SocialBusiness: Social is great! So, now what?

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SocialBusiness: Social is great! So, now what?

  1. 1. IBM Center for Applied Insights Social is great! So, now what? The benefits of social software to the enterprise have been shouted Overall benefits of enterprise from the rooftops for a while and this technology will likely be on “top trends” lists for the next several years.1 The potential benefits of social software adoption are evident. Touted gains include improved organizational Improve ability to take prompt actions innovation, collaboration, transparency and the ability to make faster based on real-time monitoring of customers 44% decisions based on better data. Generate high quality ideas to grow business 36% Organizations that outperform financially are 57 percent more likely Secure/easy collaboration to allow their people to use social and collaborative tools.2 Additionally, 31% with partners three times as many CIOs in top-performing organizations view Raise employee productivity in social network analysis as a top priority than their underperforming collaborative work 30% counterparts do.3 Flexibility in building 27% project teams Evolving into a social business Increase employee agility 26% The challenge now is moving from understanding the general business through access to skill sets benefits toward successful adoption and value realization. There are Improve employee 24% hurdles on the way to fulfilling the promises of enterprise social morale/commitment software. Integrating it into organizational processes and the daily Reduce time to market 23% lives of employees creates changes, both technological and cultural. Organizations may understand the benefits, but don’t know the best way to put it into practice – or even where to start. For example, Source: IBM Market Research, 2011 IBM found that 68 percent of CMOs do not feel equipped to manage the impact of social media on their organizations.4 To help manage the evolution to a social business, organizations need to understand how enterprise social software can help them meet their goals: what specific benefits need to be obtained by whom and why. Organizations stand to achieve successful adoption by being aware of the key dimensions of social technology deployment. Why? In a recent IBM study, 120 technology and business decision makers from six different countries were asked what the most important benefits of enterprise social software were. Those surveyed indicated that using it to engage with the external environment (e.g., customers and partners) was of greater benefit than use for pure internal process improvement. This included 44 percent of respondents saying that accelerating
  2. 2. decision-making based on real-time customer information and IT decision makers. Both see roughly the same benefitwas very important while 31 percent thought engaging with from enterprise social software when it comes to improvingbusiness partners was very important. employee productivity and decision making. Not surprising, business leaders put more value on top- and bottom-lineThe right social business strategy will help the organization drivers than those on the IT side–e.g., idea generationdecide if it should first focus on improving internal business (42 percent vs. 31 percent) and reducing time to marketprocesses, or prioritize deepening relationships with partners, (27 percent vs. 19 percent).suppliers and customers, or both. When developing their social business strategy, organizationsWhere? must think beyond the benefits and assess end-users’ needs andFor multi-national and globally integrated enterprises, expectations. Will users be primarily internally or externallygeographic needs and behavior should be taken into account focused? Where are they located, and what is their culture?with respect to enterprise social software. Different countries What part of the business are they in? What is their motivationand different cultures are going to expect different things. or incentive for adoption?The recent study showed that to be true. For example, China The right strategy is essential to truly become a social businesssees a significantly greater overall advantage from enterprise and drive value realization. That starts with understanding thesocial software than the U.S. or Germany. Particularly, Chinese why, where and who before you begin.respondents saw it as valuable to generate high-quality ideas togrow their businesses. In contrast, U.S. respondents identified Join the conversationmore benefits in making employees more agile through Share your thoughts with other leaders and be part of theimproved access to colleagues with the right expertise. German community that is shaping a vision for social business today.respondents were generally less bullish on the benefits overall, Join us at http://www.ibm.com/blogs/socialbusinessalthough they saw some advantage in raising employeeproductivity through collaboration projects.Who?Who will use enterprise social software? A one-size-fits-allapproach won’t work since desired benefits will vary. The studyshows similarities and differences in opinions between business © Copyright IBM Corporation 2012Business and IT leader comparison of benefits IBM Corporation New Orchard Road IT LOB Armonk, NY 10504Generating Direct Business Benefits U.S.A.44% 44% Produced in the United States of America Improve ability to take prompt actions based on real-time monitoring of customers January 2012 31% 42% Generate high quality ideas to grow business IBM, the IBM logo and ibm.com are trademarks or registered trademarks 31% 31% of International Business Machines Corporation in the United States, Secure/easy collaboration with partners other countries, or both. 19% 27% Reduce time to market 1 “Deloitte Predicts the Top 10 Technology Trends for 2012”, Dec 8, 2011; “Mobile, big data, social dominate Gartner’s top tech trends forImproving Employee Productivity 2012”, ZDNet, Oct 17, 2011; “5 Twists On 2012’s Big Tech Trends”, InformationWeek, Dec 19, 2011 29% 31% 2 “Working beyond borders: Insights from the Global Chief Human Raise employee productivity in collaborative work Resource Officer Study”, IBM Institute for Business Value, 2010 29% 25% 3 “The Essential CIO: Insights from the Global Chief Information Flexibility in building project teams Officer Study”, IBM Institute for Business Value, 2011 27% 25% 4 “From Stretched to Strengthened: Insights from the Global Chief Increase employee agility through access to skillsets Marketing Officer Study”, IBM Institute for Business Value, 2011 26% 22% Improve employee morale/commitmentSource: IBM Market Research, 2011 EPF14018-USEN-00

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