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Social Business Adoption Strategies

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Describes the key strategies organizations should consider when deploying a Social Business solution. Social Business is a people-centric collaboration and interaction model for employees, customers, and partners.

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Social Business Adoption Strategies

  1. 1. Social Business Adoption Adoption Strategies and Approaches
  2. 2. © 2014 International Business Machines Corporation 2 Social Adoption Strategy A Three-Pronged Approach Viral and self-motivation Guided Adoption informs all users Prescriptive Adoption Aligns with Business Outcomes 1 2 3
  3. 3. © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 33 Viral Adoption Hands-on Support  Communication  Integration  Catalysts (Champions, etc)  Time  Patience Viral is Messy  And business does not like messy  Social Business Leader/Council  Governance and Policies  Social Information Architecture 1  Conditions for Viral Success  Open Networks  All Access by  Integrated into user context  Branded Experience
  4. 4. © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 44 Web Integration  Sharepoint Plugins  Business Cards  Others…
  5. 5. IBM Connections Social Sidebar Access & share via Connections from any web page Sidebar surfaces on any page (intranet/extranet) and allows users to update their status, add bookmarks Connections notifications appear as visual indicator © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 55 5
  6. 6. © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 66 Client Integration  Notes and Office Clients  Instant Messaging  Windows Explorer  Mobile
  7. 7. © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 77 Extensive Theme Framework
  8. 8. © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 88 Guided Adoption Creating awareness  Communication  Enablement  Publicity  ... about a commonly available set of tools to support  Tangible  Broadly relevant  And widely acknowledged initiatives that address business and individual pain points Value is realized  Empowering the individual  Addressing a broad pain or organizational initiative  Leverage Applicable Scenarios  Tap into pent up demand  Un-adopting less impactful tool, behavior, process 2
  9. 9. © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 99 Social Usage for All Employees General Social Business Services
  10. 10. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 1100
  11. 11. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 1111 3 Prescriptive Adoption Planning Establish the Business Goals, Issues & Priorities 33 44 55 66 Use Case Discovery Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project
  12. 12. Social Requires a Use Case Centric Approach © 2014 International Business Machines Corporation 12 Social Use Cases Social Use Cases Capabilities Open Communications Social Collaboration Knowledge & Insights Leveraging Expertise
  13. 13. Leverage Proven Social Business Patterns Patterns represent modernized processes with dynamic, repeatable and measurable “people interactions” created by building social into work and © 2014 International Business Machines Corporation 13 life
  14. 14. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 1144 Entry Points for Social
  15. 15. © 2014 International Business Machines Corporation 15
  16. 16. Social builds Ongoing Relationships across touchpoints & channels Social Contact Center © 2014 International Business Machines Corporation 16 Self Service Store/Branch/Location Maintenance/Repair Face-to-Face Kiosk Mobile Consumer Business Citizen
  17. 17. York Region: Building relationships with service © 2014 International Business Machines Corporation 17
  18. 18. “The Social Network © 2014 International Business Machines Corporation 18 is the New Production Line” ONLY 25% of firms GaOreOD at Generating & Converting INNOVATIONS Booz & Company PRODUCTIVITY is MORE IMPORTANT than CREATIVITY for 75 % of workforce Adobe
  19. 19. TD Bank – innovating & amplifying ways to engage satisfy customers • WOW story community • 50K participants (out of 85K employees) • 300,000 stories • 260 added daily © 2014 International Business Machines Corporation 19
  20. 20. © 2014 International Business Machines Corporation 20 71% of CEOs: See employees as the #1 source of economic value IBM
  21. 21. © 2014 International Business Machines Corporation 21 Cabela’s • Attract best talent & promote new culture • Tailored internal & external messaging 5% increase in employee engagement in the first year
  22. 22. © 2014 International Business Machines Corporation 22 Safety is about saving lives (6,000 die daily in work-related incidents) Source: "Occupational Health Services And Practice". Ilo.org. Retrieved 2013-02-15.
