From  Jam to Action Enabling Organisational Transformation with Social Business Stuart J. McRae Executive Collaboration Ev...
UKI Transformation Jam
A Web 2.0 Approach to Enterprise Transformation
WorldJam2001 ValuesJam2003 WorldJam2004 a new  collaborative medium to capture best practices  on 10 urgent IBM issues. an...
 
Social Networking ... …  drives participation …  identifies champions Collective Wisdom ... …  guided by facilitators …  h...
The Jam is over. What's next? Sometimes, it's easy... Sometimes, it's more complex ...
Vision, Strategy, Purpose Jam! Analysis Work Streams to turn ideas into action Champions & Leaders Workshop
The Most Important Thing is always   Continuing the Conversation
Many Open, Transparent Conversations
One major need was identified …  more productivity …  through better collaboration tools
How to Reduce Information Overload? …  smarter collaboration smcrae.com
One Man's Battle against Email Overload
It's About Changing the Paradigm... …  the only real way to solve email overload ...   is to stop sending them! “ You will...
Organisational Silos …  inhibit knowledge sharing
Social Software …  makes silos permeable
The Ultimate Silo …  is your firewall How can we have a conversation with a wall?
Social Businesses Engage their Customers in a conversation with their employees
Becoming a  Social  Business <ul><li>…  do you need Aspirins or Vitamins? </li></ul>What business problem are you trying t...
Your employees are your differentiator Social Businesses use them better By being  Transparent   ... ensuring employees ar...
Social Businesses use them better By being  Transparent   ... ensuring employees are  Engaged   ... and thus becoming  Nim...
Social Businesses use them better By being  Transparent   ... ensuring employees are  Engaged   ... and thus becoming  Nim...
Social Businesses use them better By being  Transparent   ... ensuring employees are  Engaged   ... and thus becoming  Nim...
Acquire new customers Retain best customers Leverage loyalist customers Improve marketing effectiveness Get current custom...
Customer Value Operating Excellence Operating Efficiency People & Culture Acquire new customers Retain best customers Leve...
Becoming a  Social Business …  IBM's Social Business Agenda approach Align Organizational Goals & Culture Gain “Friends” T...
On a smarter planet, people are transforming the way they interact... and this transformation is impacting the way busines...
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2011 London SBS | Stuart McRae, Jam to Action

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  • From Jam to Concert? From Jam to Bread and Butter?
  • jams: IBM’s Web 2.0 Approach For Business Collaboration &amp; Enterprise Transformation online collaborative discussions for audiences ranging in size from a few hundred to hundreds of thousands innovation events to capture the pulse of the group or to solicit specific ideas to critical business issues hosts and facilitators guide participants to build on each other’s ideas real-time text analysis and data mining to highlight emerging trends and distill actionable results online collaborative discussions for audiences ranging in size from a few hundred to hundreds of thousands innovation events to capture the pulse of the group or to solicit specific ideas to critical business issues hosts and facilitators guide participants to build on each other’s ideas real-time text analysis and data mining to highlight emerging trends and distill actionable results employees, business partners and customers cited as the top three sources of ideas for efficiency, innovation and growth jams transcend culture, organisational hierarchy, generations and geographic challenges to harness collective brainpower to a given problem or challenge jams drive increased, longer-term real world collaboration across the enterprise jams generate increased employee support for ideas and policies produced as a result of their ability to provide direct input, even where disagreement exists jams improve employee satisfaction – value being asked their opinion to contribute and to share with colleagues across the organisation innovation innovation innovation innovation innovation collaborative collaborative collaborative business business business business business business business business business business social social social social social social social social social social social actionable actionable actionable analysis analysis facilitators engagement engagement engagement engagement engagement engagement engagement pulse pulse group group group emerging emerging jams jams increased increased increased results results results results
  • 2011 London SBS | Stuart McRae, Jam to Action

    1. 1. From Jam to Action Enabling Organisational Transformation with Social Business Stuart J. McRae Executive Collaboration Evangelist IBM Collaboration Solutions [email_address] www.twitter.com/smcrae www.linkedin.com/in/stuartmcrae www.facebook.com/sjmcrae www.smcrae.com Jam Action With thanks to Rawn Shah, Louis Richardson, Luis Suarez, Evan Grant, Richard Mound, Marion Kindermann and my social network in IBM for their ideas and sharing their content.
