Social Business

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A presentation I did for the participants at the course Social Media Manager at IBC in March 2013

A presentation I did for the participants at the course Social Media Manager at IBC in March 2013

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  • 1. Source:The Human Face of Big DataSocial BusinessIBC: Social Media Manager
  • 2. Kasper RisbjergSocial Business Manager, IBMIBM i Danmark siden 2011IBM HQ i NewYork City officielt fra igårAnsvaret for IBM SelectAutodidakt men med en akademiskbaggrund...PassionerSociale BusinessFremtidens uddannelseKulturKaffeTwitter: @kasperrisbjergLinkedIn: linkedin.com/in/kasperrisbjerg/Mail: risbjerg@dk.ibm.comWebsite: kasperrisbjerg.dk
  • 3. Day 1Introduction to Social Business 12:30 - 13:15Break 13:15 - 13:30Social Media Listening - part 1 13:30 - 14:00Tool: Falcon Social 14:00 - 14:30Break 14:30 - 14:45Social Media Listening - part 2 14:45 - 15:15Exercise 15:15 - 16:00Day 2Social CRM 09:00 - 09:45Break 09:45 - 10:00Drive workforce productivity and effectiveness 10:00 - 10:30Accelerate innovation 10:30 - 11:00Break 11:00 - 11:15Case study: IBM 11:15 - 12:00Lunch 12:00 - 12:30Tool: Connections 12:30 - 13:00Break 13:00 - 13:15The Customer Decision Journey 13:15 - 13:45Exercise 13:45 - 14:30Break 14:30 - 14:45Employees as Brand Advocates 14:45 - 15:30Agenda
  • 4. 8
  • 5. 8
  • 6. Social BusinessSource: IBM:“Liking” Isn’t Leading
  • 7. Social MediaSource: http://blog.socialmaximizer.com/wp-content/uploads/2013/02/social_media.jpg
  • 8. Social MediaSource: http://blog.socialmaximizer.com/wp-content/uploads/2013/02/social_media.jpg100.000Likes onFacebook200retweetsan hourGettingyourproductpinned
  • 9. Social MediaSource: http://blog.socialmaximizer.com/wp-content/uploads/2013/02/social_media.jpg• How does that drive revenue?• How does that attract talent?• How does that bridge the collaboration gaps?• Is that true engagement?• Are those likes even from your customers?• Does that improve the experience of your customers?• Does that help you to innovate?• Does it help your customer-facing representatives tap intoyour organizational knowledge and expertise?
  • 10. So why is this important?• 15 years ago no one would buybooks online• Now e-commerce is the norm• Human behavior has changed• There’s no online business - onlybusiness• The same shift is unfolding nowwith social technologies• Think about what social media willbe like in five yearsSource: http://beta.mevvy.com/wp-content/uploads/2012/10/How-To-Get-Started-In-E-Commerce-on-mevvy.com_.jpeg
  • 11. So why is this important?Source: IBM CEO Study 2012
  • 12. So why is this important?Source: IBM CEO Study 2012
  • 13. So why is this important?
