Social Business Adoption

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How to drive a Social Business Adoption and what is the leverage of embedding Social Platform at the heart of Business.

Guest Speaker: Michael Martine, Director, Supply Chain Transformation at IBM

Published in: Social Media, Business, Technology
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Social Business Adoption

  1. 1. Social Business Journey Social Business Adoption 3rd Global Learning Coffee Session © 2013 IBM Corporation
  2. 2. Socialize in Today’s Smart Cloud Meeting question to ask or point to make connect and watch presenter’s live image comments, questions, supply information, report system problems © 2013 IBM Corporation
  3. 3. Get to Know Our Guest Speaker MICHAEL MARTINE Michael is a Director in the Supply Chain Transformation CIO organization. His team delivers the portfolio of business transformation initiatives across Procurement, Global Hardware and Software Manufacturing, Demand/ Supply Planning, and Global Logistics processes. Michael is a patent-holder of several patents granted in the United States. He also holds an MBA in International Business from the Thunderbird School of Global Management, and a Bachelor of Arts in International Studies, with concentration in Economics, degree from the University of North Carolina at Chapel Hill. One of his papers is: http://blogs.hbr.org/2008/04/how-ibmuses-online-games-for/ He is currently on assignment serving as the CIO Location Executive for Hungary. Michael is a passionate Social Business Ambassador and Evangelist and has a huge experience in adopting Social Business. © 2013 IBM Corporation
  4. 4. Transparent Nimble Engaged © 2013 IBM Corporation
  5. 5. How Millennial are you? FROM BOOMERS TO MILLENNIALS: MAKING THE GENERATION GAP WORK •Q1: Experts say we have 5 generations in some of today’s workplaces. How do we make that work? •Q2: What are the positive aspects of a multigenerational workforce? Can they achieve results that heterogeneous EEs can’t? •Q3: What kinds of work are best suited to a multigenerational workforce? •Q4: How can organizations fully utilize their employees’ diverse strengths in business strategies? •Q5: What generation are you? What type of motivators and drives inspire your best work? •Bonus: Do you have any examples of “reverse mentoring” success stories? © 2013 IBM Corporation
  6. 6. Engage to Fit into Work Style and Culture • Motivate and engage with great experiences • Reverse mentor leaders with high potentials • Extend external participation by engaging a brand army • Measure value; focus on outcomes © 2013 IBM Corporation
  7. 7. Educate non-social leaders and raise profile of high potential employees How about LinkedIn? I get so many requests all the time! Is Facebook really for me? Should I use a wiki, blog, community…? The business leader, executive 7 Is this private or business? How do I communicate effectively with my team? How can I more effectively help change the way we work in IBM? How do I communicate effectively with leadership? Why are we not better at using technology in a business setting? The front-line, social employee © 2013 IBM Corporation
  8. 8. Evangelize and Enable Evangelize & enable across audiences: • Spread evangelism from early adopters with formal peer enablement • Enable through multiple media and channels • Provide Forums, Blogs, Communities, Bookmarks, Reference Folders, Educational Sessions, “FAQs” , etc. for employees & executives © 2013 IBM Corporation
  9. 9. Leaders Show the Way Executives actively lead culture change to establish social business: 1. Enlist senior management to “live social” 2. Give weight to why social matters to the business 3. Participate through content in blogs, video, and other media © 2013 IBM Corporation
  10. 10. Social Executives Are Trusted More Less likely (2%) No difference (16%) Much more likely (31%) More likely (51%) Likelihood of trusting CEO & leadership who openly communicate on Social* * 2012 CEO, Social Media & Leadership Survey, BRANDfog, March 2012, p11 10 © 2013 IBM Corporation
  11. 11. What are the values of Social Business adoption? 11 © 2013 IBM Corporation
  12. 12. 12 © 2013 IBM Corporation
  13. 13. Social Business Social business is defined as “embedding social tools, media, and practices into the ongoing activities of the organization”*  A Social Business uses collaborative tools, social media platforms and supporting practices to engage employees, customers, business partners and other stakeholders in an ongoing dialogue  This enables – Individuals to connect and share information and insights more effectively with others – Organizations to more effectively share resources, skills and insights within and across work processes and organizational boundaries  Social business is a game changer – relying on significant individual behavior change to achieve the value So how do we do this? *From the November 2012 IBV Report Presentation: The Business of Social Business: What works and how it’s done © 2013 IBM Corporation
