![Executive Support
“I am very aggressive internally in IBM in moving into a
social enterprise. It flattens organizations. It
enhances their speed. […] And I envision a day even
with all your employees where it's more important
what you share, not just what you know ... It's not so
much what you say you know; I care about what the
world thinks you know, what clients think you know.
[…] I believe this idea of being the social production
line of the future is how many, many companies will
operate, particularly in a global environment. “
~ Ginni Rometty, President & CEO, IBM
Jessi Hempel, Ginni Rometty reveals the future of Watson, CNN Money, May 17](https://image.slidesharecdn.com/digitalstrategyconferenceottawadturner-novidsfinal-130606131644-phpapp01/75/What-is-Social-Business-Strategy-23-2048.jpg)
Uploaded byDelaney Turner
What is "Social Business Strategy?"
1) Social business strategy is the intentional use of social media to drive meaningful business outcomes through both internal employee collaboration and external customer engagement. 2) It involves deeply integrating social media and social methodologies into an organization to support business impact. 3) Implementing a social business strategy provides benefits such as increased productivity, improved collaboration both internally and with partners/customers, and accelerated innovation.
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What is "Social Business Strategy?"
- 2. WHAT IS SOCIALBUSINESSS STRATEGY?
- 3. Low Digital MaturityRating in Human / Technology Resources, Data, Content, Channel and Social Business Strategies
- 4. What is SocialBusiness Strategy? “The intentional use of social media to drive meaningful strategic business outcomes. It relates to “the ways social media tools and practices are being adopted within organizations to support internal employee collaboration and external customer engagement” Social Business by Design, by Dion Hinchcliffe and Peter Kim, published by Jossey-Bass, 2012
- 5. What is SocialBusiness Strategy? “…the evolution to a Social Business as the deep integration of social media and social methodologies into the organization to drive business impact.” -- Charlene Li and Brian Solis, Altimeter, March 6, 2013 Source: Success Factors of a Social Business by Charlene Li and Brian Solis March 6, 2013 on LinkedIn Today
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- 7. Agenda • Macro trendsto consider • Social media becomes social business • How IBM became a social business • How other companies have done it • The foundational bits • Q&A
- 8. 1.5 billionNumber ofsocial networking users globally Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012 The world is social
- 9. 80Percentage of onlineusers interact with social networks regularly The world is social Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
- 10. 70Percentage of companiesthat use social technologies The world is social Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
- 11. 90Percentage of companiesusing social technologies report some business benefit The world is social Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
- 12. 28Number of hoursknowledge workers spend writing emails, looking for information & collaborating internally The world is social Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
- 13. Public attitudes arechanging Source: 2012 Edelman Trust Barometer Executive Summary
- 14. Businesses are responding Source:2012 IBM CEO Study “Leading Through Connections”
- 15. Leaders need newskills The dynamics of social media amplify the need for qualities that have long been a staple of effective leadership, such as strategic creativity, authentic communication, and the ability to deal with a corporation’s social and political dynamics and to design an agile and responsive organization. Social media also adds new dimensions to these traits. For example, it requires the ability to create compelling, engaging multimedia content. Leaders need to excel at cocreation and collaboration—the currencies of the social-media world. Executives must understand the nature of different social-media tools and the unruly forces they can unleash. Equally important, there’s an organizational dimension: leaders must cultivate a new, technologically linked social infrastructure that by design promotes constant interaction across physical and geographical boundaries, as well as self-organized discourse and exchange. Roland Deiser & Sylvia Newton, Six social-media skills every leader needs, McKinsey Quarterly, Feb. 2013
- 16. Social Media becomesSocial Business Social Media • Focus on customers/prospects • Focus on specific platforms: “What’s our strategy for Facebook/Twitter/Pinterest? • Limited / narrow project scope (contests, surveys, etc.) • Limited / narrow analytics • “Something marketing does” Social Business • Focus on customers, prospects, employees, partners • Focus on business goals: How can we improve the customer experience? How can we break down silos and collaborate more? • Cross-functional scope • Broad/deep analytics • “Something everyone does”
- 17. Social Media becomesSocial Business Picture a company that doesn’t follow the flow of an organizational chart, but thrives as a network of communities: • What if your employees could spot gaps in their expertise and quickly identify the best colleagues or candidates to fill them? • Or if your staff could instantly share their knowledge across departments, across languages, across oceans?
