Social Business Maturity Changes How You ______
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A look at different forms of social business maturity and how it changes your organization

A look at different forms of social business maturity and how it changes your organization

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    Social Business Maturity Changes How You ______ Social Business Maturity Changes How You ______ Presentation Transcript

    • s How You _______. ge anSocial Business Maturity Ch Rawn Shah, Social Business Transformation rawn@us.ibm.com @rawn © 2011 IBM Corporation
    • Social Business Transformation for IBM Software client- Rawn Shah facing teams worldwide, as member of the internal @rawn BlueIQ Social Software Adoption team. rawn@us.ibm.com Focus on metrics, analysis and business value My 7th book: Social Networking for Business (Wharton School Publishing, Jan 2010) I write the Connected Business blog on Forbes.com – http://blogs.forbes.com/rawnshah/ © 2011 IBM Corporation
    • Traditional styles of working are insufficient for this new reality The world is heading 5.3 hours towards $12Billon wasted 1 Trillion lost due to poor connected objects.2 communication per employee in US Hospitals per week Annually 3 due to inefficient processes 1 2/3 of people can’t find the help they know 800 is out there 4 Billion Business 5 events daily 98% of CEOs say they need to restructure the way their organizations work 6Sources: 1: “Measuring the Pain: What is Fragmented Communication Costing Your Enterprise?”, enterprise.siemens.com/open/se/docdownloads/secure/UCSurvey.pdf 2: Pereira, Jorge, “From Autonomous to Cooperative Distributed Control: Towards the Internet of Smart Things,” Second ERCIM Workshop on eMobility, WWIC, May 30, 2008. 3: University of Maryland Smith School of Business, March 9, 2009, www.rhsmith.umd.edu/news/releases/2009/030909.aspx 4: Harris Interactive and Tacit Knowledge Systems poll, 2003 5: McKendrick, Joe, “Is anyone ready to process a trillion events per day?”, ZDNet.com, May 11, 2008, blogs.zdnet.com/service-oriented/?p=1102 6: 2008 IBM CEO study, ftp://public.dhe.ibm.com/common/ssi/pm/xb/n/gbe03037usen/GBE03037USEN.PDF
    • Three key HR / Workforce Shortfalls: Among the most important in future… … but least effective now - IBM Institute for Business Value 2010 Global Chief HR Officer studySource: IBM Institute for Business Value, 2010 Global CHRO Study, Working Beyond Borders: Insights from the Global Chief Human Resource Officer study
    • On a smarter planet… …people are transforming the way they interact… … this transformation is impacting the way business is being done Why Social Business is important to our clients...95% of standout 77% of companies increased Standout organizationsorganizations will focus speed of employee access to are 57% more likely tomore on “getting closer knowledge, 63% increased allow their people to useto the customer” over marketing effectiveness, 45% social and collaborativethe next 5 years. increased satisfaction with tools. suppliers, & partners– IBM CEO Study 2010 – McKinsey Quarterly: The Rise – IBM CHRO Study 2010 of the Networked Enterprise
    • We are still early into the Fifth Shift in Business Technology Social Internet Business Personal Computing Mainframe Departmental computingSource: Rawn Shah, 2/1/2011, Blogs.Forbes.com, The Fifth Shift in Business Technology, http://blogs.forbes.com/rawnshah/2011/02/01/the-fifth-shift-in-business-technology/
    • What might Social Social Internet Business Business maturity look like? Personal Computing Mainframe Departmental computingSource: Rawn Shah, 2/1/2011, Blogs.Forbes.com, The Fifth Shift in Business Technology, http://blogs.forbes.com/rawnshah/2011/02/01/the-fifth-shift-in-business-technology/
    • The IBM Workforce 400,000+ people 168 Countries 2,000 Offices 140,000+ are 100% remote 50% are mobile50% have <5 years at IBM 70+ acquisitions since 2002
    • Fi le s s 5. sh f ile ees r of ile ro ploy zed p 2 M a do 255 ri w K ng P er of em onal i Us 0% pers nl fil oa es ds 0 1 5K 35 Instant Messaging Individual, Group Blogs 12M messages a day 18K blogs 68K users s m aark rks C 3 o okbookm tags 33 3.5 m Bo 3M 0K K c m c o om u n 350K activity members 171K activity spaces Activities d 1.1 M are m m it Sh m un ie ity y s s un i t m pa em ce be s rsSource: IBM CIO Transform team, Lotus Connections on w3, Jan 2011
    • 1. Maturity in Adoption Fi le s s 5. sh f ile ees r of ile ro ploy zed p 2 M a do 255 ri w K ng P er of em onal i Us 0% pers nl fil oa es ds 0 1 5K 35 Instant Messaging Individual, Group Blogs 12M messages a day 18K blogs 68K users s m aark rks C 3 o okbookm tags 33 3.5 m Bo 3M 0K K c m c o om u n 350K activity members 171K activity spaces Activities d 1.1 M are m m it Sh m un ie ity y s s un i t m pa em ce be s rs For details, please see Joshua Scribner’sSource: IBM CIO Transform team, Lotus Connections on w3, Jan 2011 SBS2011 presentation: http://bit.ly/blue-iq
    • Our Social Environment before… Governance: Pragmatic Adoption: Ad hoc evangelismMeasurement: Tool activity measures Diverse, non-integratedInfrastructure: & experimental tools
    • Our Social Environment now…Source: IBM BlueIQ Team, 2010, Nurturing BlueIQ: Enterprise 2.0 Adoption in IBM whitepaper, http://bit.ly/blue-iq
