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Get social Do Business jeannemurray UN Women Natl Conf

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Presentation for: United Nations Women United States National Committee , annual conference. …

Presentation for: United Nations Women United States National Committee , annual conference.
Get Social, Do Business: Social networking helps people connect, share information, and collaborate more effectively. At IBM and other "social businesses", organizations have the ability to build relationships, service customers, and drive innovation faster than competitors. In this session you'll learn elements of a successful social business strategy: how you can apply social to your business.

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  • 1. June 11, 2011Get Social, Do Business Developing a successful social business strategyJeanne MurrayProgram Manager, IBMPresentation for: UN Women National CommitteeUnited States Annual Conference © 2011 IBM Corporation
  • 2. Social networking helps people connect, share information, and collaborate more effectively. At IBM and other "social businesses", organizations have the ability to build relationships, service customers, and drive innovation faster than competitors. In this session youll learn elements of a successful social business strategy: how you can apply social to your business.2 © 2011 IBM Corporation
  • 3. http://youtu.be/qY23QxJLWgY © 2011 IBM Corporation
  • 4. 4 © 2011 IBM Corporation
  • 5. Connecting people, breaking downtraditional boundaries and silosgeographical…organizational…hierarchical…generational © 2011 IBM Corporation
  • 6. The most forward-thinking companies… activate networks of people that apply relevant content and expertise to improve and accelerate how things get done, delivering unprecedented return for the time invested.Why Social Business matters...95% of standout Standout organizationsorganizations will focus are 57% moremore on “getting closer likely to allow theirto the customer” over people to use socialthe next 5 years. and collaborative tools.– IBM CEO Study 2010 – IBM CHRO Study 2010 © 2011 IBM Corporation
  • 7. “the workplace” 170 countries, 400K+ employees worldwide 70+ acquisitions since 2002 More than 50% regularly work away from traditional IBM offices 73% of managers have remote employees 24 x 7 x 365 © 2011 IBM Corporation
  • 8. Collaboration drives business valueEnabling people to work smarter together Unlocking innovation through broad participation Fostering deep insightful relationships © 2011 IBM Corporation
  • 9. External internet Internal intranet Team Share Communities Activities Smart collaboration Individual Share Innovation Relationships Wiki Blog Files Person Bookmarks Forums Profile Micro-blogging © 2011 IBM Corporation
  • 10. Working smarter together © 2011 IBM Corporation
  • 11. Innovation through broad participation © 2011 IBM Corporation
  • 12. Fostering relationships Jeanne Murray © 2011 IBM Corporation
  • 13. About* About*• • Collaboration 2.0 available toto 400k of us Collaboration 2.0 available 400k of us • • 1170 countries, 2k locations, 140k+ remote workers 1170 countries, 2k locations, 140k+ remote workers• • Profiles: 631,000; 1 1 M+ searches/week Profiles: 631,000; M+ searches/week• • Communities: 33,600; 329k members, Communities: 33,600; 329k members, 80k users/month 80k users/month• • Blogs: 32,000; 10,400 very active bloggers, Blogs: 32,000; 10,400 very active bloggers, 74k users/month 74k users/month• • Files: 225,000; 5.2M downloads, Files: 225,000; 5.2M downloads, 211k users, 71k user/month 211k users, 71k user/month• • Activities: 171,000; 2.3M entries, Activities: 171,000; 2.3M entries, 346K members, 70k users/month 346K members, 70k users/month• • Wikis: 29.800 with 263.000 pages and Wikis: 29.800 with 263.000 pages and 69k users/month 69k users/month• • Bookmarks: 1.1M; 3.1M tags, Bookmarks: 1.1M; 3.1M tags, 32k users 32k users• • Instant Messages: 11M+ a a day Instant Messages: 11M+ day• • Web Conferences: 19k with 103k users and Web Conferences: 19k with 103k users and 8.3M connection minutes per month 8.3M connection minutes per month © 2011 IBM Corporation
  • 14. Developing your social business strategy1. Decide where to focus2. Understand key components of a social culture3. Develop capabilities that lead to the business value © 2011 IBM Corporation
  • 15. 1. Focus your strategy Acquire new Retain best Leverage customers customers loyalist customers customers Improve Get current Deal betterCustomer marketing effectiveness customers to buy more with blows to reputation more reputationValue Improve Improve Improve Find unmet sales customer customer effectiveness service needs © 2011 IBM Corporation
  • 16. 1. Focus your strategy Acquire new Retain best Leverage Reduce cycle Capitalize on Improve customers customers loyalist time for innovative company company customers product approaches processes customers development Improve Get current Deal better Provide Encourage Improve OperatingCustomer marketing effectiveness customers to buy more with blows to reputation employees with better endorsements endorsements of products shared shared services Efficiency more reputationValue information by loyalists Improve Improve Improve Find unmet Improve Deal with with Reduce labor sales customer customer effectiveness reputational time on effectiveness service needs of sales risks processes channels © 2011 IBM Corporation
