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How social media is transforming the bank

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Monica Poggio, Head of Corporate Culture, Identity and Communication Department and Paolo Cederle, Head of Group Operations and ICT Factories, Global Banking Services

Monica Poggio, Head of Corporate Culture, Identity and Communication Department and Paolo Cederle, Head of Group Operations and ICT Factories, Global Banking Services

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How social media is transforming the bank How social media is transforming the bank Presentation Transcript

  • UniCredit Internal Social MediaParticipative Value as Resource for BusinessMonica Poggio – Head of Corporate CulturePaolo Cederle – Head of Group Operations and ICT FactoriesTurin, April 7th, 2011
  • AGENDA Group profile Internal Social Media OneNet: concept and figures Challenges and Governance Business Case: ICT, Operations and HR Services Communities and Practices Where we are and evolution2
  • UniCredit at a glance Employees: over 162,0001 Branches: 9,6172 Banking operations in 22 countries International network spanning: ~ 50 countries Global player in core markets: € 187 bn in managed assets3 Market leader in Central and Eastern Europe leveraging on the region’s structural strengths 1. Data as at December 31, 2010. FTE “Full Time Equivalent”= number of employees counted for the rate of presence. Figures include all employees of subsidiaries consolidated proportionately, such as Koç Financial Service Group employees. 2. Data as at December 31, 2010. These figures include all branches of subsidiaries consolidated proportionately, such as Koç Financial Services Group branches.3 3. Data as at December 31, 2010.
  • UniCredit as results of the integration of banks 1998 1999 2000 2002 2003 2005 2007 2010 Credito Italiano • Bank • Bulbank • Zagrebačka • Italian banks • Yapi Kredi • CEE • Merger of 7 Rolo Banca Pekao (Bulgaria) banka (Croatia) specialized by (Turkey) (Ukraine) main Italian Cariverona Banca (Poland) customer banks into a Banca CRT • Pol’ • Demirbank segments: • Central Asia single legal Cassamarca nobanka Romania – then • HVB Group (Kazakhstan entity: UniCredit Caritro then UniCredit UniCredit Banca and Kyrgyzstan) Cassa di Unibanka Romania • New CEO risparmio di (Slovakia) UniCredit Banca Trieste • Živnostenskå dImpresa • Capitalia Banca dell’Umbria Banka Cassa di Risparmio (Czech Rep.) UniCredit Private di Carpi Banking. • Agreement with Koç (Turkey) • Creation of New Europe Division Expansion process in Europe4
  • AGENDA Group profile Internal Social Media OneNet: concept and figures Challenges and Governance Business Case: ICT, Operations and HR Services Communities and Practices Where we are and evolution5
  • Internal Social Media Internal Social Media and Web 2.0 tools are not a technology phenomenon, but the result of a social evolution affecting also the way people work and live in organization. Thanks to its adoption the Enterprises can accelerate and ease internal processes.6
  • AGENDA Group profile Internal Social Media OneNet: concept and figures Challenges and Governance Business Case: ICT, Operations and HR Services Communities and Practices Where we are and evolution7
  • OneNet is UniCredit’s Internal Social Media, based on two and fundamental elements: Community My Site8
  • My Site: each user’s personal area Here colleagues have at their disposal a set of tools and functions to create their own professional and personal page visible to the whole network This site enables the user to connect to the other members as well (Wall, My Colleagues activities, Communities’ feeds…)9
  • The Community: the collaborative area The Community for some users to share interests, content and opinions on topics, steer or participate to projects work with colleagues Members are defined by the team leading the collaborative area (Community owners) at creation time or upon request10
  • Our Internal Social Media aims to: Share knowledge and generate new ideas11
  • Our Internal Social Media aims to: Share knowledge and generate new ideas12
  • Our Internal Social Media aims to: Enhance internal networking and communication13
  • Our Internal Social Media aims to: Enhance internal networking and communication14
  • So, at UniCredit… We are discovering that Internal Social Media Supports Empowers Change Corporate Management Identity and Culture15
  • OneNet Broadcasting approach 17,000 employees OneNet 10 countries (betaversion x)* 50+ Communities new social features 14,000 employees 7 countries 9 Communities basic features OneNet (betaversion 2) OneNet (betaversion 1) SEPT 2009 JULY 2010 _Next level16 * Always a kind of beta version based on user-centered design approach
  • Internal campaigns Launch email Video Discussion invitation Newsletter Stickers and T-Shirt17
