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.

1. Source:The Human Face of Big Data
Social Business
IBC: Social Media Manager

2. Kasper Risbjerg
Social Business Manager, 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 to Social 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

8. 8

9. Social Business
Source: IBM:“Liking” Isn’t Leading

10. Social Media
Source: http://blog.socialmaximizer.com/wp-content/uploads/2013/02/social_media.jpg

11. Social Media
Source: http://blog.socialmaximizer.com/wp-content/uploads/2013/02/social_media.jpg
100.000
Likes on
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 is this 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 is this important?
Source: IBM CEO Study 2012

15. So why is this important?
Source: IBM CEO Study 2012

16. So why is this 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 where social media is
located - in marketing
Source: http://blogs-images.forbes.com/johnkotter/files/2011/05/Too-Many-Silos.jpg

19. Social Business
• Social technologies 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 key characteristics
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 basically about embedding
social tools and practices into the
ongoing activities and processes of
the organization...
Source: IBM:“Liking” Isn’t Leading

22. • A social workforce 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 of culture
• 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 & function doesn’t matter...
Source: Christian Carlsson

26. Source: http://craigtowens.files.wordpress.com/2012/06/open-door.jpg

27. • Almost any company 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 an infrastructure 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 markets and 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 social techniques 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
• Boston Children’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
• Incorporating social 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 ideas from 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 communities to 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 communities to 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 innovation efforts
• 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 hold a 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
“When I 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 involved in 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 a number 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 ask yourself
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
• $100B revenue
• 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 a Social Business?
Source: IBM
8

45. Is IBM a Social 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 Social Practices 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. Source: IBM

62. “Tap into the data generated at each
touch point along the consumer
decision journey and be creative”
Source: McKinsey

63. Source: http://0.tqn.com/d/sportsmedicine/1/0/4/6/bicycle_crunch_250.jpg

64. Thank you
8
Connect with me on
Twitter: @kasperrisbjerg
LinkedIn: linkedin.com/in/
kasperrisbjerg/
Website: kasperrisbjerg.dk
Email: risbjerg@dk.ibm.com