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Social Business Adoption Strategies
The document outlines strategies for adopting social business practices, emphasizing a three-pronged approach: viral adoption, guided adoption, and prescriptive adoption aimed at aligning business outcomes. It discusses the importance of communication, integration, and the engagement of champions while detailing best practices for implementation, including use case discovery workshops and defining business goals. The document also highlights the value of leveraging expertise and open communication to drive social collaboration and improve organizational efficiency.
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Social Business Adoption Strategies
- 1. Social Business Adoption Adoption Strategies and Approaches
- 2. © 2014 InternationalBusiness Machines Corporation 2 Social Adoption Strategy A Three-Pronged Approach Viral and self-motivation Guided Adoption informs all users Prescriptive Adoption Aligns with Business Outcomes 1 2 3
- 3. © 22001144 IInntteerrnnaattiioonnaallBBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 33 Viral Adoption Hands-on Support Communication Integration Catalysts (Champions, etc) Time Patience Viral is Messy And business does not like messy Social Business Leader/Council Governance and Policies Social Information Architecture 1 Conditions for Viral Success Open Networks All Access by Integrated into user context Branded Experience
- 4. © 22001144 IInntteerrnnaattiioonnaallBBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 44 Web Integration Sharepoint Plugins Business Cards Others…
- 5. IBM Connections SocialSidebar Access & share via Connections from any web page Sidebar surfaces on any page (intranet/extranet) and allows users to update their status, add bookmarks Connections notifications appear as visual indicator © 22001144 IInntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 55 5
- 6. © 22001144 IInntteerrnnaattiioonnaallBBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 66 Client Integration Notes and Office Clients Instant Messaging Windows Explorer Mobile
- 7. © 22001144 IInntteerrnnaattiioonnaallBBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 77 Extensive Theme Framework
- 8. © 22001144 IInntteerrnnaattiioonnaallBBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 88 Guided Adoption Creating awareness Communication Enablement Publicity ... about a commonly available set of tools to support Tangible Broadly relevant And widely acknowledged initiatives that address business and individual pain points Value is realized Empowering the individual Addressing a broad pain or organizational initiative Leverage Applicable Scenarios Tap into pent up demand Un-adopting less impactful tool, behavior, process 2
- 9. © 22001144 IInntteerrnnaattiioonnaallBBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 99 Social Usage for All Employees General Social Business Services
- 10. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 1100
- 11. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 1111 3 Prescriptive Adoption Planning Establish the Business Goals, Issues & Priorities 33 44 55 66 Use Case Discovery Workshop to map Goals & Issues to ROI Adoption Planning Workshop Business Case Project
- 12. Social Requires aUse Case Centric Approach © 2014 International Business Machines Corporation 12 Social Use Cases Social Use Cases Capabilities Open Communications Social Collaboration Knowledge & Insights Leveraging Expertise
- 13. Leverage Proven SocialBusiness Patterns Patterns represent modernized processes with dynamic, repeatable and measurable “people interactions” created by building social into work and © 2014 International Business Machines Corporation 13 life
- 14. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 1144 Entry Points for Social
- 15. © 2014 InternationalBusiness Machines Corporation 15
- 16. Social builds OngoingRelationships across touchpoints & channels Social Contact Center © 2014 International Business Machines Corporation 16 Self Service Store/Branch/Location Maintenance/Repair Face-to-Face Kiosk Mobile Consumer Business Citizen
- 17. York Region: Buildingrelationships with service © 2014 International Business Machines Corporation 17
- 18. “The Social Network © 2014 International Business Machines Corporation 18 is the New Production Line” ONLY 25% of firms GaOreOD at Generating & Converting INNOVATIONS Booz & Company PRODUCTIVITY is MORE IMPORTANT than CREATIVITY for 75 % of workforce Adobe
- 19. TD Bank –innovating & amplifying ways to engage satisfy customers • WOW story community • 50K participants (out of 85K employees) • 300,000 stories • 260 added daily © 2014 International Business Machines Corporation 19
- 20. © 2014 InternationalBusiness Machines Corporation 20 71% of CEOs: See employees as the #1 source of economic value IBM
- 21. © 2014 InternationalBusiness Machines Corporation 21 Cabela’s • Attract best talent & promote new culture • Tailored internal & external messaging 5% increase in employee engagement in the first year
- 22. © 2014 InternationalBusiness Machines Corporation 22 Safety is about saving lives (6,000 die daily in work-related incidents) Source: "Occupational Health Services And Practice". Ilo.org. Retrieved 2013-02-15.