  • Figures* 8,241 OneNet subscribers 48.47% of current invited population (17,000) Total Communities = 55 Monthly page views average = 189,868 Traditional ROI should not be the only measurement for Internal Social Media, which is best evaluated in terms of the strengths of the relationships built. This can be expressed as: IOR = Impact of Relationships18 * From the end of September 2009 until the 1st of April 2011
  • How we support Community owners Internal client meetings listening to their needs and business goals Community set up developing features and internal strategy conducting training session for Community owners Monitoring providing qualitative evaluations based on Community goals providing quantitative analyses of traffic data to owners Owner counseling holding periodic Community owners workshops sharing of lessons learned/best practices by Community owners19
  • AGENDA Group profile Internal Social Media OneNet: concept and figures Challenges and Governance Business Case: ICT, Operations and HR Services Communities and Practices Where we are and evolution20
  • Internal Social Media adoption The challenges we’re facing in UniCredit: DO COLLEAGUES WHAT DO WHAT DO PEOPLE DO UNDERSTAND COLLEAGUES EXPECT FOR THEIR OUR MANAGERS THE PURPOSE EXPECT FROM PROFESSIONAL BELIEVE OF THESE TOOLS? THESE TOOLS? LIVES? IN THESE TOYS? We’re We’re We’re We’re clarifying the supporting helping increasing purpose and people to easily colleagues to senior scope of our share reveal their management’s Web 2.0 information and competences involvement, initiatives cooperate from and spread making their remote their know- tools these locations how “toys”21
  • Governance approach What about the Social Media management? It takes a village!! In the pilot phase the channel creation is being centrally managed by Group Operations & ICT Factories and Group Internal & Online Communication. That allows us to: Design consistently the Internal Social Media for the Group Define models and roadmap for introducing the new channel TOWARD A ‘HUB & SPOKE’ GOVERNANCE MODEL Involvement of Business to consistently manage the new Communities’ requests / Country Comm. teams and define the priorities within the Business Divisions Permanent committee to guarantee adoption accordingly to the value22 proposition and to define Internal Social Media evolutions
  • Boosting OneNet adoption STRENGTHENING Grow and consolidate Internal Social Media and web 2.0 culture: ACTIVITIES train and support the Community owners involve periodically opinion leaders and “connectors” enhance the awareness and knowledge at management level plan online wide events and launch new features Increasing potential accessibility of all employees country by country and step by step (IT, Security, Legal & Compliance assessments) EXTENSION MODEL New Communities inclusion (especially business driven or user generated) Launch ‘killer Communities’ open to all OneNet colleagues Progressive inclusion of existing eCollaboration sites Fully connected to Intranet portal to offer one seamless user experience23
  • AGENDA Group profile Internal Social Media OneNet: concept and figures Challenges and Governance Business Case: ICT, Operations and HR Services Communities and Practices Where we are and evolution24
  • Why? To understand how this changes are already changing us … Competition and future challenges Colleagues and lots of generations25
  • Risks or opportunities? Internal and external customers want to be more and more at the center and main actors in the delivery process. Otherwise they perceive services as provided via “ask and receive” or “support” modalities, and not proactively offered and personalized. Reality is changing more and more quickly Change is a new key attitude, and a potential internal answer is to keep rejecting top-down guidelines. Competencies for similar job areas are distributed across geographies and endangered by silo mentality (even within the same Group entities). In a decentralized model, information, project management and working relationships between managers and colleagues require tools that enhance connectivity. New ideas get lost in hierarchical authorization processes26
  • Getting ready to connect everybody… New ideas gathering proposals in an easy and “all and directions welcome” sort of way knowledge sharing innovations and knowledge creating a format that enables peer-to- From peer communications vertical to allowing all levels of the organization horizontal communicate directly, immediately and in a simple way generating and sharing experiences Networking sharing projects/activities/skills among colleagues easily identifying talents/best practices27
  • AGENDA Group profile Internal Social Media OneNet: concept and figures Challenges and Governance Business Case: ICT, Operations and HR Services Communities and Practices Where we are and evolution28
