Understanding Social Business Excellence - Enterprise2.0Summit 2012, Paris
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  • Full Name Full Name Comment goes here.
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  • Enterprise 2.0 Summit, 7-8Feb2012, Paris
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  • Thanks, one of the better slideshows I've seen so far. Slide 37 has the potential for a 'enterprise tranformation Map to social business' if it would contain a little bit more details
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  • thanks
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  • @witszen You may want to read our entry describing our adoption initiatives at: http://bit.ly/ibm-mix-entry
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  • Great slide. I agree that social collaboration tools help create value within the enterprise, and ultimately, drive innovation. What many don't realize is that it's important to have a structured means of collaboration where all information and feedback can be gathered and not be lost, as well as integrated into an objective decision-making process, and be tracked throughout its whole lifecycle. At my company, OneDesk (www.onedesk.com), we help organizations facilitate the innovation process. Our software enables all feedback to be captured in one place without falling through any cracks and creates a structured and social innovation process.
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Understanding Social Business Excellence - Enterprise2.0Summit 2012, Paris Presentation Transcript

  • 1. Keynote: Understanding Social Business ExcellenceRawn Shah | Social Business Strategist | IBM Enterprise 2.0 Summit Feb 7 - 8, 2012 Cercle National dArmee Paris, France © 2012 IBM Corporation
  • 2. Rawn ShahAuthor, Blogger, SpeakerSocial Business Strategist, IBMSocial Networking for Business, (Pearson/Wharton School Press 2010) On Amazon: http://t.co/4UpUVsghttp://about.me/rawnConnected Business blog: http://Blogs.Forbes.com/rawnshahhttp://linkedin.com/in/rawnshahhttp://twitter.com/rawnrawn@us.ibm.com © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 3. Business Value CreationCustomer Operating Value EfficiencyQuality in OrganizationOperations Culture © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 4. 65% of Line of Business buyers will buy without IT -- Forrester Research, 2011 © 2012 IBM CorporationRawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 5. Line of Business (LOB) or Enterprise Functions: • Sales, Marketing, Customer Service • Human Resources, COO • Research & Development • Supply Chain, Suppliers & Business Partners © 2012 IBM CorporationRawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 6. Many of our Organizations today have invisible walls engagement function © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 7. We want our people to work together better without walls, but… engagement function © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 8. The social media revolution has suddenly opened the walls and started new conversations for us © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 9. Business conversations are spanning many roles and Lines of Business Capitalize on innovative approachesEngage Develop new in the businessescommunity Improve Improve Leverage effectiveness brand loyalist of sales awareness customers channels Enable Enhance employees to employee / represent the leader Improve customer company interactions service © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 10. And growing… Develop new Capitalize on Retain best businesses innovative Leverage approaches customers loyalist customersImprove Engage shared Shorten time in the services to 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 assets leader company Improve interactions Eliminate company waste across processes Find unmet the customer enterprise needs Improve customer Deal with service reputational risks © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 11. And GROWING… chaos? Develop new Capitalize on Retain best businesses innovative Leverage approaches customers loyalist Encourage customersImprove endorsements Engage shared Acquire new Shorten time of products by Improve to market Get current in the services customers 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 assets leader company Improve interactions Eliminate 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 reputational Improve Provide risks demand employees with better generation information activities © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 12. Observation More and more open, cross-silo conversations ≠ Lines of Business in organizations will going away. © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 13. How do we harness the power of these conversationsto align to the goals and processes of the business? ? © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 14. Start by adding some structure to Enterprise collaboration + © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 15. Online Environment Collaboration & Actions Social experience is a combination of Places many structural elements Content Domain Actions Interpersonal Social Experience Actions Purpose PeopleCulture Community Leadership Management Relationships & Roles copyright: Rawn Shah Social Trust & Social Networking for Business Tasks Reputation (Wharton School Press,2010) [Figure Not published] © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 16. Structure must still be aligned to specific value goals © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 17. Recognize LOBs may have different priorities & value goals VP Product Development, Chief Design Officer, VP Research CMO, VP Sales, VP Customer Service VP HR, CIO, GM © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 18. So, we need to look at how these structured social conversationsare adding or creating value to specific LOBs, their business issues and their processes © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 19. 1. How does Social create value?2. How does this map to the goals, challenges, processes of LOBs? © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 20. How does social create value? Capture Unstructured Data Collaboration & Discovery Analytical Insight Transformation © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 21. How Social creates Value in the Enterprise Capture Value Creation Level 1: Unstructured Data — 70-80% of enterprise data is unstructured and growing 10 – 50 times faster than structured data – Noel Yuhanna, Principal Analyst, Forrester Research, Nov 2010 — Capturing tacit knowledge from conversations across the organization – Off-boarding  Save tacit knowledge and before employees change jobs, leave or retire — Transferring how we view and structure information from our minds to shareable data © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 22. How Social creates Value in the Enterprise Collaboration Value Creation Level 2: & Discovery — Accelerating ideation and innovation — Building engagement & Strengthening relationships across employees, partners, customers — Accelerate decision-making – simplified, context-focused, and semi-structured communications – identified relationships