Social Business Practices shared by IBM Vice President Sandy Carter


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Sandy Carter, Senior Vice President, IBM shared her social business practices with Vietnam C-Level Clients, Partners and Media earlier this week. During the session, she discussed social business concept fundamentals, best global corporate practices and deployment roadmap recommendations.

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Social Business Practices shared by IBM Vice President Sandy Carter

  1. 1. Sandy Carter | VP, Social Business EvangelistIBM CorporationGet BOLDSocial Business Agenda Follow me @ sandy_carter Subscribe to my blog © 2012 IBM Corporation
  2. 2. Social Media is changing interactions and creates opportunities for new relationships2 © 2012 IBM Corporation
  3. 3. What is a Social Business? Engaging Transparent Nimble3 © 2012 IBM Corporation 3 3
  4. 4. Industry leaders are disrupting their markets with Social Business…4 © 2012 IBM Corporation
  5. 5. …and achieving ROI across the organization Product Development Can develop and bring new Customer Service products to market in 1/3 time (3) Can achieve 5% reduction in customer defection rate increasing profits by up to 68% (2) Sales Marketing Can achieve 100% increase in Can increase sales manager market exposure (4) revenue by 40% and improve efficiency by up to 50% (1) Source 1: VCC case study, Source 2:TBC , Source 3: Cemex case study, Source 4. Amidori case study5 © 2012 IBM Corporation
  6. 6. Our market leadership… of the top 10 banks of the largest telcos governments covering and retailers all G8 nations #1 60% 36,000+ Ranking by IDC for 3 of Fortune 100 use IBM Social Business consecutive years IBM Social general business Business customers globally Expertise across all Industries & Geographies …provides unparallelled experience on how to achieve success6 © 2012 IBM Corporation
  7. 7. The Social Business Agenda A Social Business Align Organizational Goals & Culture G Gain Social Trust E Engage through Experiences N Network Your Business Processes D Design for Reputation & Risk Management A Analyze Your Data7 Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press © 2012 IBM Corporation
  8. 8. A Omron: Cultural shift CULTURE eats strategy for lunch! Goals: Shift from multi-local to Pan Integrate division model Geographic for ―1 Omron to Client‖ Approach & Results:8 © 2012 IBM Corporation
  9. 9. A Culture Assessment Cultural Theme Culture Questions C = Current D = Desired 1 2 3 4 5 Boundaries Isolated functions Cross functional cooperation Teaming Individual competitive Team oriented Learning Slow adopting new skills Continuous learning culture Management Style Controlling Delegating Horizontal Comms Bureaucratic, formal channels Free communication up the org Open Comms Guarded communication Open communication Initiative Follow specific instructions Take initiative Risk Tolerance Punish mistakes Learn from mistakes Pace Slow, cautious pace Fast pace Rules / Process Keep to rules Ignore rules Hierarchy Many organizational layers Few organizational layers9 © 2012 IBM Corporation
  10. 10. G Asian Paints – Trust with Ecosystem Transparent Friends Responsive 15% Tippers & & Followers Open Consistent ExpertiseWebsite for professionals Architects/ Interior Painters Designers End Dealers consumers Our customers10 © 2012 IBM Corporation
  11. 11. G Executives leading the way to build trust IBM’s CEO • Dedicated Communication Community called “ThinkTogether” • Video Blogs – First day on job – After every Qtr • Recognition via micro blogging Likelihood of trusting CEO & leadership who openly communicate on Social* No difference (16%) Much more likely (31% Less likely (2%) More likely (51%)11 © 2012 IBM Corporation
  12. 12. G Trust = reactions; not followers 38 186 MASS INFLUENCER / Twitter Followers: TIPPER 86,000+ Reactions Generated: Twitter Followers: 6,900+ 3,291 Reactions Generated: Reactions per 1K 1,281 followers: 38 Reactions per 1K followers: 186 0.04 Justin Bieber Twitter Followers: 7.4 Million Reactions Generated: 294 Reactions per 1K followers: 0.04 Courtesy of DeepMile Corproation12 Courtesy of DeepMile Corproation © 2012 IBM Corporation
  13. 13. E Shift from process automation to collaborative processes Systems of Record Systems of Engagement *Balance to 100% is non IT opportunity Process Automation Collaboration Business Intelligence/analytics Direct customer Interface Source: The Corporate Executive Board Company. IBM Strategy Analysis based on APQC Process Classification Framework v5.0; n=55013 © 2012 IBM Corporation
  14. 14. E CEOs Get Social! Percent of CEOs using Social Primary Channel for Engaging to Connect with Customers Customers within 5 Years Top 3 CEO Priorities: Empowering employees Engaging customers Amplifying innovation through value and individuals with partnerships Source: 2012 IBM CEO Study “Leading Through Connections14 © 2012 IBM Corporation
  15. 15. CMOs Signaled Three Key Goals Deliver value to Foster lasting Capture value, empowered connections measure results customers of CMOs regard social 71% business as their #1 priority in managing the shift to digital technologies.15Source: IBM Institute for Business Value, Global Chief Marketing Officer Study, 2011 © 2012 IBM Corporation 151
  16. 16. E Engaging to amplify rewards and motivation IBM - BlueThx TD Bank – WOW Moments16 © 2012 IBM Corporation
  17. 17. E Integrated gamification creating engagement More quickly realize the value of social business by engaging customers, partners and employees Spark Adoption for IBM Connections, Spark Collaboration for IBM Connections17 © 2012 IBM Corporation
