Social Business Behavior - and why it matters

Jacques Pavlenyi – Market Segment Manager, IBM Collaboration Solutions02/27/2012Social Business BehaviorThe changing nature of culture, etiquetteand personal interaction in the workplace © 2011 IBM Corporation

The world is changing: people are empowered like never before Find and share Rise of social networking Bringing social tools information instantly and mobile devices into the enterprise• 200 million tweets sent via • 66% of online adults use • 41% of GenY say social Twitter per day social media platforms media is important to• 30 billion pieces of content such as Facebook, Twitter, them in the workplace are shared on Facebook MySpace or LinkedIn • 64% of GenY download each month • Smartphone and tablet unauthorized applications• Wikipedia hosts 17 million shipments now outpace at least once a week articles PCs to get their job done Source: 20 Stunning Social Media Statistics, Source: Pew Internet & American Life Project Source: Prescient Digital Written by Jeff Bullas Source: IDC Predictions 2 012 : Competing for 2 020 © 2011 IBM Corporation

Traditional roles and processes across the business network areevolving, forever changing the way organizations operateEmployees Customers Partnersself-forming teams around leading the conversations becoming on-demandfast moving opportunities that define brands extensions of the enterprise As barriers between people disappear, organizations are learning to tap into collective intelligence, advocacy and distributed talent to drive business results. © 2011 IBM Corporation

A social business optimizes interactions among people to gain acompetitive advantage By removing barriers, a social business allows people to apply expertise and insights that improve and accelerate results across business functions: Workforce Customer Care Product and Optimization and Insight Service Innovation © 2011 IBM Corporation

A social business optimizes the workforce – enable the right talent and content to come together at the right time ● Mobilize for speed and flexibility to rapidly respond to customer demands and changing market conditions ● Rapidly develop and deploy skills and capabilities to the right business opportunities ● Improve leadership development to retain top talent and develop the next generation of successful leaders ● Capture productivity gains: social tools used internally with employees can increase productivity by as much as 11-30%1 Real Results: 25% increase in revenue 30% - 50% reduction in time to process with 40% fewer staff customer service InquiriesSource: 1 IDC, © 2011 IBM Corporation

This social transformation is impacting, and is deeply impacted by,culture, etiquette and workplace inter-personal behavior Etiquette in building relationships Etiquette in interactions that vary by tool and communication types Etiquette in responding to others Etiquette in including and acknowledging others Etiquette of mass communications over social networks versus spamming Understanding differences in perspective Recognizing context in online interactions Risk: behavioral impacts on security, policy and governance6 © 2011 IBM Corporation

Social transformation and adoption can be accelerated when existingculture and etiquette is taken into account IGNORING CULTURE EMBRACING CULTURE Behavior not aligned to strategy  Behavior aligned to organizational New employees do not understand principles and values what is trustworthy or successful  New employees better understand behavior trustworthy behavior Experienced employees focus on  Experienced employees focus on “command and control” of unsuccessful coaching and share wisdom about behavior successful behavior8 Source: EverystockPhoto.com © 2011 IBM Corporation

Read “Social Business Behavior” to learn more● Why alignment of culture and social mediatechnology matters more than ever● Impacts to consider for adoption andorganizational change● Recommended actions for sustainableand successful transformation http://ibm.co/xInSr79 © 2011 IBM Corporation

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Social Business Behavior - and why it matters

by Jacques Pavlenyi

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