation 31
  32. 32. Social SharingAdds Credibility & Discoverability to content What do others think of it? Who else understands it? Have they improved it? Recommendations, Downloads, Comments, Versions, Sharing, Folders, Authors Tags. Not just Share with, but also Share on, and Share within a Community © 2012 IBM Corporation 32
  33. 33. Finding the Distilled Knowledge of the Experts Communities let users with COMMON INTERESTS connect themselves across the enterprise - and puts CONTENT they share into the CONTEXT of the EXPERTS who can help you to use it AGGREGATE different People, Content Types, Discussions and Activities into one CONTEXT where users can easily find it © 2012 IBM Corporation 33
  34. 34. Search across all available content(including external content that others found useful) Content Tags (Social Bookmarks) share ideas & content across organisational boundaries and connect you to people with similar interests or problems © 2012 IBM Corporation 34
  35. 35. InnovationNot just about brainstorming ideas … but putting them into action ● Brainstorm ● Comment ● Vote ● Evaluate ● Graduate ● Action © 2012 IBM Corporation 35
  36. 36. Activity StreamsKeeping Users Informed what is going on in their Network & Communities(without filling up their inboxes) © 2012 IBM Corporation 36
  37. 37. Social Analytics increase AdoptionDrawing attention to things you need to know ● Who should I know about? ● How can I reach them? ● Which content has been updated? ● What new content might interest me? … and, please, not by sending me email! © 2012 IBM Corporation 37
  38. 38. Accessibility where Users Work drives Adoption● Browser ● Portal Pages● Client Platforms ● RSS Aggregators● Document Editors ● Web Applications● Email Clients ● Business Apps● Browser Plugins ● Mobile Devices● ... ● ... © 2012 IBM Corporation 38
  39. 39. Significantly Increased Use from Mobile Device accessAnytime, Anywhere, on Any Device Either via a Mobile Browser or a Mobile App. from any Smartphone or Tablet platform © 2012 IBM Corporation 39
  40. 40. The Social Intranet: More than Social AppsAn integration layer on top of existing Collaboration, Repositories, etc. Mobile Browser Desktop Social Collaboration Platform Business Unified Apps Comms ERP, Presence, BPM, IM, Web Audio, Apps, Video, Workflow, Team Meetings, Internet Search etc. Spaces ECM WCM Telephony E-Mail © 2012 IBM Corporation 40
  41. 41. Where is the Motivation to Adopt?Why should users change their behaviour? Why does my Why do I organisation care? care? © 2012 IBM Corporation 41
  42. 42. I want to... … help others … make my work easier … get home on time … do my job better … sell more … get promoted … be … be recognised appreciatedfor what I achieve … find a new role © 2012 IBM Corporation 42
  43. 43. Information OverloadWe need to change behaviour “You will need to know this sometime, so I will send it to you now” “... and me” “... and me” “... and me” “... and us too” “... and us too” “... and us too” “... and us too” Email Model © 2012 IBM Corporation 43
  44. 44. The New Paradigm: Social Knowledge Sharing “You will need to know this sometime, so I will send it to you now” “We share what “We share what “Weknow!”what we share what “We know” “... and me” we share we know” we know” “... and me” “... and me” “... and us too” “... and us too” “... and us too” “... and us too” Email Model “I know I can discover what I need, when I need it” Social Media Model“It’s not information overload. It’s filter failure.” - Clay Shirky © 2012 IBM Corporation 44
  45. 45. All Organisations Have Silos © 2012 IBM Corporation 45
  46. 46. Social Empowers Employees to Work Across Them © 2012 IBM Corporation 46
  47. 47. What makes a Social Project a success? It’s not measured as 100% involvement … … but by whether you address the BUSINESS NEEDM ajor contributors account for about (On average…your company may vary)15-20% of the total workforce To be considered a S uc c es s , you just need to get these people to be more pro duc tive … a nd to get everyo ne els e to us e what they are s ha ring © 2012 IBM Corporation 47
  48. 48. Five Steps to Successful Adoption1. Users must TRUST the solution to INVEST in using itTell Users about theSTRATEGIC INTENTand the expectedBUSINESS IMPACTLaunch with clear UsageGuidelines, broad Access andPopulated content © 2012 IBM Corporation 48