    • 2. Maturity in Program Management For details, please see our whitepaper:Source: IBM BlueIQ Team, 2010, Nurturing BlueIQ: Enterprise 2.0 Adoption in IBM whitepaper, http://bit.ly/blue-iq http://bit.ly/blue-iq
    • Our Conversations before…
    • Our Conversations now…Source: IBM Jam Program Office, Social Business Jam 2011
    • 3. Maturity in Conversation IBM - Over 3800 registered participants from 82 countries worldwide Social Business Jam, Feb 2011 - Jamming for avg. 4.6 hrs over 3 days, with 10 replies to each post on avg.Source: IBM Jam Program Office, Social Business Jam 2011
    • company culture, role, leadership, connected,information-sharing, measure, trust, networks,internal/external personal brand Dynamic, predictive analytics, signaling, responsiveCommunity, adoption, Emergent, extensible, expertise,sharing, learning knowledge sharing
    • Social Business Maturity AdjectivesTransparent Engagedcompany culture, role, leadership, connected,information-sharing, measure, trust, networks,internal/external personal brand Nimble  Dynamic, predictive analytics, signaling, responsiveCollaborative Innovative Community, adoption, Emergent, extensible, expertise,sharing, learning knowledge sharing
    • Social Business Maturity QualitiesTransparent Engaged Nimble Collaborative Innovative 
    • Social Business Maturity Qualities
    • Social Business Maturity Verbs: Actions Connect Learn Decide Optimize
    • Connect Learn Sales Leader IBM Software Sales When clients in St. Louis approached about IBM’s SecondLife Virtual World leadership, it was urgent that he find an expert He turned to Atlas for Lotus Connections … found 100 experts on the topic in minutes, then filtered down to find theDecide Optimize Global Director for Virtual Business. The Director was on a plane the next day to St. Louis to meet with two major clients
    • Connect Learn IBM Global Technology Services Communities of PracticeSocial Learning – from your peers andtopic experts vs. coursework – helpedmembers of the GTS Communities ofPractice achieve:84% faster access to Expertise Decide Optimize84% increase in shared knowledge74% increase in productivity65% improved their digital eminence
    • Connect Learn Practice Leader IBM Sales Enablement Helped a customer brainstorm on future product and organizational direction using a IBM mini-Jam to include the customer’s employees worldwide: Per the customer: “… I think the Jam went far better than IDecide had hoped, and I had some high Optimize expectations. My hopes remain very high that this will make a fundamental change in the way our company operates.”
    • Connect Learn GenO Liquid / AMS Co-Sourcing IBM GBSAgile, time-based competitivecrowdsourcing across global teams toimprove speed, agility and flexibility insoftware engineering- Accelerating Time-to-Value dd- Building global talent by emphasis on Decidedigital reputation Optimize- A change to a project managementsystem based on outcomes ratherthan resources involved- integrated with IBM Rational team-based software engineering tools
    • 4. Maturity in Qualities & ActionsConnect LearnDecide Optimize
    • Capitalize on on innovative approachesEngage Develop newin the businessescommunity Improve Improve Leverage effectiveness brand loyalist of sales awareness customers channels Enable Enhance employees to employee / represent the represent the leader Improve customer company interactions service service
    • Develop new Capitalize on on Retain best best businesses innovative Leverage approaches customers loyalist customersImprove Engage shared Shorten time in the services to market market community Improve Improve Improve sales Strengthen culture effectiveness brand effectiveness of sales awareness channels Deal better Improve company with blows to processes reputationDevelop Increase Improve Enableemployee Enhance return on product employees tocompetencies employee / company differentiation represent the represent the assets leader company Improve interactions Eliminate company company waste across processes Find unmet the customer enterprise needs Improve customer Deal with with service reputational risks
    • Develop new Capitalize on on Retain best best businesses innovative Leverage approaches customers loyalist Encourage customersImprove endorsements endorsements Engage shared Acquire new Shorten time of products by Improve to market Get current in the services customers market loyalists employee customers to community climate buy more Improve Improve Improve sales Strengthen culture effectiveness brand effectiveness of sales awareness Recruit channels stellar Deal better Improve Reduce labor company time on employees with blows to processes processes reputationDevelop Increase Improve Enableemployee Enhance return on product employees tocompetencies employee / company differentiation represent the represent the assets leader company Improve interactions Eliminate company company Drive waste across processes Find unmet Generate effectiveness the customer Improve income on of supply enterprise needs employee chain Improve performance intellectual Share best customer capital practices service Deal with with reputational Improve Provide risks demand employees with better generation information activities