  • 17. 1. Focus your strategy Acquire new Retain best Leverage Reduce cycle Capitalize on Improve customers customers loyalist time for innovative company company customers product approaches processes customers development Improve Get current Deal better Provide Encourage Improve OperatingCustomer marketing effectiveness customers to buy more with blows to reputation employees with better endorsements endorsements of products shared shared services Efficiency more reputationValue information by loyalists Improve Improve Improve Find unmet Improve Deal with with Reduce labor sales customer customer effectiveness reputational time on effectiveness service needs of sales risks processes channels Increase Develop new Improve return on businesses product company differentiation differentiation assets Generate Eliminate ImproveOperating income on income on intellectual waste across the v brand awarenessExcellence capital enterprise Drive Shorten time Improve effectiveness to market demand of supply generation chain activities © 2011 IBM Corporation
  • 18. 1. Focus your strategy Acquire new Retain best Leverage Reduce cycle Capitalize on Improve customers customers loyalist time for innovative company company customers product approaches processes customers development Improve Get current Deal better Provide Encourage Improve OperatingCustomer marketing effectiveness customers to buy more with blows to reputation employees with better endorsements endorsements of products shared shared services Efficiency more reputationValue information by loyalists Improve Improve Improve Find unmet Improve Deal with with Reduce labor sales customer customer effectiveness reputational time on effectiveness service needs of sales risks processes channels Increase Develop new Improve Recruit Enable Develop return on businesses product stellar employees to employee company differentiation differentiation employees represent the competencies assets company Generate Eliminate Improve Enhance Improve Engage inOperating income on income on waste across brand employee employee the People intellectual the v awareness /leader /leader v performance community & CultureExcellence capital enterprise interactions Drive Shorten time Improve Share best Improve Strengthen effectiveness to market demand practices employee culture of supply generation climate chain activities © 2011 IBM Corporation
  • 19. 2. Key elements of a social culture TransparentEngaged Removing unnecessaryConnecting people – whether boundaries inside and outsidecustomers, partners or employees the organization to allow your– as networks to drive innovation people and culture to reflect your brand and your values Nimble Leveraging these networks to speed up business, gain real- time insight, and make quicker and better decisions © 2011 IBM Corporation
  • 20. 3. Build social business capability the ability to createConnect social networks by finding people and expertise, and by identifying relationships © 2011 IBM Corporation
  • 21. 3. Build social business capability the ability to createConnect social networks by finding people and expertise, and by identifying relationships the ability to gain skill and insight from people and data in the social Learn network, and apply it to your work © 2011 IBM Corporation
  • 22. 3. Build social business capability the ability to createConnect social networks by finding people and expertise, and by identifying relationships the ability to gain skill and insight from people and data in the social Learn network, and apply it to your work the ability to use social networks to form groups, discover availableOrganize resources, and execute work items across organizational structures © 2011 IBM Corporation
  • 23. 3. Build social business capability the ability to gather the ability to create stakeholder input, buildConnect social networks by Decide buy-in, convey authority finding people and for, disseminate, and expertise, and by respond to decisions identifying relationships using the social network the ability to gain skill and insight from people and data in the social Learn network, and apply it to your work the ability to use social networks to form groups, discover availableOrganize resources, and execute work items across organizational structures © 2011 IBM Corporation
  • 24. 3. Build social business capability the ability to gather the ability to create stakeholder input, buildConnect social networks by Decide buy-in, convey authority finding people and for, disseminate, and expertise, and by respond to decisions identifying relationships using the social network the ability to gain skill and insight from people the ability to evaluate, and data in the social analyze, and respond to Learn network, and apply it to Respond solicited and unsolicited your work ideas, people, and data in the social network the ability to use social networks to form groups, discover availableOrganize resources, and execute work items across organizational structures © 2011 IBM Corporation
  • 25. 3. Build social business capability the ability to gather the ability to create stakeholder input, buildConnect social networks by Decide buy-in, convey authority finding people and for, disseminate, and expertise, and by respond to decisions identifying relationships using the social network the ability to gain skill and insight from people the ability to evaluate, and data in the social analyze, and respond to Learn network, and apply it to Respond solicited and unsolicited your work ideas, people, and data in the social network the ability to use social the ability to recognize networks to form groups, opportunities and discover available deficiencies, expressOrganize resources, and execute Optimize perspectives, and work items across implement changes to organizational structures improve responsiveness and accuracy © 2011 IBM Corporation
  • 26. In cultivating the capabilities, the culture maturesCAPABILITIES  Start anywhere - maturity progresses around the circle of Capabilities, as well as within each Capability  As organizations become more mature in their Capabilities, they achieve the Social Business Qualities of: Engaged, Transparent and Nimble  As the social business matures, the Capabilities converge and become co-dependent © 2011 IBM Corporation
  • 27. Get Social. Do Business.http://youtu.be/PHX-HNTce6U © 2011 IBM Corporation