and dependencies – Incorporate recent activity & sentiment of decision participants — Identifying process failures, constraints and weak points © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 23. How Social creates Value in the Enterprise Analytical Value Creation Level 3: Insight — Attention Management: filtering the flow, prioritizing conversations & activities — Data or Social Interaction Pattern analysis — Sentiment analysis – internal & external — Accelerating decisions based on data on behavior & sentiment © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 24. How Social creates Value in the Enterprise Value Creation Level 4: Transformation — Integrating Unstructured data, Collaboration and Insight into process flows — Process resiliency, and adaptive paths in a process = collaboration + insight — Handling Process Exceptions through social interaction = tacit unstructured data + collaboration — Alleviating process frustration and improving process adoption = collaboration + insight © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 25. Increasing Value creation from Social business Capture Collaboration Analytical Unstructured Transformation & Discovery Insight Data Tactical StrategicSpecific Broad gains value © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 26.  How does value creation from social relate to the goals, challenges and processes of Lines of Business? © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 27. Three Key Business Scenarios and Lines of BusinessProduct & Service Customer Care Workforce Innovation & Insight OptimizationVP Product Development, CMO, VP Sales, VP HR, CIO, Chief Design Officer, VP Customer GM VP Research Service © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 28. Product & Service Innovation Goals Radically Leverage Innovate Models, Collective Markets, Intelligence Products Goals Cultivate VP Product Innovate Through Networks & Development, Partnerships Communities of Chief Design Expertise Officer, VP Research © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 29. Radically Innovate Leverage CollectiveModels, Markets, Intelligence Products Innovate Product & Service Innovation Cultivate Networks Through & Communities of ExpertisePartnerships Challenges Capabilities Connect to contextual expertise Inflexible legacy & resources models, products, infrastructure Build communities of practice & Lack of Continuity process of Technical Expertise Build cross silo working Strategy Limited Expertise relationships & culture with consistent messages in certain areas Build external partnerships with Complex academia & industry decisions Generate Ideas through partner Locating & customer co-creation (e.g., Social resources Business Jam) © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 30. Applied to Product & Service Innovation (Research, Development, Supply Chain)Challenges CapabilitiesIdentify Goals Define Strategy Execute Describe needed Capture Capture new ideas innovation Unstructured Data for innovation qualities & values Increase value to LOB Identify hotspots Collaboration Expand, explore, and validate Define Strategy of innovation & Discovery innovative ideas Define metrics Determine patterns and KPIs for Insight of innovation innovation strategies Transform innovation Set Business- focus, strategy & Transformation strategic goals for development Innovation processes © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 31. Customer Care & Insight Goals Enhance Customer Integrate Insight Relationships Goals Accelerate CMO, VP Improve Brand Sales, VP Customer Loyalty Customer Responsiveness Service © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 32. Enhance Customer IntegrateRelationships Insight Accelerate Customer Care & Insight Customer Improve Brand Loyalty (Marketing, Sales, Customer Service)Responsiveness Challenges Capabilities  Analyze relevant customer Unsure of what is conversations across global being said about content company  Detect risks to the brand in real- Existing analytics time Strategy is broadly distributed  Identify & map experts to respond to data Response can be slow or lack  Use internal communities, coordination wikis, and project spaces to coordinate response © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 33. Applied to Customer Care & Insight (Marketing, Sales, Customer Service)Challenges CapabilitiesIdentify Goals Define Strategy Execute Participate in Capture communities of your Unstructured Use communities to draw own and outside Data customer conversations your company Increase value to LOB Identify supporters Collaboration Identify experts among the Define Strategy and detractors & Discovery collaborative conversations Define what risk Analyze customer factors to listen for, Insight conversations to detect how and where to risks to brand listen Create processes to Create real-time response mitigate risks to brand Transformation process to mitigate risks from social media activities © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 34. Workforce Optimization: Client Goals Retain Expertise Mobilize for leaving the Speed & Agility company Goals Improve Recruiting & Create a Culture VP HR, CIO, Training new of Sharing GM employees © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 35. Mobilize for Retain expertise speed & leaving agility company Improve Workforce Optimization recruiting & Create a culture training new of sharing employees Challenges Capabilities • Facilitate communities for most complex process, products, …• Frequent exception handling • Provide intranet channel for consistent messages & linkages to• Complex decisions resources & experts Strategy• Locating resources • Build cross silo working & coordinating effort relationships & culture• Non-collaborative • Real-time risk monitoring culture • Executive Blog with video, asking questions © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 36. Applied to Workforce Optimization (HR, Learning, CIO, General Manager)Challenges CapabilitiesIdentify Goals Define Strategy Execute Encourage Capture employees to Create communities of Unstructured practice for organization communicate & Data interact business topics Increase value to LOB Build cross-silo Collaboration Enlist and assign inter- departmental roles to Define Strategy interaction & Discovery discuss topics Determine hot Analyze discussions, detect topics, exception Insight common exceptions and issues, complex workarounds decision discussions Target exceptions and org Reduce friction in Transformation friction at the process level decision making © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 37. Think about = + +Value Creation Structured Line of Business goals, Mapping Goals to Social challenges & processes strategy to Execution Experiences © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 38. Think about = + +Value Creation Structured Line of Business goals, Mapping Goals to Social challenges & processes strategy to Execution Experiences © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s
  • 39. Thank you http://about.me/rawn http://linkedin.com/in/rawnshah http://Blogs.Forbes.com/rawnshah http://twitter.com/rawn rawn@us.ibm.com © 2012 IBM Corporation Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s