    2. 2. UKI Transformation Jam
    3. 3. A Web 2.0 Approach to Enterprise Transformation
    4. 4. WorldJam2001 ValuesJam2003 WorldJam2004 a new collaborative medium to capture best practices on 10 urgent IBM issues. an in-depth exploration of IBM’s values and beliefs by employees focused on pragmatic solutions around growth, innovation and bringing the company’s values to life InnovationJam TM 2006 InnovationJam TM 2008 Reestablished the core of IBM’s culture and brand Top 35 ideas lead to over $500M in operational savings; over $80B in sales supported; and IBM-wide restructuring client’s, business partners & family members explored emerging technology for benefit of business and society 10 new businesses established within IBM - over half represent IBM’s Smarter Planet initiative launched in 2008 Industry roadmaps for use by all on “how” to best move forward to reflect an Enterprise of the Future leading thinkers from thousands of companies helped advance the vision of IBM's recently released CEO Study , &quot;The Enterprise of the Future&quot; Experiment with power of the Intranet to harness the collective smarts of the company Social Business Jam 2011 Simplify IBM Jam 2011 share ideas & experiences inside & outside IBM to explore the value of social technology in business , how to mitigate risks , and drive organizational transformation share ideas to transform IBM into a company that's easier to do business with, and a place where it's easier to do your best, most innovative work UKI Transformation Jam 2010 engage employees with executives to discuss making IBM the pre-eminent company in the UK & Ireland market, for the communities we serve and the people we employ “ Jams have helped change our culture and the fundamental way we collaborate across our business.” Sam Palmisano, Chairman & CEO, IBM
    5. 6. Social Networking ... … drives participation … identifies champions Collective Wisdom ... … guided by facilitators … helped by real time analytics Data Visualisation ... … monitor participation … post event analysis Successful Jamming...
    6. 7. The Jam is over. What's next? Sometimes, it's easy... Sometimes, it's more complex ...
    7. 8. Vision, Strategy, Purpose Jam! Analysis Work Streams to turn ideas into action Champions & Leaders Workshop
    8. 9. The Most Important Thing is always Continuing the Conversation
    9. 10. Many Open, Transparent Conversations
    10. 11. One major need was identified … more productivity … through better collaboration tools
    11. 12. How to Reduce Information Overload? … smarter collaboration smcrae.com
    12. 13. One Man's Battle against Email Overload
    13. 14. It's About Changing the Paradigm... … the only real way to solve email overload ... is to stop sending them! “ You will need to know this sometime, so I will send it to you now” “ I know I can discover what I need, when I need it” “ We share what we know” “ We share what we know” “ We share what we know” “ We share what we know!” Email Model S o c i a l M e d i a Model
    14. 15. Organisational Silos … inhibit knowledge sharing
    15. 16. Social Software … makes silos permeable
    16. 17. The Ultimate Silo … is your firewall How can we have a conversation with a wall?
    17. 18. Social Businesses Engage their Customers in a conversation with their employees
    18. 19. Becoming a Social Business <ul><li>… do you need Aspirins or Vitamins? </li></ul>What business problem are you trying to solve?
