Uploaded byKasper Risbjerg
Social Business
This document contains an agenda for a two-day training on social business hosted by Kasper Risbjerg from IBM. Day 1 covers an introduction to social business, social media listening tools, and exercises. Day 2 covers social CRM, driving workforce productivity through social tools, accelerating innovation with social tools, and a case study on IBM's use of social internally. The agenda includes times for presentations, breaks, and exercises. The goal is to help participants understand how to embed social tools and practices into business processes to improve collaboration, knowledge sharing, and innovation.
More Related Content
Social Business
- 1. Source:The Human Faceof Big Data Social Business IBC: Social Media Manager
- 2. Kasper Risbjerg Social BusinessManager, IBM IBM i Danmark siden 2011 IBM HQ i NewYork City officielt fra igår Ansvaret for IBM Select Autodidakt men med en akademisk baggrund... Passioner Sociale Business Fremtidens uddannelse Kultur Kaffe Twitter: @kasperrisbjerg LinkedIn: linkedin.com/in/kasperrisbjerg/ Mail: risbjerg@dk.ibm.com Website: kasperrisbjerg.dk
- 6. Day 1 Introduction toSocial Business 12:30 - 13:15 Break 13:15 - 13:30 Social Media Listening - part 1 13:30 - 14:00 Tool: Falcon Social 14:00 - 14:30 Break 14:30 - 14:45 Social Media Listening - part 2 14:45 - 15:15 Exercise 15:15 - 16:00 Day 2 Social CRM 09:00 - 09:45 Break 09:45 - 10:00 Drive workforce productivity and effectiveness 10:00 - 10:30 Accelerate innovation 10:30 - 11:00 Break 11:00 - 11:15 Case study: IBM 11:15 - 12:00 Lunch 12:00 - 12:30 Tool: Connections 12:30 - 13:00 Break 13:00 - 13:15 The Customer Decision Journey 13:15 - 13:45 Exercise 13:45 - 14:30 Break 14:30 - 14:45 Employees as Brand Advocates 14:45 - 15:30 Agenda
- 7.
- 8.
- 9. Social Business Source: IBM:“Liking”Isn’t Leading
- 10.
- 11. Social Media Source: http://blog.socialmaximizer.com/wp-content/uploads/2013/02/social_media.jpg 100.000 Likeson Facebook 200 retweets an hour Getting your product pinned
- 12. Social Media Source: http://blog.socialmaximizer.com/wp-content/uploads/2013/02/social_media.jpg •How does that drive revenue? • How does that attract talent? • How does that bridge the collaboration gaps? • Is that true engagement? • Are those likes even from your customers? • Does that improve the experience of your customers? • Does that help you to innovate? • Does it help your customer-facing representatives tap into your organizational knowledge and expertise?
- 13. So why isthis important? • 15 years ago no one would buy books online • Now e-commerce is the norm • Human behavior has changed • There’s no online business - only business • The same shift is unfolding now with social technologies • Think about what social media will be like in five years Source: http://beta.mevvy.com/wp-content/uploads/2012/10/How-To-Get-Started-In-E-Commerce-on-mevvy.com_.jpeg
- 14. So why isthis important? Source: IBM CEO Study 2012
- 15. So why isthis important? Source: IBM CEO Study 2012
- 16. So why isthis important?