- 18. Social Media becomesSocial Business Engaging Transparent Nimble It’s ENGAGING employees and customers in a two-way conversation It’s creating TRANSPARENCY so information flows freely across the organization It’s being NIMBLE so business can adapt quickly to change
- 19. Social Business Strategybenefits
- 20. Survey says… Source: TheBusiness of Social Business: IBM Institute for Business Value, 2012
- 21. Survey says… Source: TheBusiness of Social Business: IBM Institute for Business Value, 2012
- 22. Survey says… Source: TheBusiness of Social Business: IBM Institute for Business Value, 2012
- 23. Executive Support “I amvery aggressive internally in IBM in moving into a social enterprise. It flattens organizations. It enhances their speed. […] And I envision a day even with all your employees where it's more important what you share, not just what you know ... It's not so much what you say you know; I care about what the world thinks you know, what clients think you know. […] I believe this idea of being the social production line of the future is how many, many companies will operate, particularly in a global environment. “ ~ Ginni Rometty, President & CEO, IBM Jessi Hempel, Ginni Rometty reveals the future of Watson, CNN Money, May 17
- 24. • 400k full-time employees •100k partners • 100k contractors • Half the workforce has less than 5 years of service • 62% of workforce in the Services organization • 50% of workforce work remotely • 71% outside USA • 15% from acquisitions and outsourcing deals Your challenge, should you choose to accept it… Challenge: increase productivity, collaboration & innovation
- 25. 1980s: “VirtualMachine” 1996: w3 Intranet operated by Corp. Comms (17k/day 2000: One IBM Single Portal Strategy (500K/day) 2004: Role-enabled workplace (2M/day) 2005: Bottom-up blogging guidelines 2008: Blogging guidelines expanded and formalized into social computing guidelines 2009: Collaboration platform, corporate risk assessment 2010: Social enterprise: internal/external 2011: Workplace of the Future is Social Business, Social Business Council 2012: Digital IBMer, Voices From consumption to participation
- 26. Social tools forbusiness in context IBM Internal / Intranet External / Internet My IBM.com … plus many many more… Activities Blogs Bookmarks Files Forums Wikis Profiles Communities
- 27. Social business insideIBM starts with a social intranet Pronunciation Rich profile information Reporting chain Network Activity Stream Tags Social links
- 28. Social business insideIBM starts with a social intranet Applications Search To Do List Recommended Content Activity Streams
- 29. Strategic Investment at HQ Program Staff Resource Investment Web Services Program Innovation Mgmt. Support World Wide Ad Support Sponsors (LinkedIn/ Sponsorship Marketing) Research & Analytics Partnership 2 Dedicated Scrum Teams Infrastructure & resources
- 30. IBM social behaviorleads to great results Inside IBM Outside IBM Profiles 636,000 users w/ profiles doing 3.5 million profile searches / week 8 million registered users 4.5 million unique monthly visitors Communities 86,000 public and 83,000 private communities with 715,000 members 2,500 public communities 45,000 members Blogs 428K users with 74, 500 blogs 244,000 entries 1,100 blogs 25,000 comments File Sharing 1.18 million files downloaded 44.8 million times Wikis 99,500 wikis with 1.6 million pages and 92.4 million page views Bookmarks 64,600 users sharing 1.6 million bookmarks and 4.8 million tags Forums 178,000 forums with 967,000 topics generating 3.18 million posts from 175K users IBM developerWorks has over 1 million users sharing in thousands of forums Instant Messaging 12 million instant messages per day IBM collaborates with thousands of partners and customers through IM Web Meetings 150,000 web meetings 1 million participants Activities 655,000 users working on 400,000 activities with 7.49 million entries
- 31. The results Source: LubaCherbakov, IBM Distinguished Engineer (Feb 2010) Challenge: increase productivity, collaboration & innovation Productivity Collaboration Innovation Search satisfaction up 50% with productivity savings of $4.5M/yr 84% share knowledge with others $700K savings from reduced travel 84% access experts more quickly 77% re-use assets 64.5% increase their sense of belonging 59.9% increase sales Reductions in voicemail 87% increase skills Reductions in email server costs 74% increase their productivity 64.5% improve personal reputation 42.2% improve customer satisfaction
- 32. Customer experience: Cityof Dubuqe
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- 36. Choose your tool(s) Source:The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
- 37. Choose your startingpoint(s) Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
- 38.
- 39. Hey, thanks! • @DTurnerBlogs •@IBMSocialBiz • IBM.com/social-business
Editor's Notes
- #17 > From Social media awareness, but no formal presence> To Social media presence, but no engagement> To Social media engagement, but no strategic alignment with business objectives> To Social media strategy emerges and aligns with business objectives, however is external only and Marcom focused> To organizational awareness of benefits of internal social connectivity emerges > other internal functional areas embrace social engagement > i.e. HR embraces LinkedIn; product development test crowdsourcing; customer service embraces online forums and self-serve; supply chain operations ‘goes social’ with suppliers, etc.> As a result of cross-functional adoption, a social business strategy emerges
- #25 $100B revenueOperations in 170 countriesKey Business SegmentsSoftware GroupSystems & Technology GroupGlobal Business ServicesGlobal Technology Services