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BP202: Beyond Theory: Trials and Tribulations in Becoming a Successful Social Business

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There are many theories and ideas around "how to become a social business" but what really does or doesn't work? We wanted to know, and instead of just going blindly with the theory, we did the opposite and interviewed 32 companies in various stages of their journey to becoming a social business. Not just asking them about the big wins, but also talking about the struggles and small successes that really made the difference for them. Taking these experiences and real life examples of companies the likes of Dutch Railways, DAF, Saxion, Forbo Eurocol and Bavaria, and aligning them to the various theoretically relevant concepts, we were able to come up with some interesting concepts. In this session, we will take you through these concepts and theories and, using the examples provided by the companies, show you how these can help you identify the successes and avoid the pitfalls in becoming a social business.
This session was presented by Femke Goedhart & Sasja Beerendonk at IBM ConnectED in Orlando, FL on Tuesday Jan 27th 2015

Published in: Business
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BP202: Beyond Theory: Trials and Tribulations in Becoming a Successful Social Business

  1. 1. BP202: Beyond Theory: Trials and Tribulations in Becoming a Successful Social Business Lessons learned from real organizations about becoming a social business
  2. 2. Introduction
  3. 3. The path to social business….
  4. 4. WHAT WORKED, WHAT DIDN´T
  5. 5. ´BOTTOM – UP’ IS BETTER THAN ‘ TOP-DOWN’ True or false?
  6. 6. • Alignment • Strategy • Resources (budget & time) • No coordination • “Islands” • No long term strategy • “IT party” • No engagement • Resistence • Engagement • Natural champions • Passion Bottom-up Top-down
  7. 7. Adoption curve Rogers innovation theory (Diffusion of Innovations) Gabriel Tarde, Everett Rogers.
  8. 8. ´WHY’ IS MORE IMPORTANT THAN ‘WHAT’ True or false?
  9. 9. The golden circle © 2013 Simon Sinek, Inc.
  10. 10. The golden circle © 2013 Simon Sinek, Inc.
  11. 11. The golden circle © 2013 Simon Sinek, Inc.
  12. 12. The cone © 2013 Simon Sinek, Inc.
  13. 13. Mission – Vision / Values - Strategy Mission Why we exist Strategy What we must do Vision Values Where we want to go What we believe in
  14. 14. ´WHO KNOWS BEST: USERS OR MANAGEMENT?’
  15. 15. Maslow’s ROI Hierarchy for Enterprise 2.0 Organizational agility Innovation culture Cross-org collaboration Employee satisfaction Customer satisfaction Revenu generation Cost-savings IMPACTONORGANIZATIONSUCCESS MEASURABILITYOFBENEFITS
  16. 16. REQUIREMENTS
  17. 17. Must haves Should haves Could haves Won't haves (or would haves) Specific Measurable Achievable Relevant Time-bound
  18. 18. Requirement MoSCoW x# of Status updates M File sharing of xGB M IM chat x Nr of transcripts S … … Traditional requirements
  19. 19. Hard requirements…
  20. 20. Soft requirements… SOFT
  21. 21. ´ENTICING PEOPLE ONTO THE PLATFORM OR ZERO OTHER OPTIONS?’ Which is better?
  22. 22. AvoidanceBack doors ZERO-OTHER OPTIONS Confusion Dispersion TOO MANY OPTIONS
  23. 23. Recognition & Reward Phased implementation Adoption & Communication Migration
  24. 24. Adoption & Communication
  25. 25. Personas (Groups, Teams or Project) Daily work activities Tools Invent new ways of working
  26. 26. Adoption curve Rogers innovation theory (Diffusion of Innovations) Gabriel Tarde, Everett Rogers.
  27. 27. Scenario building blocks Need for change Governance Skills KnowledgeBehavior
  28. 28. ´BIG BANG IMPLEMENTATION OR SOCIAL EVOLUTION?’
  29. 29. Feeling of being held back… Irritation Can’t see the forest for the trees… Confusion
  30. 30. Vision / Strategy  THREE YEARS / THREE MONTHSDeliverable1 Deliverable2 Deliverable3 Deliverable4 Deliverable5 …… …… …… …… …… …… ……