- 17. The social evolution •Half the world’s population is online • Everyone of them are mobile • Facebook has 1 billion users • LinkedIn is used in every country • Twitter has around 200 million users • 3/4 of Fortune Global 100 are using external social platforms • It’s no longer just a sandbox for kids Source: http://frankmedia.com.au/wp-content/upLoads/2012/05/social-evolution.jpg
- 18. That is wheresocial media is located - in marketing Source: http://blogs-images.forbes.com/johnkotter/files/2011/05/Too-Many-Silos.jpg
- 19. Social Business • Socialtechnologies are about more than engaging your fans and getting likes • It’s about building communities within your workforce where colleagues create and share ideas • It’s about empowering your customers and partners to help build your brand • And you need to break down the silos in your organization Source: http://chriscollison.files.wordpress.com/2011/09/silo.jpg
- 20. Social Business Some keycharacteristics It’s engaging Deeply connecting people, including customers, employees and partners, to be involved in productive and efficient ways It’s transparent Removing boundaries to information, experts and assets, helping people align every action to drive business results It’s nimble Speeding up business with information and insight to anticipate and address evolving opportunities Source: IBM:“Liking” Isn’t Leading
- 21. Social Business It’s basicallyabout embedding social tools and practices into the ongoing activities and processes of the organization... Source: IBM:“Liking” Isn’t Leading
- 22. • A socialworkforce is a smarter workforce • Humans are social animals even at work • They know the value of social • You need to create culture that’s social • Picture a company that doesn’t follow the flow of a strict organizational chart, but thrives as a network of communities Social Business Source: IBM:“Liking” Isn’t Leading http://www.fmsasg.com/SocialNetworkAnalysis/SocialNetworkAnalysis_Graph.gif
- 23. The business opportunities •Finding new customers can cost up to 5 times as much keeping those you have • The typical knowledge worker spend 13 hours a week going through emails • 9 hours a week is used to tracking down information • Social technologies could improve communication productivity by 25-35% • Same goes for searching for information and collaborating. Overall gain is 20-25% • Top-line growth can improve 3-11% Source: IBM Institute for BusinessValue:The business of social business http://www.mckinsey.com/insights/mgi/in_the_news/reaping_the_rewards_of_enterprise_social
- 24. The importance ofculture • Nearly 3/4 of companies report underprepared for the required cultural change • 2/3 don’t understand the impact social technologies have on their organizations over the next three years • It requires openness and leadership • Working for a company where you matter • Social technologies make organizations seem flat • Social Business humanize business Source: IBM Institute for BusinessValue:The business of social business http://comerecommended.com/files/2011/05/company-culture.jpg
- 25. Size & functiondoesn’t matter... Source: Christian Carlsson
- 26.
- 27. • Almost anycompany uses social media externally, but outperforming companies are using it to drive internal collaboration • Participation in supply chains demands knowledge sharing and access to insights • Customers expect companies to past transactions and tap into their collective expertise to solve problems Source: http://www.theemotionmachine.com/wp-content/uploads/productivity.jpg DRIVE WORKFORCE PRODUCTIVITY AND EFFECTIVENESS
- 28. • Create aninfrastructure that allows employees to set up collaborative spaces and individual profiles • Integrate collaborative tools in day-to- day work activities, projects and processes • Mine social interactions to identify influence leaders and understand future trends Increasing transparency and visibility of knowledge Source: http://3.bp.blogspot.com/-cgo6OiGxSuE/US61eajpcrI/AAAAAAAAJZc/zaqz5n88tr8/s1600/fixing_transparency_will_fix_everything_.jpg
- 29. • As marketsand technologies change rapidly, organizations recognize the need for individuals to continually update their skills. • Apply social tools to important learning initiatives • Incorporate gaming capabilities and simulations into relevant work and learning streams • Incorporate gaming capabilities and simulations into relevant work and learning streams Finding and building expertise Source: http://www.vipdictionary.com/img/share-expertise1.jpg