  • 14. The social evolution• Half the world’s population isonline• Everyone of them are mobile• Facebook has 1 billion users• LinkedIn is used in everycountry• Twitter has around 200 millionusers• 3/4 of Fortune Global 100 areusing external social platforms• It’s no longer just a sandbox forkidsSource: http://frankmedia.com.au/wp-content/upLoads/2012/05/social-evolution.jpg
  • 15. That is where social media islocated - in marketingSource: http://blogs-images.forbes.com/johnkotter/files/2011/05/Too-Many-Silos.jpg
  • 16. Social Business• Social technologies are aboutmore than engaging your fansand getting likes• It’s about building communitieswithin your workforce wherecolleagues create and shareideas• It’s about empowering yourcustomers and partners to helpbuild your brand• And you need to break downthe silos in your organizationSource: http://chriscollison.files.wordpress.com/2011/09/silo.jpg
  • 17. Social BusinessSome key characteristicsIt’s engagingDeeply connecting people, includingcustomers, employees and partners, tobe involved in productive and efficientwaysIt’s transparentRemoving boundaries to information,experts and assets, helping people alignevery action to drive business resultsIt’s nimbleSpeeding up business with informationand insight to anticipate and addressevolving opportunitiesSource: IBM:“Liking” Isn’t Leading
  • 18. Social BusinessIt’s basically about embeddingsocial tools and practices into theongoing activities and processes ofthe organization...Source: IBM:“Liking” Isn’t Leading
  • 19. • A social workforce is a smarterworkforce• Humans are social animals evenat work• They know the value of social• You need to create culture that’ssocial• Picture a company that doesn’tfollow the flow of a strictorganizational chart, but thrivesas a network of communitiesSocial BusinessSource: IBM:“Liking” Isn’t Leadinghttp://www.fmsasg.com/SocialNetworkAnalysis/SocialNetworkAnalysis_Graph.gif
  • 20. The business opportunities• Finding new customers can cost up to5 times as much keeping those youhave• The typical knowledge worker spend13 hours a week going through emails• 9 hours a week is used to trackingdown information• Social technologies could improvecommunication productivity by 25-35%• Same goes for searching forinformation and collaborating. Overallgain is 20-25%• Top-line growth can improve 3-11%Source: IBM Institute for BusinessValue:The business of social businesshttp://www.mckinsey.com/insights/mgi/in_the_news/reaping_the_rewards_of_enterprise_social
  • 21. The importance of culture• Nearly 3/4 of companies reportunderprepared for the requiredcultural change• 2/3 don’t understand the impactsocial technologies have on theirorganizations over the next threeyears• It requires openness and leadership• Working for a company where youmatter• Social technologies makeorganizations seem flat• Social Business humanize businessSource: IBM Institute for BusinessValue:The business of social businesshttp://comerecommended.com/files/2011/05/company-culture.jpg
  • 22. Size & function doesn’t matter...Source: Christian Carlsson
  • 23. Source: http://craigtowens.files.wordpress.com/2012/06/open-door.jpg
  • 24. • Almost any company uses socialmedia externally, but outperformingcompanies are using it to driveinternal collaboration• Participation in supply chainsdemands knowledge sharing andaccess to insights• Customers expect companies to pasttransactions and tap into theircollective expertise to solveproblemsSource: http://www.theemotionmachine.com/wp-content/uploads/productivity.jpgDRIVE WORKFORCE PRODUCTIVITYAND EFFECTIVENESS
  • 25. • Create an infrastructure thatallows employees to set upcollaborative spaces andindividual profiles• Integrate collaborative tools inday-to- day work activities,projects and processes• Mine social interactions toidentify influence leaders andunderstand future trendsIncreasing transparency andvisibility of knowledgeSource: http://3.bp.blogspot.com/-cgo6OiGxSuE/US61eajpcrI/AAAAAAAAJZc/zaqz5n88tr8/s1600/fixing_transparency_will_fix_everything_.jpg
  • 26. • As markets and technologies changerapidly, organizations recognize theneed for individuals to continuallyupdate their skills.• Apply social tools to importantlearning initiatives• Incorporate gaming capabilities andsimulations into relevant work andlearning streams• Incorporate gaming capabilities andsimulations into relevant work andlearning streamsFinding and building expertiseSource: http://www.vipdictionary.com/img/share-expertise1.jpg