  49. 49. Five Steps to Successful Adoption2. Understand initial USE CASES and explain WHY users should use themAlign user messages with the keyBUSINESS CHALLENGESand the expected ROIArticulate how the solutionHELPS USERSin their work and makes their livesEASIER © 2012 IBM Corporation 49
  50. 50. Five Steps to Successful Adoption3. Provide LEADERSHIP through HIGH PROFILE usersEducate key Executives,Business Leaders andExperts, on the goals & get themENGAGEDOne to one education,reverse mentoring,enable their assistants,etc... © 2012 IBM Corporation 50
  51. 51. Five Steps to Successful Adoption4. Recruit a CHAMPIONS Community and ENABLE & SUPPORT themTo encourage fasterVIRAL ADOPTIONby prepolutating content,nurturing communities& recruiting new usersProvide a SUPPORT NETWORK& CONTENT to help train othersUse them to identify INHIBITORS& create SUCCESS STORIES © 2012 IBM Corporation 51
  52. 52. Five Steps to Successful Adoption5. Analyse, survey, assess, review and TAKE ACTIONDocument SUCCESSESand market themwidely and via many channelsFind the BARRIERS to adoption(Technical, Cultural, Management)and REMOVE THEMvia Executive Sponsors © 2012 IBM Corporation 52
  53. 53. Oh, and ONE MORE THINGSocial Collaborationmust become theWAY USERS WORKnotsomething else they need to doAS WELL AS WORK © 2012 IBM Corporation 53
  54. 54. Where do YOU want to start? What are the Challenges? Vision Enterprise & Cultural Commitment Transformation Leadership Identification Business Process Improvement Sponsorship Funding Deployment Incremental Collaboration Business Case Enhancements Adoption © 2012 IBM Corporation 54
  55. 55. Example: “USDA is an every day, every way Department and we want to connectwith people in ways that are the most convenient and effective for them.” While 78% of consumers trust other consumers…only 14% trust advertisements. Bloggers and forums can deliver messages with independent credibility Spring brings oohs and aahs – wildflower season begins to bloom across national forests and grasslands © 2012 IBM Corporation 55
  56. 56. Example:Validating Goals and Strategy across a Diverse & Distributed Organisation Professional Social Network Platform “bringing people together” virtually connect UN members across 132 countries Cultural Theme Culture Questions 1 2 3 4 5 C = Current D = Desired Boundaries Isolated functions Cross functional cooperation Teaming Individual competitive Team oriented Learning Slow adopting new skills Continuous Learning Culture Management Style Controlling Delegating Horizontal Comms Bureaucratic, formal channels Free communication up the org Open Comms Guarded Communication Open Communication Initiative Follow specific instructions Take initiative Risk Tolerance Punish mistakes Learn from mistakes Pace Slow, cautious pace Fast pace Rules / Process Keep to rules Ignore rules Hierarchy Many organizational layers Few organizational layers © 2012 IBM Corporation 56
  57. 57. Example: Counter TerrorismVisualise Networks Based on Interactions …identifying the bad guys and their friends © 2012 IBM Corporation 57
  58. 58. Example: Childrens Hospital, Boston Video access to a Community of Specialists for childcare in the Developing WorldMasters site Run by IBM Videos HD / Avatars / Content Distributed Solution Runs from USB Drive Cloud Based Updates Learning powerful “Teaming Social Network Dr J. Burns, Childrens Skills”, different locations, Hospital Boston generating “hypothesis” http://www.youtube.com/watch?v=GW_5WSxzBFo © 2012 IBM Corporation 58
  59. 59. Example:Find and Use Most Trusted Tippers in your Business ProcessesOLD PROCESS: Direct Mail, eMail, Telephone, Advertising, PR, Events Marketing ProcessSOCIAL ENABLED PROCESS: Chilean Government Found China wine Found tippers Gained trust communities Sent wine sample Entered China market Joined conversations Engaged in contests … new ways of thinking drive exceptional results © 2012 IBM Corporation 59 59