- 30. • Use socialtechniques to identify areas of improvement from suppliers and intermediaries • Apply crowdsourcing techniques to augment the organization’s processes and skills • Incorporate social data to augment cross organizational processes and activities Collaborating outside the organization Source: IBM Institute for BusinessValue
- 31. Case Study • BostonChildren’s Hospital • Needed to capture the knowledge and learning from colleagues around the world • The hospital developed a network of specialists to share their knowledge about leading practices and to educate medical students, residents and practitioners • The hospital created a series of learning modules, simulations and best practices guides to provide timely guidance, simulate hands-on experiences and improve skills of its staff and students. Source: http://images.forbes.com/media/lists/companies/childrens-hospital-boston_200x200.jpg
- 32. ACCELERATING INNOVATION • Incorporatingsocial capabilities into the innovation process is another highly important factor • Social tools are making it easier to acquire new ideas from almost anyone who touches the organization • Management and employees must be prepared to take advantage of new ideas, regardless of their source of origin Source: http://www.photo-dictionary.com/photofiles/list/7369/9892acceleration.jpg
- 33. Sourcing new ideasfrom anyone • Identify specific opportunities where new ideas could add value to the business • Develop processes for collecting internal and external innovations on an ongoing basis • Mine social interactions to identify future innovation needs and trends Source: http://alangregerman.typepad.com/.a/6a00d83516c0ad53ef0133f0897806970b-800wi
- 34. Using internal communitiesto innovate Source: IBM Institute for BusinessValue 8 • Build platform where internal communities can come together to share insights • Provide resources to moderate communities with the greatest strategic value • Identify potential community involvement based on social contributions • Cemex
- 35. Using internal communitiesto innovate Source: IBM Institute for BusinessValue 8 • Build platform where internal communities can come together to share insights • Provide resources to moderate communities with the greatest strategic value • Identify potential community involvement based on social contributions • Cemex
- 36. Enabling structured innovationefforts • Conduct ideation events involving employees from across the business • Extend innovation events to the larger stakeholder population • Embed innovation events and social data into the ongoing product development process • Citibank Source: http://www.socialtext.com/blog/wp-content/uploads/2013/02/process-improvement.jpg
- 37. How to holda Jam 1. Determine the number of participants needed to develop new ideas and insights 2. Create enough diversity of experiences and perspectives to avoid groupthink and encourage innovation 3. Bring relevant knowledge of context and expertise in the problems and issues that need to be solved 4. Invite individuals willing to challenge the status quo and assumptions to reach a deeper, more complete solution 5. Provide motivation to participate, including internal/external recognition and rewards. Source: http://www.kreativsounds.com/uploads/2011/06/Pat-Metheny-Guitar-Jam-Wallpaper.jpg
- 38. Case Study • Beiersdorf •Open innovation platform Pearlfinder for suppliers, universities, institutes, consultants and inventors can submit ideas on this platform and work in collaboration with the staff to refine the ideas and process • Beiersdorf has enjoyed successes in jointly developing new products • Beiersdorf has won a number of awards for this social business approach to innovation, increasing the company’s perception as a willing and desired collaborator in the marketplace
- 39. EMBEDDING SOCIAL INTOYOUR ORGANIZATION “WhenI talk to CEOs, they desperately want to hear the voices of their customers, the voices of their employees...But I get the impression that there is a middle layer that traditionally has been the signal processor, both up and down, and some of them don’t want to see that role go away” - Andrew McAfee, a Principal Research Scientist from the MIT Center for Digital Business Source: http://irondaletoday.com/wp-content/uploads/2009/08/istock_000004591621large.jpg
- 40. Get people involvedin using the tools • Create hands-on opportunities to use new social business tools • Provide one-on-one coaching and reverse mentoring and encourage leaders to model desired behaviors to signal social “permission”. • Capture success stories through use of social tools (e.g., wikis, blogs, video) Source: http://info.bluepointleadership.com/Portals/51158/images/coaching%20culture%207-resized-600.jpg