  • Community on OneNet for Group Operations and ICT Factories Business Unit 31 active Communities Community types: ICT 11 collaboration 18 focused on business and process Operations 17 involvement 13 HR Services 3 dialogue, networking and opinion sharing KPIs: qualitative and quantitative evaluation based on ad hoc metrics29 for each Community
  • Creating new ideas and knowledge ... Among the 12,300 colleagues invited, 5,930 accessed the site -171 topics have been created, and 63 have been selected as HOT topics - more than 1,400 proposals published30
  • From vertical to horizontal31 “ Blogging at all levels “ Redefining internal relationships, encouraging participation and generating real results…
  • Networking Informal relationships are behind processes and organizational flows. How do we extract value from them? How do we understand their size and strengths?32
  • Community of practice Motivation thrives in a cohesive group. Aggregation points – where colleagues can share opinions and their passion for results – are key for deepening engagement and commitment.33
  • OneNet Community Owners: developing new experts Forum: sharing Community management experiences and best practices Network: creating a new expert network that integrates technical sector knowledge and communication 2.0 skills Web Conferencing and messaging: online technical training for Community design34 “ - The Community aims to provide colleagues managing Communities with animation and content support tools - All Community owners are invited - 475 members from 6 countries and 5 Group companies “
  • Card Payment Solutions: We are our clients … News: disseminate market knowledge, publications, books and expertise Blogs: collect experiences and solutions to everyday problems related to cards Wiki: card dictionaries align languages and abbreviations throughout the different countries35 “ - The Community connects all colleagues working on cards, from “ Design, IT and Operations, to other internal clients. - All told, this diverse community comprises 643 people from a host of different countries and Group companies.
  • Come On Romania: A good working environment improves performance Blogs: conversations with senior managers about work- life balance issues News: interviews with colleagues to strengthen the network Forum: group discussions to review proposals, concerns and challenges related to special projects Media Gallery: photo contests to bring far-flung colleagues closer together36 “ “ - The Community is focused on increasing engagement and sharing interests - All colleagues from UCBP Romania are invited, plus special guests - 1,090 Romanian members
  • AGENDA Group profile Internal Social Media OneNet: concept and figures Challenges and Governance Business Case: ICT, Operations and HR Services Communities and Practices Where we are and evolution37
  • Where are we? Innovators were the first to understand the true value of Social Media. By “going viral,” even those who typically resist change come to fully understand the opportunities. Since the so-called “chasm,” our Social Media initiative has been relaunched with a clearer value proposition in alignment with our Group’s context, population and the initial feedback we received on the initiative. After going viral, the number of users continues to grow. Having earned the trust of innovators and38 early adopters, they are now ambassadors of our Internal Social Media.
  • Strongcommitment from top managers Introduction of Web 2.0 tools implies social learning dynamics that inside the company even before technological issues arise OneNet has aggregated different but complementary profiles and competencies – IT, communications and Social Media specialists – and is focused on users’ needs Who owns social media ?39
  • ted s, we crea experience rl y our ea sed on m munity Sponsors the Co Ba lp w role: is to he a ne to Web b e r,w hose jo in Manag ei r p la n s ans late th better tr iatives 2 . 0 in it Success factors40
  • ure of w cult ted h of a wt ne a e rt the gro ss Unit cr suppo Busine e tion, th ter to improv To e co llabora ce cen acilitate the a co m peten and f g i ng rovidin rstand ese tools byer-specific p unde on of thns that meet us adopti ed solutio iz custom needs Success factors41
  • We have come a long way, but we still have a long way to go Our long-term strategy Enterprise 2.0 is for our external customers, too. It must be promoted also within our business. How can we guarantee a safe experience? Colleagues who provide banking services are speeding up the learning curve by using internal tools to access dependable expertise that enables them to better serve our customers.42
  • What spurs real innovation? Innovation is less about products and more about services and Only by involving all levels – processes. allowing everybody to Market changes and contribute – can we discover unpredictability are not merely the real value of individuals more frequent nowadays, they are and innovation. a constant. The Innovation Challenge: moving from co-design to co-delivery43
  • Thank you for your attention!44