- 23. Keyera uses asocial “pipeline” to share expertise and better align HQ and the field • Communicating the importance of safety practices • Leveraging video assets to speed responses • Encouraging geographically dispersed employees to share content • Reducing injuries © 2014 International Business Machines Corporation 23
- 24. Use of videoblogs improved effectiveness of safety training – improving productivity by 25% © 2014 International Business Machines Corporation 24 Value from Safety • Communicating importance of safety practices and innovating operational improvements • Leverages video assets to speed response
- 25. It’s not whatyou KNOW; it’s what you SHAREIBM © 2014 International Business Machines Corporation 25
- 26. A Critical Asset:IBM Expertise Locator © 2014 International Business Machines Corporation 26
- 27. © 2014 InternationalBusiness Machines Corporation 27 Sennheiser Tone technicians preparing for concerts need support on issues complicated by types of equipment, specs of venue, and musician preferences • Identified and expanded global experts • Engaged expertise with customer service and tone techs through social networks
- 28. Social technologies coulddeliver $170B to $200B © 2014 International Business Machines Corporation 28 in value McKinsey
- 29. © 2014 InternationalBusiness Machines Corporation 29 Social in the supply chain Human Resources Link suppliers and sales/ customer support teams for better communication, service and efficiency Establish collaborative development & manufacturing environment with key suppliers to drive innovation, quality, and more effective sourcing Crowd source demand volume and location for sourcing Procurement Develop talent in the geographic areas of greatest demand and skill gaps (usually emerging markets) Connect primary & tiered suppliers through collaborative environment & data to create transparency & reduce risk Establish social listening to monitor possible risks with existing suppliers and to identify potential new partners
- 30. Connecting Supply Chainfor Customer-facing Dealers Dealer Network • Integrate data from multiple sources • Unified processes • Connect to Expertise within Dealer Network • Sales increase in parts and services © 2014 International Business Machines Corporation 30
- 31. These patterns touchall parts of your business Recruiting & Onboarding Innovation & Knowledge © 2014 International Business Machines Corporation 31 Finding Expertise Mergers & Acquisitions Safety Reinventing Customer Engagement
- 32. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3322 Understand Social Capabilities Drive Human Relationships
- 33. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3333 Leverage Expertise Establish who the experts are Find the right expertise Engage expertise when Leverage expertise Allow experts to build their social reputation
- 34. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3344 Knowledge Sharing Finding information Share Knowledge Learning Progress Ideas Discover Insights
- 35. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3355 Open Communication Publish into networks Engage in conversations Listen
- 36. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3366 Social Cooperation Managing individual work Working with your network Manage collaborative work
- 37. Business Capabilities forSocial Business Capability Grouping Capabilities Brief Definition © 2014 International Business Machines Corporation 37 Leveraging Expertise Build social recognition The ability to establish your social presence via building connections and other social interactions (that could include the direct contributions of knowledge or expertise) that extend the visibility of your expertise, influence, and reputation. Establish expertise The ability for an individual to understand if someone is an expert and how they are an expert. Includes the ability to reinforce or confirm expertise. Find expertise The ability to explicitly search for and discover expertise where ever it exists; in a individual expert or a network of experts collectively. Engage experts The ability to directly contact an expert; typically involves a request or dialog and may lead to extended cooperative work. Leverage expertise The ability to passively use the knowledge and contributions of experts; the user accesses and consumes the products of established expertise but does not directly consume the time and attention of the expert. Knowledge Sharing Find information The ability to search for specific answers to a question, or seek information, content, or insights to make decisions, do work, or take some action Share knowledge The ability to store knowledge assets, information, and ideas and share with others with the intent of reuse and collaboration. Progress Ideas The ability to solicit, engage, and develop ideas. Learn The ability to leverage captured knowledge of others (both formal and informal), passively or actively, to learn and develop skills or ideas. Discover Insights The ability for individuals to discover information, interactions, and updates from across various networks so that they may develop insights to engage, make decisions, or take action. Social Cooperation (Collaboration) Manage Individual Work The ability for an individual to organize all things they create or use when doing work (assigned or ad hoc). Work with your network Ability to connect and engage with others in an ad-hoc manner to gain help in doing work. Manage Cooperative Work Ability to for a team or group of individuals to collaboratively manage formal and ad-hoc work. Open Communication Publish into networks The ability to outwardly communicate informational messages or content to a targeted audience, leveraging open networks and social channels. Engage in conversations The ability to interact in beneficial 2-way engagement with others, such as a dialog, discussion, or request and response. Listen The ability to target and monitor specific social conversations, interactions, individuals, topics, or streams to gain insight about what others are thinking.