  14. 14. Learning Breakthroughs and Guiding Principles SOCIAL BUSINESS SOCIAL BUSINESS SOCIAL BUSINESS is how we will work is enabled by irresistible technology enables us to personalize with scale PROCESS TECHNOLOGY PEOPLE Collaboration with business purpose NOT for collaboration’s sake Apps that are irresistible, simple, elegant, responsive NOT untailored or unwoven into how we work Change “how” we work NOT additive to work Core technology capabilities including mobile and video NOT constraining Leadership with business purpose NOT just viral NOT ad-hoc Rewards, motivations, and NOT just interactions that technology address behavioral change Recommendation 1 Recommendation 2 Recommendation 3 Implement key social business capabilities beginning with two priority capabilities Enhance IBM’s social business technologies to drive “irresistible” adoption and reuse Deploy a change program and governance to enable ongoing transformation to a Social Business © 2013 IBM Corporation
  15. 15. Social Adoption by the Numbers 100 79% use, or plan to use, social media 1 Social Adoption Challenge 27% 22% have dedicated social role 2 of middle managers prepared 3 0 Sources: 1. Harvard Business Review Analytics Services; 2. Ragan Communications and NASDAQ OMX Survey; 3. IBM® 2012 Social Business Study. 15 © 2013 IBM Corporation
  16. 16. Create a New Way of Working Create a New Way of • Integrate Working social into business processes • Model role interactions vs. process flows • Tailor experience by audience • Set governance to shift culture • Create new social job roles © 2013 IBM Corporation
  17. 17. Integrate into Processes Embed social into high priority processes: • Prioritize processes • Focus on role interactions with process • Generate ideas with use cases • Measure before and after change • Benchmark with others © 2013 IBM Corporation
  18. 18. Customize the Experience Customize the visual interface: • Interview priority audiences on needs • Develop multiple views - roles, departments & geographies • Include your brand identity © 2013 IBM Corporation
  19. 19. Drive Culture with Governance Set guidelines & policies to shift culture to high participation: • Create a cross-organization social council • Define and communicate guidelines • Prepare risk mitigation plans & responsibilities © 2013 IBM Corporation
  20. 20. Drive Culture with Governance Key Activities Executive Sponsors Community Management Social Council Center of Excellence Content Management Standards Reputation / Risk Mgmt Metrics & Measurement Focus on value to gain sponsors • Social can add >$1 Trillion annually across the value chain through efficiency improvements1 Bring the Governance Conversation to the Organization • Social Business Jams • Ideation Communities • Crowd Sourcing Solutions Source: 1 McKinsey Global Institute, 2012 20 © 2013 IBM Corporation
  21. 21. Establish Social Guidelines 21 © 2013 IBM Corporation
  22. 22. Social Job Roles Establish new job roles to grow adoption & value: 1. Build dedicated Social Business team 2. Staff new social business process job roles 3. Link team to Communications, IT, HR, managers and executive leadership © 2013 IBM Corporation
  23. 23. What Are the New Roles? • Community Strategist • Community Manager Community Manager  Define scope, desired outcomes and boundaries  Balance the needs of knowledge contributors and seekers  Promote membership and reward active participation  Support active and appropriate content contributions  Monitor, measure and share engagement & business value  Educate and Advocate regarding community value • Social Analytics Manager • Social Reputation and Risk Manager • Social Customer Support Manager • Social Innovation Manager © 2013 IBM Corporation
  24. 24. Show Metrics of Value Show measurable value: 1. Track social metrics in terms of business goals 2. Focus outcomes and maturity more than activity 3. Use Social Network Analysis to show health of interaction 4. Share viral value stories with clear benefits 24 © 2013 IBM Corporation
  25. 25. Leveraging Social Metrics and Analytics to Transform Employee Engagement • Understand employee opinions • Internal and external social • Employees have more “voice” Real-time awareness of organization’s "pulse" 25 © 2013 IBM Corporation
  26. 26. Social is measurable with Process Patterns Map role interactions for process domains Example: Regulatory Compliance ROI by transforming work 26 © 2013 IBM Corporation
  27. 27. High-Level Social Business Maturity Model 27 © 2013 IBM Corporation
  28. 28. Thank you! © 2013 IBM Corporation

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