  23. 23. Keyera uses a social “pipeline” to share expertise and better align HQ and the field • Communicating the importance of safety practices • Leveraging video assets to speed responses • Encouraging geographically dispersed employees to share content • Reducing injuries © 2014 International Business Machines Corporation 23
  24. 24. Use of video blogs improved effectiveness of safety training – improving productivity by 25% © 2014 International Business Machines Corporation 24 Value from Safety • Communicating importance of safety practices and innovating operational improvements • Leverages video assets to speed response
  25. 25. It’s not what you KNOW; it’s what you SHAREIBM © 2014 International Business Machines Corporation 25
  26. 26. A Critical Asset: IBM Expertise Locator © 2014 International Business Machines Corporation 26
  27. 27. © 2014 International Business Machines Corporation 27 Sennheiser Tone technicians preparing for concerts need support on issues complicated by types of equipment, specs of venue, and musician preferences • Identified and expanded global experts • Engaged expertise with customer service and tone techs through social networks
  28. 28. Social technologies could deliver $170B to $200B © 2014 International Business Machines Corporation 28 in value McKinsey
  29. 29. © 2014 International Business Machines Corporation 29 Social in the supply chain Human Resources Link suppliers and sales/ customer support teams for better communication, service and efficiency Establish collaborative development & manufacturing environment with key suppliers to drive innovation, quality, and more effective sourcing Crowd source demand volume and location for sourcing Procurement Develop talent in the geographic areas of greatest demand and skill gaps (usually emerging markets) Connect primary & tiered suppliers through collaborative environment & data to create transparency & reduce risk Establish social listening to monitor possible risks with existing suppliers and to identify potential new partners
  30. 30. Connecting Supply Chain for Customer-facing Dealers Dealer Network • Integrate data from multiple sources • Unified processes • Connect to Expertise within Dealer Network • Sales increase in parts and services © 2014 International Business Machines Corporation 30
  31. 31. These patterns touch all parts of your business Recruiting & Onboarding Innovation & Knowledge © 2014 International Business Machines Corporation 31 Finding Expertise Mergers & Acquisitions Safety Reinventing Customer Engagement
  32. 32. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3322 Understand Social Capabilities Drive Human Relationships
  33. 33. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3333 Leverage Expertise Establish who the experts are Find the right expertise Engage expertise when Leverage expertise Allow experts to build their social reputation
  34. 34. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3344 Knowledge Sharing Finding information Share Knowledge Learning Progress Ideas Discover Insights
  35. 35. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3355 Open Communication Publish into networks Engage in conversations Listen
  36. 36. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3366 Social Cooperation Managing individual work Working with your network Manage collaborative work
  37. 37. Business Capabilities for Social Business Capability Grouping Capabilities Brief Definition © 2014 International Business Machines Corporation 37 Leveraging Expertise Build social recognition The ability to establish your social presence via building connections and other social interactions (that could include the direct contributions of knowledge or expertise) that extend the visibility of your expertise, influence, and reputation. Establish expertise The ability for an individual to understand if someone is an expert and how they are an expert. Includes the ability to reinforce or confirm expertise. Find expertise The ability to explicitly search for and discover expertise where ever it exists; in a individual expert or a network of experts collectively. Engage experts The ability to directly contact an expert; typically involves a request or dialog and may lead to extended cooperative work. Leverage expertise The ability to passively use the knowledge and contributions of experts; the user accesses and consumes the products of established expertise but does not directly consume the time and attention of the expert. Knowledge Sharing Find information The ability to search for specific answers to a question, or seek information, content, or insights to make decisions, do work, or take some action Share knowledge The ability to store knowledge assets, information, and ideas and share with others with the intent of reuse and collaboration. Progress Ideas The ability to solicit, engage, and develop ideas. Learn The ability to leverage captured knowledge of others (both formal and informal), passively or actively, to learn and develop skills or ideas. Discover Insights The ability for individuals to discover information, interactions, and updates from across various networks so that they may develop insights to engage, make decisions, or take action. Social Cooperation (Collaboration) Manage Individual Work The ability for an individual to organize all things they create or use when doing work (assigned or ad hoc). Work with your network Ability to connect and engage with others in an ad-hoc manner to gain help in doing work. Manage Cooperative Work Ability to for a team or group of individuals to collaboratively manage formal and ad-hoc work. Open Communication Publish into networks The ability to outwardly communicate informational messages or content to a targeted audience, leveraging open networks and social channels. Engage in conversations The ability to interact in beneficial 2-way engagement with others, such as a dialog, discussion, or request and response. Listen The ability to target and monitor specific social conversations, interactions, individuals, topics, or streams to gain insight about what others are thinking.