- 38. The Value ofa Social Business Platform Access IBM Platform for Social Business Social Networking Social Analytics Social Content Social User Experience Deployment Options © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 3388 Integrated Platform Take advantage of a broad range of industry leading social tools Connected to Business People-centric business capabilities Socially enable business process Social as the business process Access Anywhere Access your social data from a variety of touchpoints (e.g. applications, desktops, mobile, etc) Foundational Services
- 39. Access Integration WebMobile Client Social Networking Social Analytics Social Content Social User Experience Multi-tenet Cloud Private Cloud On-Prem Hybrid © 2014 International Business Machines Corporation 39 IBM Platform for Social Business Deployment Options Foundational Services Security Access SSO Business Controls DR HA Admin Monitoring Directory & Identity Mgt People Data Integrator Content Integrator IBM Social Business Reference Architecture Enterprise Applications Analytic Engines ECM Web Frameworks BPM Search Social Media Collaboration Frameworks People-Centric Networking Social Cooperation Real-time Collaboration and Association Communications Social Relationship Analytics Predictive Analytics Social Content Analytics Sentiment Analysis Social Documents Surveys & Forms Web Content Document co-Editing Intranet Externet Internet Apps
- 40. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4400 Social Architectural Integration Decisions Integration Enterprise Applications Analytic Engines ECM Web Frameworks BPM Search Social Media Collaboration Frameworks
- 41. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4411 Social Use Case Discovery Actors (Producers & Consumers) How we drive towards adoption Use Actors are the point of view Cases Role A Role B Actor relationships are the basis of social interactions Goals imply a Role C Business measurement model of Requirements social Metrics & NFRs An actor's context (role) filters the guidance in support of adoption Scenarios Adoption Scenarios Scenarios Plan
- 42. © 2014 InIntteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4422 Guidance for Adoption Success Specific end-user assistance details how to use the software to achieve business goals of the Initiative Narratives communicate to specific users on how they will use the software. Expectations tell them what they need to do and how often to be successful in the short-term of the Plan as well as long-term to maintain the achievement of use case objectives Seeding tells them how to get started (what to create) so they can facilitate the collaborative relationship Storyboards are visual aids that show features of the software in action as associated with the users role in a narrative defined
- 43. © 2014 InternationalBusiness Machines Corporation 43 Social Business Adoption Program All Three Approaches Key to Success Viral Adoption Support Capability Based Adoption Planning Communications Launch Prescriptive Adoption Planning Define Social Business Capabilities Identify Business Initiatives & Champion Candidates Use Case Communications Launch Discovery Adoption Guidance Viral Adoption Best Practices Communications Launch IBM
- 44. Next Steps 1.Understand How to Create an Social Strategy Review of Adoption Strategies (this presentation) Review Best Practices for Success 1. Define Social within the Organization Conduct Social Roadmap Workshop Prioritize Business Goals 1. Implement Social into Business Priorities Conduct Use Case Discovery Workshops Deliver Champion Enablement © 2014 In Intteerrnnaattiioonnaall BBuussiinneessss MMaacchhiinneess CCoorrppoorraattiioonn 4444
Editor's Notes
- #6 As an example of Social Apps and alternative client access points
- #12 Alignment of social software capabilities to business initiative Tangible Significant Motivational Leverage IBM’s Social Business Platform Prioritize Integrate On-board Social Business Use Case Discovery Requires understanding of business Focused on Relationships Provide Guidance How to enable a Social Business Use Case How to get started How to prepare business population
- #14 Patterns represent modernized processes with dynamic, repeatable and measurable “people interactions” created by integrating social into work and life. These 10 are not all of the patterns; they are just the first we’ve created deep assets around. There are many more.
