Slide Set 2 for my forthcoming Strathclyde MBA: Social Media/Social Business Class in Abu Dhabi and Malaysia, May 2013. The main focus is on the emerging topic of Social Business and should be studied together with Slide Set 1 on Social Media.

1. ENERGISE2-0.COM
From Social
Media to Social
Business
Dr. Jim Hamill
Business Fellow
University of Strathclyde Business School
jim.hamill@energise2-0.com
@drjimhamill

2. A conversation
not a broadcast
presentation
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3. The times they are a changin'
• Current leading-edge thinking is that we are on the verge
of another tectonic shift: from Social Media to Social
Business
• A Social Business is one that develops innovative new
work methods and processes by applying social thinking,
social strategy, social culture, social organisation and
social technologies to everything it does (internally as
well as externally)
• Organisations who ‘get this’ will survive and prosper -
those who don’t will become 21st century dinosaurs
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4. In Common?
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5. HMV- Hopelessly Misplaced Vision
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6. HMV- Hopelessly Misplaced Vision
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7. Who Will Be Next?
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8. MOOCs
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9. The Future of Education
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10. Spot the Dinosaur 
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11. Agenda
• What is Social Business and why has it become ‘mission
critical’?
• Implications for the public sector organisations, private
businesses and you personally?
• Some advice in ‘getting there’
• Main barriers and obstacles in becoming a Social
Business/Organisation and how to overcome
• Practical next steps and key takeaways
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12. Let’s start with a
few questions?
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13. Do You Need to Become Social?
• Are you struggling with too many emails?
• Attending too many meaningless meetings?
• Wasting time looking for that file/information you know
you have?
• Dealing with more discerning and demanding
customers?
• Do you feel disengaged?
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14. Do You Need to Become Social?
• Can improvements be made in internal communications?
• Improvements in knowledge sharing and business
processes?
• Improvements in external communications?
• Faster response times?
• Is your organisational structure too hierarchical? Does it
encourage innovation?
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15. Productive Time
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16. Productivity Busters
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17. Global Workforce Survey 2012
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18. Employee Engagement
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19. eMail v. Social
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20. A Better Way to Collaborate
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21. What is Social Business and why
has it become ‘mission critical’?
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22. What Is Social Business?
• A Social Business is one that develops innovative new work
methods and processes by applying social thinking, social
strategy, social culture, social organisation and social
technologies to everything it does – to all value chain
activities (sales, customer service, finance, logistics, HRM,
quality, marketing, operations, internal processes,
administration etc)
• Potential business benefits include improved efficiency; agility
and speed of response to rapidly changing market conditions;
lower costs; increased sales; enhanced customer loyalty;
employee engagement; enhanced partner and stakeholder
relationships
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23. What Is Social Business?
• Social Business involves work methods, organisational
structures and ‘mindsets’ which are radically different from
the ‘Industrial Age’ command and control structures still used
by the majority of organisations. The use of social media and
the adoption of a social ‘mindset’ moves from the periphery
to the core of your organisation
• It is no longer just about Twitter and Facebook. The key
challenge is the way in which your organisation embraces and
cultivates a spirit of collaboration based on open
communications, internally and externally. Being lean,
nimble and responsive to dynamic change based on
engagement and transparency
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24. What Is Social Business?
• A ‘4Cs Model’ can be used to explain the business benefits of
‘being social’
• The key question to address is how can your organisation best
use social technologies to build relationships and derive
tangible business benefits from four main customer groups:
– Existing Customers
– Potential Customers
– Internal Customers (Staff)
– External Customers (Business Partners)
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25. Potential Business Benefits
Based on an in-depth analysis of 4 key sectors
representing 20% of global sales, McKinsey
found that social technologies could potentially
contribute $900 billion to $1.3 trillion in annual
value across the four sectors
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26. Potential Business Benefits
• Two thirds of the improvement would be from better
collaboration and communication within and across
enterprises
• The average knowledge worker spends an estimated 28%
of the workweek managing e-mail and nearly 20%
searching information or finding colleagues to help with
specific tasks. Using social media can cut down this time
spent searching for information and people by 35%
• Companies have an opportunity to raise the productivity
high-skill knowledge workers by 20 to 25%
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27. McKinsey
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28. Not Just Productivity Improvements
• Social Marketing – more cost effective and efficient
• Social Customer Service – enhanced reputation and brand
advocacy
• Social HRM – improved staff engagement and loyalty
• Social NPD – crowdsource NPD, faster speed to market
acceptance, more cost effective
• Social Relationships - enhanced partner and stakeholder
relationships
• Flexibility and speed of response
• Etc
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29. Why Now?
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30. Why Now?
Social Media + Mobile + The Cloud + Big
Data + Gen C
= The End of Business as Usual
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31. Why Now?
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32. The Connected Customer
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33. The Connected Customer is also
the Connected Employee
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34. Some Videos
(Click to Open on YouTube)
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35. Videos
• Social Business – Rethinking Innovation, Organization and
Leadership (from LeaderLab)
• Business is changing but much of our management is still
rooted in the Industrial Revolution. Why do we keep
educating our leaders in old paradigms? Tear down the
internal Berlin walls. Social software delivers a new paradigm
for collaboration, sharing and crowdsourcing. The time has
come to rethink the way we do business. Is your organisation
ready?
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36. Rethinking Innovation……..
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37. Videos
• The Difference Between Social Media and Social Business,
Sandy Carter of IBM
• In the age of Social Customers and Social Employees,
becoming a Social Business is not an option, it is a mandate.
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38. IBM: Social Media v. Social Business
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39. Videos
• Social Media Revolution 2013
• Why Social Business has become mission critical?
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40. Social Business
In Practice
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41. Don Tapscott Gov 2.0
• Don Tapscott Gov 2.0
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42. Company Examples Videos
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43. Other Salesforce Examples
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44. Salesforce Examples
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45. Boston Business Hub
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46. Boston Business Hub
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47. Boston Business Hub
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48. Electrolux
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49. Implications
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50. The Rules of Business Have Changed
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51. Lets Discuss
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52. Barriers and Obstacles
• Changing Organisational Culture and Work Processes
is the biggest challenge NOT technology
• Requires leadership and Social Business Champions
• A range of technologies are available
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53. From This
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54. To This
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55. To This
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56. Social Business Technologies
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57. Practical Next Steps
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58. Be Social
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59. Getting There
• Present benefits of Social Business to the Senior
Executive Team
• Seek agreement in principle for a pilot project
• Identify a priority project with potential for high ROI;
agree KPIs and targets
• Get Executive Sponsorship and appoint a Social Business
Champion
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60. Getting There
• Assemble a team of early adopters and Social Business
advocates
• Project Planning and Implementation – apply
Professional Project Management Procedures
• Report Results
• Develop Organisational wide Social Business Vision and
Strategy
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61. If you don’t think this is
possible become a bird
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62. MacroWikinomics Murmuration
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63. Bob Dylan (Mashed Up )
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’
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64. Thank You
Questions
www.energise2-0.com
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65. Social Business at www.energise2-0.com
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66. Social Business at www.energise2-0.com
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