The document discusses the shift from social media to social business. A social business is one that uses social strategies, culture, organization and technologies internally and externally. Organizations that adopt social business approaches will survive and prosper while those that don't may become like outdated businesses. The document provides examples of how social business benefits organizations through improved collaboration, knowledge sharing and engagement.

1. ENERGISE2-0.COM
From Social
Media to Social
Business
Dr. Jim Hamill and Alan Stevenson
jim.hamill@energise2-0.com
alan.stevenson@energise2-0.com
@drjimhamill @ast3v3nson

2. A conversation
not a broadcast
presentation
ENERGISE2-0.COM

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. Social Business: Cases
Share knowledge outside traditional government agency boundaries through this
bespoke network ENERGISE2-0.COM

43. Social Business: Cases
One of the earliest users of Yammer; an internal knowledge sharing system for its
government workers
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44. Community for Policing professionals to share knowledge
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45. Social Business: Cases
Not-for-profit organization operating five R&D Centers partnering with
government sponsors. Now building as many collaboration and knowledge-
sharing systems with partners as possible.
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46. Social Business: Cases
Replaced the existing manual recordkeeping process. Created a scalable, alerts-
based track management system across 40,000 miles of rail that makes rail status
information available to management.
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47. Social Business: Cases
Created an internal social network as early as 2008 that allows students to
collaborate remotely (delivering savings in the region of £300,000 per year in print,
courier and administration costs)
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48. The University’s “The Plant Accelerator, a $31 million research facility” makes
significant volumes of data available to global clients
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49. Social Business: Cases
Wiki drives 80% reduction in interdepartmental e-mail volume.
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50. Social Business: Cases
To become “One Bupa” - a cohesive and unified global workforce; now sharing
knowledge across Bupa’s 20 business units.
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51. Social Business: Cases
A global healthcare network matching healthcare professionals with those that
need them. Developed as a result of the Haiti crisis.
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52. A collaborative research platform (crowdsources insight and research about
protein structure analysis) run by the University of Washington's Centre for Game
Science and Department of Biochemistry.
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53. Company Examples Videos
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54. Other Salesforce Examples
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55. Salesforce Examples
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56. City of Boston
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57. Boston Business Hub
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58. Boston Business Hub
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59. Boston Business Hub
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60. Boston Business Hub
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61. Boston Business Hub
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62. Electrolux
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63. Implications for the Public
Sector, Business and You
Personally
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64. The Rules of Business Have Changed
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65. Lets Discuss
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66. Some Advice in ‘Getting There’
Social Business Planning Pays
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67. Simplified Balanced Scorecard
• Will ensure that the social business actions and initiatives you
take are fully aligned with and supportive of your overall
business goals and objectives; that KPIs are agreed for
monitoring and evaluating social media performance,
business impact and ROI; and all key success factors are
considered, especially the organization, people and resource
aspects critical to successful strategy implementation
• A Scorecard approach can also be very useful for internal and
external communications – a simple framework to present
social media goals, objectives, key actions and initiatives to
colleagues, partners and other stakeholders
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68. Social Business Balanced Scorecard
• Not ‘paralysis by analysis’. By providing an agreed framework
to follow, the Balanced Scorecard considerably speeds up
strategy development and implementation
• The steps involved can be captured in a Social Media Strategy
Map
• Five key questions to address……
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69. Social Media Balanced Scorecard
• What is the overall Social Business vision for your
organisation/Dept?
• What are the key objectives and targets to be achieved?
• Who are your customers (include Internal Customers)?
• What are the key actions and initiatives you need to
take?
• Organisation, Resource and People Issues
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70. Social Business Balanced Scorecard
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71. 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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72. From This
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73. To This
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74. To This
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75. Social Business Technologies
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76. Practical Next Steps
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77. Be Social
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78. 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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79. 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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80. If you don’t think this is
possible become a bird
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81. MacroWikinomics Murmuration
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82. 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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83. Thank You
Questions
www.energise2-0.com
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84. Social Business at www.energise2-0.com
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85. Social Business at www.energise2-0.com
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