Energise 2 0 From Social Media to Social Business


Published on

From Social Media to Social Business.

Published in: Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Energise 2 0 From Social Media to Social Business

  1. 1. ENERGISE2-0.COMFrom SocialMedia to SocialBusinessDr. Jim Hamill and Alan Stevensonjim.hamill@energise2-0.comalan.stevenson@energise2-0.com@drjimhamill @ast3v3nson
  2. 2. A conversationnot a broadcastpresentation ENERGISE2-0.COM
  3. 3. The times they are a changin• Current leading-edge thinking is that we are on the verge of another tectonic shift: from Social Media to Social Business• A Social Business is one that develops innovative new work methods and processes by applying social thinking, social strategy, social culture, social organisation and social technologies to everything it does (internally as well as externally)• Organisations who ‘get this’ will survive and prosper - those who don’t will become 21st century dinosaurs ENERGISE2-0.COM
  4. 4. In Common? ENERGISE2-0.COM
  5. 5. HMV- Hopelessly Misplaced Vision ENERGISE2-0.COM
  6. 6. HMV- Hopelessly Misplaced Vision ENERGISE2-0.COM
  7. 7. Who Will Be Next? ENERGISE2-0.COM
  9. 9. The Future of Education ENERGISE2-0.COM
  10. 10. Spot the Dinosaur  ENERGISE2-0.COM
  11. 11. Agenda• What is Social Business and why has it become ‘mission critical’?• Implications for the public sector organisations, private businesses and you personally?• Some advice in ‘getting there’• Main barriers and obstacles in becoming a Social Business/Organisation and how to overcome• Practical next steps and key takeaways ENERGISE2-0.COM
  12. 12. Let’s start with afew questions? ENERGISE2-0.COM
  13. 13. Do You Need to Become Social?• Are you struggling with too many emails?• Attending too many meaningless meetings?• Wasting time looking for that file/information you know you have?• Dealing with more discerning and demanding customers?• Do you feel disengaged? ENERGISE2-0.COM
  14. 14. Do You Need to Become Social?• Can improvements be made in internal communications?• Improvements in knowledge sharing and business processes?• Improvements in external communications?• Faster response times?• Is your organisational structure too hierarchical? Does it encourage innovation? ENERGISE2-0.COM
  15. 15. Productive Time ENERGISE2-0.COM
  16. 16. Productivity Busters ENERGISE2-0.COM
  17. 17. Global Workforce Survey 2012 ENERGISE2-0.COM
  18. 18. Employee Engagement ENERGISE2-0.COM
  19. 19. eMail v. Social ENERGISE2-0.COM
  20. 20. A Better Way to Collaborate ENERGISE2-0.COM
  21. 21. What is Social Business and whyhas it become ‘mission critical’? ENERGISE2-0.COM
  22. 22. What Is Social Business?• A Social Business is one that develops innovative new work methods and processes by applying social thinking, social strategy, social culture, social organisation and social technologies to everything it does – to all value chain activities (sales, customer service, finance, logistics, HRM, quality, marketing, operations, internal processes, administration etc)• Potential business benefits include improved efficiency; agility and speed of response to rapidly changing market conditions; lower costs; increased sales; enhanced customer loyalty; employee engagement; enhanced partner and stakeholder relationships ENERGISE2-0.COM
  23. 23. What Is Social Business?• Social Business involves work methods, organisational structures and ‘mindsets’ which are radically different from the ‘Industrial Age’ command and control structures still used by the majority of organisations. The use of social media and the adoption of a social ‘mindset’ moves from the periphery to the core of your organisation• It is no longer just about Twitter and Facebook. The key challenge is the way in which your organisation embraces and cultivates a spirit of collaboration based on open communications, internally and externally. Being lean, nimble and responsive to dynamic change based on engagement and transparency ENERGISE2-0.COM
  24. 24. What Is Social Business?• A ‘4Cs Model’ can be used to explain the business benefits of ‘being social’• The key question to address is how can your organisation best use social technologies to build relationships and derive tangible business benefits from four main customer groups: – Existing Customers – Potential Customers – Internal Customers (Staff) – External Customers (Business Partners) ENERGISE2-0.COM