  • 27. • Use social techniques to identifyareas of improvement fromsuppliers and intermediaries• Apply crowdsourcing techniquesto augment the organization’sprocesses and skills• Incorporate social data toaugment cross organizationalprocesses and activitiesCollaborating outside theorganizationSource: IBM Institute for BusinessValue
  • 28. Case Study• Boston Children’s Hospital• Needed to capture the knowledgeand learning from colleagues aroundthe world• The hospital developed a network ofspecialists to share their knowledgeabout leading practices and toeducate medical students, residentsand practitioners• The hospital created a series oflearning modules, simulations andbest practices guides to providetimely guidance, simulate hands-onexperiences and improve skills of itsstaff and students.Source: http://images.forbes.com/media/lists/companies/childrens-hospital-boston_200x200.jpg
  • 29. ACCELERATING INNOVATION• Incorporating social capabilitiesinto the innovation process isanother highly important factor• Social tools are making it easierto acquire new ideas fromalmost anyone who touches theorganization• Management and employeesmust be prepared to takeadvantage of new ideas,regardless of their source oforiginSource: http://www.photo-dictionary.com/photofiles/list/7369/9892acceleration.jpg
  • 30. Sourcing new ideas from anyone• Identify specific opportunitieswhere new ideas could addvalue to the business• Develop processes for collectinginternal and external innovationson an ongoing basis• Mine social interactions toidentify future innovation needsand trendsSource: http://alangregerman.typepad.com/.a/6a00d83516c0ad53ef0133f0897806970b-800wi
  • 31. Using internal communities to innovateSource: IBM Institute for BusinessValue8• Build platform where internalcommunities can come togetherto share insights• Provide resources to moderatecommunities with the greateststrategic value• Identify potential communityinvolvement based on socialcontributions• Cemex
  • 32. Using internal communities to innovateSource: IBM Institute for BusinessValue8• Build platform where internalcommunities can come togetherto share insights• Provide resources to moderatecommunities with the greateststrategic value• Identify potential communityinvolvement based on socialcontributions• Cemex
  • 33. Enabling structured innovation efforts• Conduct ideation eventsinvolving employees from acrossthe business• Extend innovation events to thelarger stakeholder population• Embed innovation events andsocial data into the ongoingproduct development process• CitibankSource: http://www.socialtext.com/blog/wp-content/uploads/2013/02/process-improvement.jpg
  • 34. How to hold a Jam1. Determine the number of participantsneeded to develop new ideas andinsights2. Create enough diversity of experiencesand perspectives to avoid groupthinkand encourage innovation3. Bring relevant knowledge of context andexpertise in the problems and issuesthat need to be solved4. Invite individuals willing to challenge thestatus quo and assumptions to reach adeeper, more complete solution5. Provide motivation to participate,including internal/external recognitionand rewards.Source: http://www.kreativsounds.com/uploads/2011/06/Pat-Metheny-Guitar-Jam-Wallpaper.jpg
  • 35. Case Study• Beiersdorf• Open innovation platform Pearlfinderfor suppliers, universities, institutes,consultants and inventors can submitideas on this platform and work incollaboration with the staff to refinethe ideas and process• Beiersdorf has enjoyed successes injointly developing new products• Beiersdorf has won a number ofawards for this social businessapproach to innovation, increasing thecompany’s perception as a willing anddesired collaborator in themarketplace
  • 36. EMBEDDING SOCIAL INTOYOURORGANIZATION“When I talk to CEOs, theydesperately want to hear the voicesof their customers, the voices of theiremployees...But I get the impressionthat there is a middle layer thattraditionally has been the signalprocessor, both up and down, andsome of them don’t want to see thatrole go away”- Andrew McAfee, a PrincipalResearch Scientist from the MITCenter for Digital BusinessSource: http://irondaletoday.com/wp-content/uploads/2009/08/istock_000004591621large.jpg
  • 37. Get people involved in using thetools• Create hands-on opportunitiesto use new social business tools• Provide one-on-one coachingand reverse mentoring andencourage leaders to modeldesired behaviors to signal social“permission”.• Capture success stories throughuse of social tools (e.g., wikis,blogs, video)Source: http://info.bluepointleadership.com/Portals/51158/images/coaching%20culture%207-resized-600.jpg