  38. 38. The Value of a Social Business Platform Access IBM Platform for Social Business Social Networking Social Analytics Social Content Social User Experience Deployment Options © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3388 Integrated Platform Take advantage of a broad range of industry leading social tools Connected to Business People-centric business capabilities Socially enable business process Social as the business process Access Anywhere Access your social data from a variety of touchpoints (e.g. applications, desktops, mobile, etc) Foundational Services
  39. 39. Access Integration Web Mobile Client Social Networking Social Analytics Social Content Social User Experience Multi-tenet Cloud Private Cloud On-Prem Hybrid © 2014 International Business Machines Corporation 39 IBM Platform for Social Business Deployment Options Foundational Services Security Access SSO Business Controls DR HA Admin Monitoring Directory & Identity Mgt People Data Integrator Content Integrator IBM Social Business Reference Architecture Enterprise Applications Analytic Engines ECM Web Frameworks BPM Search Social Media Collaboration Frameworks People-Centric Networking Social Cooperation Real-time Collaboration and Association Communications Social Relationship Analytics Predictive Analytics Social Content Analytics Sentiment Analysis Social Documents Surveys & Forms Web Content Document co-Editing Intranet Externet Internet Apps
  40. 40. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4400 Social Architectural Integration Decisions Integration Enterprise Applications Analytic Engines ECM Web Frameworks BPM Search Social Media Collaboration Frameworks
  41. 41. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4411 Social Use Case Discovery Actors (Producers & Consumers) How we drive towards adoption Use Actors are the point of view Cases Role A Role B Actor relationships are the basis of social interactions Goals imply a Role C Business measurement model of Requirements social Metrics & NFRs An actor's context (role) filters the guidance in support of adoption Scenarios Adoption Scenarios Scenarios Plan
  42. 42. © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4422 Guidance for Adoption Success Specific end-user assistance details how to use the software to achieve business goals of the Initiative  Narratives communicate to specific users on how they will use the software.  Expectations tell them what they need to do and how often to be successful in the short-term of the Plan as well as long-term to maintain the achievement of use case objectives  Seeding tells them how to get started (what to create) so they can facilitate the collaborative relationship  Storyboards are visual aids that show features of the software in action as associated with the users role in a narrative defined
  43. 43. © 2014 International Business Machines Corporation 43 Social Business Adoption Program All Three Approaches Key to Success Viral Adoption Support Capability Based Adoption Planning Communications Launch Prescriptive Adoption Planning Define Social Business Capabilities Identify Business Initiatives & Champion Candidates Use Case Communications Launch Discovery Adoption Guidance Viral Adoption Best Practices Communications Launch IBM
  44. 44. Next Steps 1. Understand How to Create an Social Strategy  Review of Adoption Strategies (this presentation)  Review Best Practices for Success 1. Define Social within the Organization  Conduct Social Roadmap Workshop  Prioritize Business Goals 1. Implement Social into Business Priorities  Conduct Use Case Discovery Workshops  Deliver Champion Enablement © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4444

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