- #16 Digital & Social Actions Provides consistent experience across channels & processes (marketing, sales & service) Builds relationships that maintain participation outside of transactions Sources: 1 Accenture Global Consumer Pulse Research, 2013 2 American Express Global Customer Service Barometer, 2013 3 “Evolution of the networked enterprise”, McKinsey & Co, March 2013 4 Bain & Co report
- #17 Social Solution Examples: Provides consistent experience across channels & processes (marketing, sales & service) Builds relationships that maintain participation outside of transactions
- #18 “Even though you’re government, you don’t have to act like government. You can act like a business, and you’ll get good results.” They conducted focus groups and asked the public what they wanted in the way of citizen self service. Previously, the site was department driven. However, the residents just want answers to the questions that they have based on the services that they use. A municipal governing body in Canada reduces content publishing and processing time, minimizes support efforts and enhances and personalizes services and information for its citizens when it engages IBM Software Services for Collaboration and IBM Advanced Business Partner Partho Technologies, Inc. to build a joint-portal solution using IBM Enterprise Content Management software and collaboration software from IBM The Regional Municipality of York (York Region) is a governing body that sets policies, directions and budgets to ensure the long-term success and a high standard of living for the 1.1 million residents of the region. York Region’s various committees review matters within their particular mandate to make recommendations to Regional Council, which has 21 members. The York Region consists of nine municipalities, including Markham, Ontario. Local government is organized in a two-tier structure. Public transit, water, emergency management and policing are handled by York Region, while curbside garbage collection, local parks and libraries are the responsibility of each municipality. York Region's administrative center is in Newmarket, Ontario. Needs: After analyzing the outcomes of an IT-strategy study in 2006 for itself and the city of Markham, The Regional Municipality of York (York Region) decided to develop a joint-portal-website program. The website would employ interactive and robust technology to provide citizens with enhanced, personalized and fast access to services and information. York Region and the city would share software and hardware resources hosting the portal website and an operating-governance model to achieve its goals.The municipality wanted to improve customer service by offering residents and businesses: - Improved communication of services- Multichannel access to services by phone, in person or on the web by using a "no wrong door" method- Access to services regardless of location and personal mobility- Services that are as accessible as possible according to Web Content Accessibility Guidelines from the World Wide Web ConsortiumYork Region also wanted to increase citizen engagement by: - Keeping the site fresh with the latest municipal, regional and community information- Building online communities with social networks and the latest technology- Empowering citizens to interact with the municipality and region on their scheduleFinally, the municipality wanted to demonstrate government leadership by: - Sharing service partnership with the individual municipalities under its jurisdiction- Creating a shared portal-solution-asset library that can be used across municipal organizations- Cooperating and partnering with other levels of government- Enhancing public access to information through open data Solution: develop the joint-portal program for itself and the city of Markham using collaboration software from IBM and IBM Enterprise Content Management software. The IBM team played a key role in establishing trust with the client and moving it to IBM technology for the project, then worked with the client’s IT and business teams during all project phases.In the first phase of the project, which began in 2009, Markham took over its operations from an external provider and directed several teams to manage different areas of the project. A new external vendor and business partner took over management of the infrastructure environment, including the production, user-acceptance-testing and integration environments and software, by hosting the infrastructure in a data center based on industry standards. Meanwhile, Partho Technologies and York Region's IT teams took over management of the application and development environments and delivered two new virtual portals.In the second phase of the project, which commenced in 2013, Software Services for Collaboration and Partho Technologies helped the client migrate to version 8 of its IBM WebSphere Portal and IBM WebSphere Portal Extend software. Then, York Region redesigned and launched its website, York.ca, again with help from Partho Technologies, which owned the contract, and Software Services for Collaboration, which provided leadership for the design of the website and designed the portal solution. The client estimates that Partho Technologies performed 70 percent of the work for this phase of the project, Software Services for Collaboration performed 20 percent and an external infrastructure vendor performed 10 percent. In developing the new website, the teams deployed: - IBM Web Content Manager software, used by multiple lines of business to manage the site's content- IBM Forms Experience Builder software, which the client upgraded to enable citizens to access forms online- IBM Connections software, which the client runs as a pilot project for internal collaboration- IBM Forms software, which the client upgraded and uses for online services - IBM OmniFind software (now included with IBM Content Analytics with Enterprise Search software), which the client upgraded and uses for enterprise-search capabilities The website includes a new layout and design and runs on a multitenant shared platform with the city of Markham’s portals. All content on the new website meets or exceeds Level A compliance in accordance with the Web Content Accessibility Guidelines V2.0. Key features of the website include: - Powerful search functionality- Improved navigation- Social-media integration- Enhanced mapping features- A community-events calendar- A "did you know" section that provides key regional updates and facts- Responsive design - Customization to enable easier access to information on mobile phones, tablets or desktops- Accessible content that is compliant with Section 14 of the Integrated Accessibility Standards Regulation of the Accessibility for Ontarians with Disabilities Act, 2005Software Services for Collaboration provide user-experience design services and delivered the functional requirements, solution-design documents, go-live strategy and support for the project. Benefits: By engaging IBM Software Services for Collaboration and IBM Advanced Business Partner Partho Technologies to develop a joint portal and website with the city of Markham using collaboration software from IBM and IBM Enterprise Content Management software, York Region enhanced and personalized services and information for its citizens. Sharing the portal solution with Markham, including software and hardware resources, and enabling reusability across several municipal organizations for functionality, content, code, methodology, templates, processes and integration patterns helped the client save time, reduce costs and preserve resources. The municipality also used standard tools to decrease ongoing training costs and enabled content owners to manage their sections of the website end to end, reducing content publishing and processing time. Further, the client enabled constituents to perform online transactions, reducing support calls and personal visits to the municipal offices.
- #19 Digital & Social Actions Breaks silos by exposing and growing innovation communities Integrates internal and external resources through role-based experiences Taps the wisdom of crowd with ideation for top challenges Sources: “The Global Innovation 1000: Making Ideas Work,” Barry Jaruzelski, John Loehr, and Richard Holman, strategy+business Magazine, Winter 2012, Booz & Company, Inc. 2012 Adobe State of Create Study “Evolution of the networked enterprise”, McKinsey & Co, March 2013 The social economy: Unlocking value and productivity through social technologies”, McKinsey & Co, July 2012 Competitive Advantage in the Era of Smart,” Ginni Rometty, speaking at Council on Foreign Relations, NYC, March 7, 2013, https://ibm.biz/Bdx3nu
- #21 Digital & Social Actions Screen candidates based on analytics on successful profile Shows culture in specialized recruiting communities Speeds onboarding linking to experts, wikis, and assets Sources: The 2012 IBM Tech Trends Report Kenexa High Performance Institute, 2011/12, “Engagement Levels in Global Decline: Organizations Losing a Competitive Advantage “The social economy: Unlocking value and productivity through social technologies”, McKinsey & Co, July 2012 “Bersin & Associates, The Science of Fit: Using Psychology to Replicate High Performance, Josh Bersin, June 2011 2012 IBM Global Chief Executive Study In a survey of 1,700 CEOs, 71% rated their employees as their most important source of sustained economic value1 Yet, 90% of organizations do not have all the skills they need to be successful2 Highly engaged employees are 87% less likely to leave than highly disengaged employees3 Declining levels of employee engagement in 2011 - 2012 resulted in a decline of $25,000 lower profit per employee4
- #22 “The initiatives assigned to me by the board would have been a failure if I had not first understood the Cabela’s culture.” --Tommy Millner, CEO http://www.kenexa.com/Portals/0/Downloads/CabelasCaseStudy.pdf The Pattern we’re seeing with clients is finding the people who fit their organizational culture. Here’s what we’re seeing in really successful clients. Find people who fit. Get them engaged and up to speed quickly in first 30 days. Challenge: Needed to define the current culture, and potentially enhance it to achieve strategic objectives. Millner realized that a re-energized, revitalized workforce, with the right mix of talent, skill and cultural fit would be necessary for the company to grow its business. Cabela’s needed to focus on hiring people who had a passion for the outdoors and the ability to succeed in retail. Cabela’s first goal was to determine the culture of the company and communicate it to all employees. Then Cabela’s could assess its employees’ engagement, and attract and hire the right kind of candidates who could help increase the bottom line. Solution Enablers: Cabela’s turned to Kenexa, an IBM Company, to study the company’s culture and use the findings to engage