  • 38. • Appoint a number of socialbusiness champions/subjectexperts to encourage andaccelerate adoption• Provide education about whythis important and what theguidelines are for using socialtools inside and outside theorganization• Recognize desired usage andbehaviorsSource: https://begood.good.com/servlet/JiveServlet/showImage/38-1363-2044/change.jpgApply traditional change managementconcepts to support transitions
  • 39. Questions to ask yourself1. What approaches is my organizationusing to listen to and engage withcustomers? How do my marketing, salesand customer service functionscoordinate around social initiatives?2. What areas of opportunity exist withinour organization to improvecollaboration through social initiatives?How could we use social approaches tobetter connect with key stakeholdersoutside the organization?3. How can improved generation of ideashave the most impact across ourorganization? How could we betterinvolve individuals outside theorganization in our innovation efforts?Source: http://chrislocurto.com/wp-content/uploads/2012/04/Businessman-on-question-mark.jpg
  • 40. Case Study• $100B revenue• 102 years old• 400,000 full time regular employees• Operations in 170 countries• 50% of workforce work remotely – notfrom a traditional IBM office• 71% of workforce outside USA• 15% of workforce comes fromacquisitions and outsourcing deals• Challenge: Increase productivity,collaboration, and innovation of our400,000 employeesSource: IBM
  • 41. Is IBM a Social Business?Source: IBM8
  • 42. Is IBM a Social Business?Source: IBM8
  • 43. Case Study - IBM• 57.8K blogs, 366K users, 190Kentries• 3.5 million profile searches per week• 841K files shared, 24.6 milliondownloads• 80K wikis, 993K pages, 67.4m views• 44K users, 1.5M bookmarks, 4.5Mtags• 588K users, 332.6K activities, 5.76Mentries• 12 million instant messages per day• 150,000 web meetings, 1 millionparticipants• 647K members, 70K public & 61Kprivate communitiesOutside IBM• 8 million registered users, 4.5 millionunique monthly visitors• 2,500 public communities, 45,000members• 1,100 blogs, 25,000 commentsMeasurable Value• Productivity savings of $4.5M peryearSource: IBM https://ibm.biz/Bdxqek
  • 44. TheValue of Social Practices inIBM• 87% increase skills• 84% access experts more quickly• 84% share knowledge with others• 77% re-use assets• 74% increase their productivity• 64.5% improve personal reputation• 64.5% increase their sense of belonging• 59.9% increase sales• 42.2% improve customer satisfactionSource: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)
  • 45. Case Study - IBM ConnectionsSource: IBMProfilesFind the people you needCommunitiesWork with the people who share commonroles interestsFilesPost, share and discover documents,presentations, images, and moreWikisCreate Web Content TogetherActivitiesOrganize your work and tap into yourprofessional networkForumsExchange ideas with, and benefit from theexpertise of othersHomepageSee what s happening across yoursocial networkSocial AnalyticsDiscover who & what you don tknow via recommendationsMicro-bloggingReach out for help from your socialnetworkBookmarksSave, share and discover socialbookmarksBlogsPresent your own ideas and learnfrom others
  • 46. Case Study - IBM
  • 47. Case Study - IBMSource: Luis Suarez, Social Computing Evangelist at IBMSingle placeto accessall interactionswithclients, analysts,& pressShare information,documents,to-dos withrelevantstakeholdersOrganizes external customer activities with a globallydispersed team
  • 48. Case Study - IBMKnowledge transfer
  • 49. Case Study - IBMShares her experience in IBM Connections BlogsSource: Luis Suarez, Social Computing Evangelist at IBM
  • 50. Case Study - IBM
  • 51. Case Study - IBM
  • 52. Case Study - IBMExpert perspective
  • 53. Case Study - IBMShare, Recognize and Connect RecognitionSource: Luis Suarez, Social Computing Evangelist at IBM
  • 54. Case Study - IBM
  • 55. Case Study - IBMA globally integrated team with Communities as aCommunications HubSource: Luis Suarez, Social Computing Evangelist at IBM
  • 56. Case Study - IBM
  • 57. Case Study - IBMSource: http://1.bp.blogspot.com/-SpomQ8mFlcc/UFBOJI5MSFI/AAAAAAAAAGc/BBohaAuoxLk/s1600/IBM+Connections+D.png
  • 58. Source: IBM
  • 59. “Tap into the data generated at eachtouch point along the consumerdecision journey and be creative”Source: McKinsey
  • 60. Source: http://0.tqn.com/d/sportsmedicine/1/0/4/6/bicycle_crunch_250.jpg
  • 61. Thank you8Connect with me onTwitter: @kasperrisbjergLinkedIn: linkedin.com/in/kasperrisbjerg/Website: kasperrisbjerg.dkEmail: risbjerg@dk.ibm.com