- 41. • Appoint anumber of social business champions/subject experts to encourage and accelerate adoption • Provide education about why this important and what the guidelines are for using social tools inside and outside the organization • Recognize desired usage and behaviors Source: https://begood.good.com/servlet/JiveServlet/showImage/38-1363-2044/change.jpg Apply traditional change management concepts to support transitions
- 42. Questions to askyourself 1. What approaches is my organization using to listen to and engage with customers? How do my marketing, sales and customer service functions coordinate around social initiatives? 2. What areas of opportunity exist within our organization to improve collaboration through social initiatives? How could we use social approaches to better connect with key stakeholders outside the organization? 3. How can improved generation of ideas have the most impact across our organization? How could we better involve individuals outside the organization in our innovation efforts? Source: http://chrislocurto.com/wp-content/uploads/2012/04/Businessman-on-question-mark.jpg
- 43. Case Study • $100Brevenue • 102 years old • 400,000 full time regular employees • Operations in 170 countries • 50% of workforce work remotely – not from a traditional IBM office • 71% of workforce outside USA • 15% of workforce comes from acquisitions and outsourcing deals • Challenge: Increase productivity, collaboration, and innovation of our 400,000 employees Source: IBM
- 44. Is IBM aSocial Business? Source: IBM 8
- 45. Is IBM aSocial Business? Source: IBM 8
- 46. Case Study -IBM • 57.8K blogs, 366K users, 190K entries • 3.5 million profile searches per week • 841K files shared, 24.6 million downloads • 80K wikis, 993K pages, 67.4m views • 44K users, 1.5M bookmarks, 4.5M tags • 588K users, 332.6K activities, 5.76M entries • 12 million instant messages per day • 150,000 web meetings, 1 million participants • 647K members, 70K public & 61K private communities Outside IBM • 8 million registered users, 4.5 million unique monthly visitors • 2,500 public communities, 45,000 members • 1,100 blogs, 25,000 comments Measurable Value • Productivity savings of $4.5M per year Source: IBM https://ibm.biz/Bdxqek
- 47. TheValue of SocialPractices in IBM • 87% increase skills • 84% access experts more quickly • 84% share knowledge with others • 77% re-use assets • 74% increase their productivity • 64.5% improve personal reputation • 64.5% increase their sense of belonging • 59.9% increase sales • 42.2% improve customer satisfaction Source: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)
- 48. Case Study -IBM Connections Source: IBM Profiles Find the people you need Communities Work with the people who share common roles interests Files Post, share and discover documents, presentations, images, and more Wikis Create Web Content Together Activities Organize your work and tap into your professional network Forums Exchange ideas with, and benefit from the expertise of others Homepage See what s happening across your social network Social Analytics Discover who & what you don t know via recommendations Micro-blogging Reach out for help from your social network Bookmarks Save, share and discover social bookmarks Blogs Present your own ideas and learn from others
- 49. Case Study -IBM
- 50. Case Study -IBM Source: Luis Suarez, Social Computing Evangelist at IBM Single place to access all interactions with clients, analysts, & press Share information, documents, to-dos with relevant stakeholders Organizes external customer activities with a globally dispersed team
- 51. Case Study -IBM Knowledge transfer
- 52. Case Study -IBM Shares her experience in IBM Connections Blogs Source: Luis Suarez, Social Computing Evangelist at IBM
- 53. Case Study -IBM
- 54. Case Study -IBM
- 55. Case Study -IBM Expert perspective
- 56. Case Study -IBM Share, Recognize and Connect Recognition Source: Luis Suarez, Social Computing Evangelist at IBM
- 57. Case Study -IBM
- 58. Case Study -IBM A globally integrated team with Communities as a Communications Hub Source: Luis Suarez, Social Computing Evangelist at IBM
- 59. Case Study -IBM
- 60. Case Study -IBM Source: http://1.bp.blogspot.com/-SpomQ8mFlcc/UFBOJI5MSFI/AAAAAAAAAGc/BBohaAuoxLk/s1600/IBM+Connections+D.png
- 61.
- 62. “Tap into thedata generated at each touch point along the consumer decision journey and be creative” Source: McKinsey
- 63.
- 64. Thank you 8 Connect withme on Twitter: @kasperrisbjerg LinkedIn: linkedin.com/in/ kasperrisbjerg/ Website: kasperrisbjerg.dk Email: risbjerg@dk.ibm.com