  18. 18. E Engage with an Exceptional Experience; Shift spectators into participants Social Gaming at AXA and IBM Setting a standard of services at Hilton Engaging students at SP Social Cloud at Panasonic18 © 2012 IBM Corporation
  19. 19. E New! Integrated Social User Experience with the Best Social Mobile Capabilitiy! Move from a river of news to an interactive integrated business stream • Easy to integrate business applications and workflow into stream Extend corporate branded social platform to your mobile experience • Easily manage your Integrate your Inbox view and your branding across all social perspective into a single devices from a single point experience • Made it easy to keep track of your social network and your correspondence19 © 2012 IBM Corporation
  20. 20. N (Social) Network Processes20 © 2012 IBM Corporation
  21. 21. Defining theunique characterof the company’score promiseGreenwell exists to nourish the soul, 21providing organic foods that are gentleon the earth—and healthy for the body.With an all-local, farm-to-table approach,the wholesale organization createsproducts that retailers are proud to offertheir customers, at a price that everyonecan enjoy.
  22. 22. CreatingCommunity andCore ValuesGreenwell works to provideevery employee with aconsistent understanding ofthe company’s uniquecharacter, from compellingproduct differentiators to thecompany’s core values.
  23. 23. Social Media Listeningand Sentiment AnalysisThe wholesale organization engagesin ongoing social listening and appliesadvanced analytics to understand gapsthat exist between the company’s brandand how their ideals are beingperceived in the real world.
  24. 24. Idea Generationwith Employees & PartnersSocial business collaboration tools enable thewholesale organization to solicit ―best ideas,‖concepts and voting from large groups acrossthe Greenwell organization and its partner andlocal producer ecosystem.
  25. 25. Shared Metricsand ReportingThe product launch community not only servesas a collaboration platform, but also as anexecutive management tool. Greenwellemployees are able to present the CMO with aprogress report, providing visibility into theproject, its participants, and its overallpopularity.
  26. 26. Customer andEmployee AdvocacyGreenwell’s launch efforts have paidoff—the company has enhanced theintegrity and awareness of the Greenwellbrand. And because it is a socialbusiness, word of the launch is lightingup a network of advocates—employees,partners, suppliers, and customers.
  27. 27. N New! Open Framework support for Business Applications integration into unified activity stream drives process efficiency • SAP • Cognos • FileNet • IBM Forms • Peoplesoft • SugarCRM • Websphere Portal • Microsoft SharePoint • Yammer, Jive, Chatter, … • Websphere BPM, Lombardi • Custom Workflow applications • Domino xPages applications • Twitter, Facebook, Google+ • Trilog (Business Partner Solution)27 © 2012 IBM Corporation
  28. 28. N Value of Social Business 20% Customer Service Increase Customer Satisfaction R&D 20% Reduce time to market; Increase number of successful innovations HR & Talent Management 30% Increase speed to access knowledge; Increase speed to access experts Source: Business and Web 2.0: An interactive feature, McKinsey Quarterly, 201128 © 2012 IBM Corporation
  29. 29. D Design for Reputation and Risk Management • Develop Policies • Management Oversight • Regulatory Compliance • Network Security Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter,29 ISBN: 0132618311, Copyright © 2011, IBM Press © 2012 IBM Corporation
  30. 30. A Analytics AFFINITY ANALYTICS SENTIMENT  Dimensional  Relationship Analysis Tables  Filtering  Relationship Matrix  Voice  Relationship Graph COMPREHENSIVE EVOLVING TOPICS ANALYSIS  Keyword Search  Relevant Topics  Dimensional  Associated Themes Navigation  Drill Through to 100%  Ranking and Volume Content Improved exposure30 © 2012 IBM Corporation
  31. 31. IBM 98% Positive Sentiment of IBM’s Social Business messaging (Jan 17-23rd)31 © 2012 IBM Corporation 3
  32. 32. New! We are announcing... Industry leading business outcomes from Social – Ranked #1 by IDC for 3 years – Delivering outcomes to 60% of Fortune 100, 36,000+ General Business customers First-of-a-kind IBM Platform for Social Business – Connections 4, Connections Suite, Intranet Experience Suite – Mobile, Integration, Social Content, Social Analytics Smarter Social Ecosystem – Broadest ecosystem of 39,000+ Partners – Software Development Kit for IBM Social Business – Ready for IBM Social Business Solutions Showcase32 © 2012 IBM Corporation
  33. 33. New! IBM Announces the Intent to Acquire Kenexa As recognized leader in end-to-end talent management solutions, Kenexa brings capabilities required to enable a smarter workforce • Industry leader with a unique combination of technology, services & content • Only cloud-based talent management solutions provider with a proven RPO business • 25 years experience building teams, transforming organizations and processes • Blue-chip client base, including over half of the Fortune 500 • More than 8,900 clients across every industry • Rapid growth: 29% CAGR1 since 2004 Best Learning Content Top Recruitment Technology Management System Top 20 Leadership Training Provider Companies RPO Baker’s Dozen 2011 Product of the Year 2010 Source 1: non-GAAP33 7th year in a row © 2012 IBM Corporation
  34. 34. What do you do now? • Establish Strategy, Gain Buy-In Value Estimator & Social Business Business Value Business Value Agenda Workshop Assessment Assessment • Accelerate Adoption Social Business QuickStart34 © 2012 IBM Corporation
  35. 35. Available Now ISBN-10: 0132618311 ISBN-13: 9780132618311 Subscribe to my blog Follow me @ sandy_carter © 2012 IBM Corporation