Lotusphere ASEAN March 2011
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The document discusses how organizations can leverage social business tools to cultivate leadership, innovation, and collective intelligence. It notes that social networking is replacing email as the primary means of communication for many business users. Implementing social networks, blogs, wikis and other tools internally can boost performance, speed knowledge sharing, and attract top talent. Case studies show how social media has empowered employees at a telecom company and increased innovation at BP by crowdsourcing ideas. The key is to focus on culture change and enabling connections, communication, and content to develop creative leaders.
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Lotusphere ASEAN March 2011
- 1. 9 March, 2011 Singapore The Social Advantage: Leverage Social Business to cultivate leadership & innovation Anne Bartlett-Bragg Headshift | Dachis Group
- 2. Dachis Group Headshift | Dachis Group
- 3. Your social business landscape? Do you have: • A social intranet? • A social network (internal)? • Blogs • Wikis • Micro-blogging / communication Headshift | Dachis Group
- 4. Current trends Headshift | Dachis Group
- 5. Current trends By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users Gartner, February 2010 Headshift | Dachis Group
- 6. Current trends “There has also been a ‘tipping point’ for social tools. For leading intranets in 2010, basic social tools are no longer ‘nice to have’, they’re now standard. This includes site-wide commenting, the integration of blogs, micro-blogging, wikis, and social staff directories, and free-ranging contributions from all levels of an organisation, from the CEO down and frontline staff up.” Headshift | Dachis Group
- 7. Current trends – what does this mean? • The changing nature of work – “Always on” – Mobile / iPhone / Blackberry – Time-shifting – Virtual teams – Gen Y • Integrated vision – Planning for social business – Roadmaps / skills / policies / culture / systems Headshift | Dachis Group
- 8. Current trends - results Organisations who use collaboration and social networking tools are 57% more likely to out perform their competitiors IBM : Working Beyond Boundaries, 2010 Headshift | Dachis Group
- 9. What is social business design? Connections Communication Culture Clarity Headshift | Dachis Group
- 10. Your social business – as a whole system Knowledge Information Learning Performance Social Management Management Management Management Networking Search Action plans Action plans Accountability Network Search Share Action plans Reports Action plans Accountability Network Reflections Action plans Connect Share Contribute Reports Artefacts Reflections Reports Reports plans Action Connect Share Contribute Participate Artefacts Collect Evidence Reports Artefacts Reports Artefacts Contribute Share Participate Categorise Collect Collect Evidence Artefacts Collect Evidence Artefacts Participate Manage Share Share Contribute Evidence Share Collect Contribute Collect Contribute Participate Categorise Contribute Evidence Participate Evidence Participate Participate Manage Share Share Share Contribute Contribute Contribute Participate Participate Headshift | Dachis Group Participate
- 11. How do you leverage social business? 1) Cultivate creative leaders (in complex, changing environments) 2) Mobilising talent - speed & flexibility 3) Capitalising on collective intelligence Headshift | Dachis Group
- 12. How do you attract talent? • Do you currently use social networks? – LinkedIn – Facebook – Others? • Do you leverage your internal networks? Headshift | Dachis Group
- 13. Social networks for professionals Headshift | Dachis Group
- 14. It all starts here!! Induction / on boarding programs • 83% of new workers say they feel better connected with co-workers through internal social networks • 67% of organisations with internal social networks say their staff get up to speed faster! Headshift | Dachis Group
- 15. Collective intelligence • 78% of organisations gain efficiency from sharing and applying relevant practices • 65% say they can find answers quicker • Builds on experience • Avoids duplication and re-inventing wheels • Enables discovery of new opportunities Headshift | Dachis Group
- 16. Case study: Global telecommunications company • Empowered employees • Changed their customer service workflows • Increased customer satisfaction • Reduced call centre staff stress levels & retention rates Headshift | Dachis Group
- 17. Case study: BP Beacons Awards • A communication hub for global innovation • Employees submitted ideas • Others voted • Other contributed new ideas Headshift | Dachis Group
- 18. Developing creative leaders What is a creative leader? • Effective communicators • Know how to reinvent relationships • Support and enable collaboration • View the big picture – whole organisation • Explore unconventional ideas Headshift | Dachis Group
- 19. Tips for implementation • The real challenge is culture change • Productivity gains will be about applying the best technologies quickly • New forms of learning not just essential - they’re critical • Focus on 4Cs: – Connections – Culture – Communication – Content To enable managers to build a sustainable, innovative position in their market. Headshift | Dachis Group
- 20. Next steps…? Headshift | Dachis Group
- 21. annebb@headshift.com http://www.socialbusinesssummit.com Headshift | Dachis Group