  25. 25. Potential Business BenefitsBased on an in-depth analysis of 4 key sectorsrepresenting 20% of global sales, McKinseyfound that social technologies could potentiallycontribute $900 billion to $1.3 trillion in annualvalue across the four sectors ENERGISE2-0.COM
  26. 26. Potential Business Benefits• Two thirds of the improvement would be from better collaboration and communication within and across enterprises• The average knowledge worker spends an estimated 28% of the workweek managing e-mail and nearly 20% searching information or finding colleagues to help with specific tasks. Using social media can cut down this time spent searching for information and people by 35%• Companies have an opportunity to raise the productivity high-skill knowledge workers by 20 to 25% ENERGISE2-0.COM
  27. 27. McKinsey ENERGISE2-0.COM
  28. 28. Not Just Productivity Improvements• Social Marketing – more cost effective and efficient• Social Customer Service – enhanced reputation and brand advocacy• Social HRM – improved staff engagement and loyalty• Social NPD – crowdsource NPD, faster speed to market acceptance, more cost effective• Social Relationships - enhanced partner and stakeholder relationships• Flexibility and speed of response• Etc ENERGISE2-0.COM
  29. 29. Why Now? ENERGISE2-0.COM
  30. 30. Why Now?Social Media + Mobile + The Cloud + BigData + Gen C= The End of Business as Usual ENERGISE2-0.COM
  31. 31. Why Now? ENERGISE2-0.COM
  32. 32. The Connected Customer ENERGISE2-0.COM
  33. 33. The Connected Customer is also the Connected Employee ENERGISE2-0.COM
  34. 34. Some Videos(Click to Open on YouTube) ENERGISE2-0.COM
  35. 35. Videos• Social Business – Rethinking Innovation, Organization and Leadership (from LeaderLab)• Business is changing but much of our management is still rooted in the Industrial Revolution. Why do we keep educating our leaders in old paradigms? Tear down the internal Berlin walls. Social software delivers a new paradigm for collaboration, sharing and crowdsourcing. The time has come to rethink the way we do business. Is your organisation ready? ENERGISE2-0.COM
  36. 36. Rethinking Innovation…….. ENERGISE2-0.COM
  37. 37. Videos• The Difference Between Social Media and Social Business, Sandy Carter of IBM• In the age of Social Customers and Social Employees, becoming a Social Business is not an option, it is a mandate. ENERGISE2-0.COM
  38. 38. IBM: Social Media v. Social Business ENERGISE2-0.COM
  39. 39. Videos• Social Media Revolution 2013• Why Social Business has become mission critical? ENERGISE2-0.COM
  40. 40. Social Business In Practice ENERGISE2-0.COM
  41. 41. Don Tapscott Gov 2.0• Don Tapscott Gov 2.0 ENERGISE2-0.COM
  42. 42. Social Business: CasesShare knowledge outside traditional government agency boundaries through this bespoke network ENERGISE2-0.COM
  43. 43. Social Business: CasesOne of the earliest users of Yammer; an internal knowledge sharing system for its government workers ENERGISE2-0.COM
  44. 44. Community for Policing professionals to share knowledge ENERGISE2-0.COM
  45. 45. Social Business: Cases Not-for-profit organization operating five R&D Centers partnering withgovernment sponsors. Now building as many collaboration and knowledge- sharing systems with partners as possible. ENERGISE2-0.COM
  46. 46. Social Business: Cases Replaced the existing manual recordkeeping process. Created a scalable, alerts-based track management system across 40,000 miles of rail that makes rail status information available to management. ENERGISE2-0.COM
  47. 47. Social Business: Cases Created an internal social network as early as 2008 that allows students tocollaborate remotely (delivering savings in the region of £300,000 per year in print, courier and administration costs) ENERGISE2-0.COM
  48. 48. The University’s “The Plant Accelerator, a $31 million research facility” makes significant volumes of data available to global clients ENERGISE2-0.COM
  49. 49. Social Business: CasesWiki drives 80% reduction in interdepartmental e-mail volume. ENERGISE2-0.COM