  60. 60. IBM is transforming itself into a Social Business IBM Internal Social Business StoryOrganize Key • 1997: Recommends that its employees get out onto the Internet – at a time when manyContent companies were seeking to restrict their employees’ Internet access • 2005: Makes a strategic decision to encourage IBMers to participate in the blogosphereBroadcast • 2007: Launches Connections, its own enterprise social networking platformInformation • 2008: Introduces social computing guidelines to encompass virtual worlds & sharing of rich media • 2009: Opens IBM Center for Social Software to help IBM’s global network of researchersFind collaborate with corporate residents, university students and facultyInformationFind Experts IBM Employee Social Media Usage • 75% IBMers use w3 (IBM intranet) every dayShare • 1m daily page views of internal wikisKnowledge • 17,000 individual blogs • 198,000 IBMers on Facebook • 25,000 tweetersAsk and • 300,000 LinkedIn (most in world)Answer • 15m downloads of employee-made podcastsQuestions • 380k sametime users • 400,000 employee profiles on IBM Connections, IBM’s social networking initiative that allows employees to share status updates, collaborate on wikis, blogs and activity, share files. IBM now advise their clients from a ‘having been there / having done it’ perspective © 2012 IBM Corporation 60
  61. 61. Enabling Inclusive Government Citizens SocialEnterprises Businesses Social Networks Open Data Social Media Cloud Computing Government Agencies Social Collaboration Government Employees © 2012 IBM Corporation 61 61
  62. 62. My Links● Evolution of the Social Business (BCW) ­ http://www.businesscomputingworld.co.uk/evolution-of-the-social-business/● Blog post on Social Business 2012 trends ­ http://smcrae.posterous.com/social-business-in-2012IBM Links● The Business View of Social Business ­ http://www.ibm.com/socialbusiness● Video Case Studies around Social Business ­ http://www.ibm.com/software/collaboration/videos● The IBM Social Business Platform & Products ­ http://www.ibm.com/social● Becoming a Social Business Community on the IBM web site ­ http://ibm.co/adoptsocial● IBMs Own Social Business Transformation Story (by IDC) ­ ftp://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf● IBMs Social Computing Guidelines ­ http://www.ibm.com/blogs/zz/en/guidelines.html © 2012 IBM Corporation 62
  63. 63. Thank You.Stuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutionsibm.co/smcraestuart.mcrae@uk.ibm.comwww.twitter.com/smcraewww.linkedin.com/in/stuartmcrae © IBM Corporation 2011www.facebook.com/sjmcraewww.smcrae.com
  64. 64. © IBM Corporation 2012. All Rights Reserved.The information contained in this publication is provided for informational purposes only. While efforts were made toverify the completeness and accuracy of the information contained in this publication, it is provided AS IS withoutwarranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans andstrategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arisingout of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publicationis intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers orlicensors, or altering the terms and conditions of the applicable license agreement governing the use of IBMsoftware.References in this presentation to IBM products, programs, or services do not imply that they will be available in allcountries in which IBM operates. Product release dates and/or capabilities referenced in this presentation maychange at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended tobe a commitment to future product or feature availability in any way. Nothing contained in these materials isintended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in anyspecific sales, revenue growth or other results.IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld andLotusphere are trademarks of International Business Machines Corporation in the United States, other countries, orboth. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks ofAdobe Systems Incorporated in the United States, and/or other countries. Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, othercountries, or both. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registeredtrademarks of Intel Corporation or its subsidiaries in the United States and other countries.UNIX is a registered trademark of The Open Group in the United States and other countries.Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company,product, or service names may be trademarks or service marks of others.. Exceptional Web Experience Conference 2012 - © 2012 IBM Corporation 64

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