    19. 20. Your employees are your differentiator Social Businesses use them better By being Transparent ... ensuring employees are Engaged ... and thus becoming Nimble
    20. 21. Social Businesses use them better By being Transparent ... ensuring employees are Engaged ... and thus becoming Nimble Enhance employee / leader interactions Improve effectiveness of sales channels Enable employees to represent the company Improve customer service Leverage loyalist customers Engage in the community Develop new businesses Improve brand awareness Capitalize on innovative approaches Put them to work
    21. 22. Social Businesses use them better By being Transparent ... ensuring employees are Engaged ... and thus becoming Nimble Increase return on company assets Enhance employee / leader interactions Improve effectiveness of sales channels Enable employees to represent the company Improve product differentiation Capitalize on innovative approaches Improve customer service Find unmet customer needs Shorten time to market Retain best customers Improve sales effectiveness Leverage loyalist customers Deal better with blows to reputation Develop employee competencies Engage in the community Strengthen culture Deal with reputational risks Improve company processes Improve company processes Improve shared services Develop new businesses Eliminate waste across the enterprise Improve brand awareness Put them to work … together
    22. 23. Social Businesses use them better By being Transparent ... ensuring employees are Engaged ... and thus becoming Nimble Increase return on company assets Enhance employee / leader interactions Acquire new customers Improve effectiveness of sales channels Enable employees to represent the company Improve product differentiation Provide employees with better information Capitalize on innovative approaches Improve employee climate Improve customer service Find unmet customer needs Shorten time to market Retain best customers Improve sales effectiveness Leverage loyalist customers Get current customers to buy more Deal better with blows to reputation Develop employee competencies Engage in the community Share best practices Recruit stellar employees Strengthen culture Improve employee performance Deal with reputational risks Generate income on intellectual capital Encourage endorsements of products by loyalists Reduce labor time on processes Improve company processes Improve company processes Improve shared services Drive effectiveness of supply chain Develop new businesses Eliminate waste across the enterprise Improve brand awareness Improve demand generation activities Put them to work … together … to turn conversations into action
    23. 24. Acquire new customers Retain best customers Leverage loyalist customers Improve marketing effectiveness Get current customers to buy more Deal better with blows to reputation Improve sales effectiveness Improve customer service Find unmet customer needs Increase return on company assets Develop new businesses Improve product differentiation Generate income on intellectual capital Eliminate waste across the enterprise Improve brand awareness Drive effectiveness of supply chain Shorten time to market Improve demand generation activities Reduce cycle time for product development Capitalize on innovative approaches Improve company processes Provide employees with better information Encourage endorsements of products by loyalists Improve shared services Improve effectiveness of sales channels Deal with reputational risks Reduce labor time on processes Recruit stellar employees Enable employees to represent the company Develop employee competencies Enhance employee / leader interactions Improve employee performance Engage in the community Share best practices Strengthen culture Improve employee climate Harvest their collective talent
    24. 25. Customer Value Operating Excellence Operating Efficiency People & Culture Acquire new customers Retain best customers Leverage loyalist customers Improve marketing effectiveness Get current customers to buy more Deal better with blows to reputation Improve sales effectiveness Improve customer service Find unmet customer needs Increase return on company assets Develop new businesses Improve product differentiation Generate income on intellectual capital Eliminate waste across the enterprise Improve brand awareness Drive effectiveness of supply chain Shorten time to market Improve demand generation activities Reduce cycle time for product development Capitalize on innovative approaches Improve company processes Provide employees with better information Encourage endorsements of products by loyalists Improve shared services Improve effectiveness of sales channels Deal with reputational risks Reduce labor time on processes Recruit stellar employees Enable employees to represent the company Develop employee competencies Enhance employee / leader interactions Improve employee performance Engage in the community Share best practices Strengthen culture Improve employee climate To create Business Value
    25. 26. Becoming a Social Business … IBM's Social Business Agenda approach Align Organizational Goals & Culture Gain “Friends” Through Social Trust Engage Through Experiences Network Your Business Processes Design for Reputation & Risk Management Analyze Your Data
    26. 27. On a smarter planet, people are transforming the way they interact... and this transformation is impacting the way business is being done Social Business ftp://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf

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