    • Reduce cycle cycle Capitalize on Leverage ImproveAcquire new Retain best time for for innovative loyalist company companycustomerscustomers customers product approaches customers processes development Provide Encourage EncourageImprove Get current Deal better Improve employees endorsementsmarketingmarketing customers to with blows to shared shared with better of products byeffectiveness buy more reputation services information information loyalists Improve ImproveImprove Improve Find unmet Deal with Reduce labor Reduce labor effectiveness effectivenesssalessales customer customer reputational time on on of saleseffectiveness service needs risks processes channelsIncrease Enable Improve Recruit Develop Developreturn onreturn on Develop new employees to product stellar employee employeecompanycompany businesses represent the differentiation employees competencies competenciesassetsassets companyGenerate Enhance Eliminate Improve employee / Improveincome on Engage in the waste across brand leader employeeintellectual leader community community the enterprise awareness interactions performancecapital interactionsDriveDrive Improve Improveeffectiveness Shorten time demand Share best Strengthen employeeof supply to market generation practices practices culture climatechainchain activities
    • How Organizations Create Business Value Reduce cycle cycle Capitalize on Leverage Improve Acquire new Retain best time for for innovative loyalist company company customers customers customers product approaches customers processes developmentCustomer Operating Provide Encourage Encourage Value Improve Get current Deal better employees endorsements Improve Efficiency marketing marketing customers to with blows to shared shared with better of products by effectiveness buy more reputation services information information loyalists Improve Improve Improve Improve Find unmet Deal with Reduce labor Reduce labor effectiveness effectiveness sales sales customer customer reputational time on on of sales effectiveness service needs risks processes channels Increase Enable Improve Recruit Develop Develop return on return on Develop new employees to product stellar employee employee company company businesses represent the differentiation employees competencies competencies assets assets company Generate EnhanceOperating income on Eliminate Improve employee / Improve Engage in the People waste across brand employeeExcellence intellectual the enterprise awareness leader leader performance community community & Culture capital interactions interactions Drive Drive Improve Improve effectiveness Shorten time demand Share best Strengthen employee of supply to market generation practices practices culture climate chain chain activities
    • 5. Maturity in Value CreationCustomer Operating Value EfficiencyOperating Org CultureExcellence Value
    • Social Business Maturity changes how we …… view the meaning of business adoption Adoption
    • Social Business Maturity changes how we …… view the meaning of business adoption… operationalize a participatory, engaged workforce environment Program Adoption Management
    • Social Business Maturity changes how we …… view the meaning of business adoption… operationalize a participatory, engaged workforce environment… converse on business topics and priorities Content & Conversation Program Adoption Management
    • Social Business Maturity changes how we …… view the meaning of business adoption… operationalize a participatory, engaged workforce environment… converse on business topics and priorities… act and react, and the quality of our actions Actions & Qualities Content & Conversation Program Adoption Management
    • Social Business Maturity changes how we …… view the meaning of business adoption… operationalize a participatory, engaged workforce environment Value Creation… converse on business topics and priorities… act and react, and the quality of our actions… build and describe business value to our company Actions & Qualities Content & Conversation Program Adoption Management
    • Thank you Tactical Steps: – Read: Nurturing BlueIQ: Enterprise 2.0 Adoption in IBM – Read: Forrester Study: Total Economic Impact of IBM Social Collaboration – Assess Your Organization: IBM Social Business Assessment Tool (AKA IBM Collaboration Assessment) Learn about the business value – IBM Global Business Services Strategy & Transformation services Rawn Shah – IBM Software Group’s Social Software Adoption Program @rawn – Video: Business Value of Social Software rawn@us.ibm.com Listen to our customers blogs.Forbes.com/rawnshah/ – CEMEX: Shift Platform – Sogeti: Sogeti becomes more social – Rheinmetall: Becoming a social business with IBM software
    • Legal Disclaimer© IBM Corporation 2011. All Rights Reserved.The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind,express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, thispublication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable licenseagreement governing the use of IBM software.References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’ssole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying thatany activities undertaken by you will result in any specific sales, revenue growth or other results.Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations suchas the amount of multiprogramming in the users job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademarkof 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 of Adobe Systems Incorporated in the United States, and/or other countries. © 2011 IBM Corporation