  31. 31. First steps to Social Business Activity Q32014 Q42014 Q12015 Q22015 Smarter meetings MT Smarter meetings Credit dep. Paperless Meetings Board PR Commission Sharing Information Finance / HR Client information (soft) Internal newsletter Co-creation MT documents Education (Academy) Education (Academy) Meetings Soft Information Co- creation Directors Meeting Client information (soft)
  32. 32. TINY HABITS Practice new behavior
  33. 33. BJ Fogg Behaviour model
  34. 34. What is Tiny Habits? Behaviour that … you do daily takes little time takes little effort Keep it SIMPLE Celebrate success
  35. 35. AFTER I [ANCHOR], I WILL [TINY HABIT] State your Tiny Habit
  36. 36. ´FREEDOM OR CONTROL?’ Which is better?
  37. 37. 7 Habits for Social Business 1. Be pro-active 2. Begin with the end in mind 3. Make priorities 4. Respect interests of others 5. Think win-win 6. Gain from differences 7. Take sufficient care and rest
  38. 38. The 8th Habit: finding your own voice Your TALENT Your INCOME Your PASSION Your CAREER
  39. 39. Coordinated change I want … I need … I like … I decide!
  40. 40. Create a common social voice and approach Metrics and Measurement Community management Reputation and Risk Management
  41. 41. ´TRAINING IS NOT ADOPTION’ True or false?
  42. 42. Personal learning preferences
  43. 43. Jung’s personality types
  44. 44. Targeted training Completeness, quality Harmony & collaboration Innovation and a podium Action and progress Targeted training Creative workshops Co-creation Testing playground Thorough paper CBT Extensive manual Best Practices Thorough paper Over the shoulder support Open minded sessions Forum CBT Innovators Early adopters Early majority Early majority Late majority Late majority
  45. 45. WorX coaches
  46. 46. ´IS THIS THE END?’
  47. 47. Engage Online Sasja Beerendonk  Blog http://thoughtsoncollaboration.com  Twitter @SBeerendonk  LinkedIn http://www.linkedin.com/in/sbeerendonk Femke Goedhart  Blog http://femkegoedhart.com  Twitter @FemkeGoedhart  LinkedIn http://www.linkedin.com/in/femkegoedhart
  48. 48. Notices and Disclaimers Copyright © 2015 by International Business Machines Corporation (IBM). No part of this document may be reproduced or transmitted in any form without written permission from IBM. U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM. Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of initial publication and could include unintentional technical or typographical errors. IBM shall have no responsibility to update this information. THIS DOCUMENT IS DISTRIBUTED "AS IS" WITHOUT ANY WARRANTY, EITHER EXPRESS OR IMPLIED. IN NO EVENT SHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM THE USE OF THIS INFORMATION, INCLUDING BUT NOT LIMITED TO, LOSS OF DATA, BUSINESS INTERRUPTION, LOSS OF PROFIT OR LOSS OF OPPORTUNITY. IBM products and services are warranted according to the terms and conditions of the agreements under which they are provided. Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice. Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary. References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in which IBM operates or does business. Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials and discussions are provided for informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or their specific situation. It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the customer may need to take to comply with such laws. IBM does not provide legal advice or represent or warrant that its services or products will ensure that the customer is in compliance with any law. Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products in connection with this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM EXPRESSLY DISCLAIMS ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. The provision of the information contained herein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right. IBM, the IBM logo, ibm.com, BrassRing®, Connections™, Domino®, Global Business Services®, Global Technology Services®, SmartCloud®, Social Business®, Kenexa®, Notes®, PartnerWorld®, Prove It!®, PureSystems®, Sametime®, Verse™, Watson™, WebSphere®, Worklight®, are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at: www.ibm.com/legal/copytrade.shtml.

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