  50. 50. Social Business: CasesTo become “One Bupa” - a cohesive and unified global workforce; now sharing knowledge across Bupa’s 20 business units. ENERGISE2-0.COM
  51. 51. Social Business: CasesA global healthcare network matching healthcare professionals with those that need them. Developed as a result of the Haiti crisis. ENERGISE2-0.COM
  52. 52. A collaborative research platform (crowdsources insight and research aboutprotein structure analysis) run by the University of Washingtons Centre for Game Science and Department of Biochemistry. ENERGISE2-0.COM
  53. 53. Company Examples Videos ENERGISE2-0.COM
  54. 54. Other Salesforce Examples ENERGISE2-0.COM
  55. 55. Salesforce Examples ENERGISE2-0.COM
  56. 56. City of Boston ENERGISE2-0.COM
  57. 57. Boston Business Hub ENERGISE2-0.COM
  58. 58. Boston Business Hub ENERGISE2-0.COM
  59. 59. Boston Business Hub ENERGISE2-0.COM
  60. 60. Boston Business Hub ENERGISE2-0.COM
  61. 61. Boston Business Hub ENERGISE2-0.COM
  62. 62. Electrolux ENERGISE2-0.COM
  63. 63. Implications for the Public Sector, Business and You Personally ENERGISE2-0.COM
  64. 64. The Rules of Business Have Changed ENERGISE2-0.COM
  65. 65. Lets Discuss ENERGISE2-0.COM
  66. 66. Some Advice in ‘Getting There’Social Business Planning Pays ENERGISE2-0.COM
  67. 67. Simplified Balanced Scorecard• Will ensure that the social business actions and initiatives you take are fully aligned with and supportive of your overall business goals and objectives; that KPIs are agreed for monitoring and evaluating social media performance, business impact and ROI; and all key success factors are considered, especially the organization, people and resource aspects critical to successful strategy implementation• A Scorecard approach can also be very useful for internal and external communications – a simple framework to present social media goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders ENERGISE2-0.COM
  68. 68. Social Business Balanced Scorecard• Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation• The steps involved can be captured in a Social Media Strategy Map• Five key questions to address…… ENERGISE2-0.COM
  69. 69. Social Media Balanced Scorecard• What is the overall Social Business vision for your organisation/Dept?• What are the key objectives and targets to be achieved?• Who are your customers (include Internal Customers)?• What are the key actions and initiatives you need to take?• Organisation, Resource and People Issues ENERGISE2-0.COM
  70. 70. Social Business Balanced Scorecard ENERGISE2-0.COM
  71. 71. Barriers and Obstacles• Changing Organisational Culture and Work Processes is the biggest challenge NOT technology• Requires leadership and Social Business Champions• A range of technologies are available ENERGISE2-0.COM
  72. 72. From This ENERGISE2-0.COM
  73. 73. To This ENERGISE2-0.COM
  74. 74. To This ENERGISE2-0.COM
  75. 75. Social Business Technologies ENERGISE2-0.COM
  76. 76. Practical Next Steps ENERGISE2-0.COM
  77. 77. Be Social ENERGISE2-0.COM
  78. 78. Getting There• Present benefits of Social Business to the Senior Executive Team• Seek agreement in principle for a pilot project• Identify a priority project with potential for high ROI; agree KPIs and targets• Get Executive Sponsorship and appoint a Social Business Champion ENERGISE2-0.COM
  79. 79. Getting There• Assemble a team of early adopters and Social Business advocates• Project Planning and Implementation – apply Professional Project Management Procedures• Report Results• Develop Organisational wide Social Business Vision and Strategy ENERGISE2-0.COM
  80. 80. If you don’t think this is possible become a bird ENERGISE2-0.COM
  81. 81. MacroWikinomics Murmuration ENERGISE2-0.COM
  82. 82. Bob Dylan (Mashed Up ) Come gather round people Wherever you roam And don’t criticise What you cant understand Your sons and your daughters Are beyond your command Your old road is Rapidly agin‘ Then you better start swimmin’ Or youll sink like a stone For the times they are a-changin’ ENERGISE2-0.COM
  83. 83. Thank You Questionswww.energise2-0.com ENERGISE2-0.COM
  84. 84. Social Business at www.energise2-0.com ENERGISE2-0.COM
  85. 85. Social Business at www.energise2-0.com ENERGISE2-0.COM