employees. Kenexa’s Employment Branding team conducted a cultural assessment of the organization, which allowed Cabela’s executives to pinpoint the areas of strengths and opportunities within the company. With the support of Kenexa’s Employment Branding Creative Team, an employee value proposition (EVP) was created to communicate the culture and direction of the company. Cabela’s also uses Kenexa’s Talent Management solutions to support and facilitate the recruiting process. Employment Branding solutions apply the same branding principles of attracting and retaining customers to attracting and retaining top employees. Kenexa’s Employment Branding tools include cultural analysis, creative sourcing and career site analysis. The study of Cabela’s culture found that the people who work at Cabela’s view it as more of a calling than a job. One associate even said, “I was born to work here.” Through the details of the study, Kenexa found that Cabela’s employees generally adhered to five value tenets. These became “The Nature of Cabela’s,” the company’s new EVP. Benefits: •Defined Cabela’s culture through five elements of an employee value propositions. Discovered employees viewed working at Cabela’s as a calling, not as a job. • Tailored internal and external messages to engage the workforce and communicate the culture of the organization. In one year, the engagement scores of Cabela’s employees rose 5 percent. • As engagement scores rose, so did Cabela’s key financial metrics, including sales per labor hour. • Sales per labor hour for retail stores that scored in the upper half of engagement scores had a significantly higher sales per labor hour than stores that scored in the bottom half.
- #23 Digital & Social Actions Streamlines Monitoring, Control & Reporting Accelerate rapid response embedding access to experts & assets Deploys crowd-sourced pre-emptive safety solutions Sources: "Occupational Health Services And Practice". Ilo.org. Retrieved 2013-02-15. The Challenges Associated with Workplace Safety are Costly! Let’s talk about why accidents occur and the costs associated with them……. Accidents in the workplace do not just occur, they are caused by a multitude of reasons…. Most have to do with a failure to plan and execute which results in potential disaster… Many industries including the airline manufacturing industry for example, are under constant pressure to innovate and develop products that push the boundaries. Often, technology advances outpace safety and security practices which creates a recipe for disaster… Adherence to effective methods, would mean that most incidents would be completely preventable…. Looking at the reasons for workplace safety issues, all have to do with people: culture, education communication & leadership. We have solutions to address these challenges. Workplace injuries are a costly affair, accounting for $250 Billion in illness and injury costs in the US alone. Globally this number is in excess of $2.74 Trillion The upside of having effective safety practices Is huge when you consider the loss of productivity for extended periods of time…
- #24 Minimizes Safety Risk with Video, Mobile and Social Networking, Mobile In communicating the importance of health and safety practices in their work environment. Safety compliance videos are recorded and distributed to divisions across the world, covering such topics as the importance of safety apparel, safe practices, health standards and precautionary steps during the workday.Because much of its workforce is in the field more often than at a desk, the client required mobile capabilities for its rich media management. With diverse geographies and varying time zones, presentations were previously complicated, even with video conferencing capabilities. The solution alleviated this problem by enabling presenters to record presentations and include supporting documentation for presentations. Keyera is one of the largest independent midstream gas companies in Canada. It offers natural gas gathering and processing, as well as fractionation, storage and transportation of natural gas liquids through 16 plants and more than 3,400 km of pipeline. In addition, the company markets and sells liquids, including propane, butane and condensate, to customers throughout Canada and the United States. Keyera employees are widely separated by geography. Roughly one – fifth of them work at headquarters. The rest are dispersed among 16 gas plants. Each location has its own priorities, issues and means of communicating with other parts of the organization. Keyera deployed IBM Connections software. First, the project team moved the corporate directory and relevant information from the existing intranet to the Connections platform. Then it created an online community for each facility and corporate department. In addition, the team set up communities around more than 40 of the company’s largest customers to enable information exchange about key accounts or projects. The objectives of this seeding effort were to facilitate training, provide a place to start and help generate ideas for contributing content.
- #25 CEMEX minimizes Safety Risk with Video, Mobile and Social Networking, Mobil CEMEX deployed a enterprise wide social and collaboration platform. Engaging and Enabling it employees in communicating the importance of health and safety practices in their work environment. Safety compliance videos are recorded and distributed to divisions across the world, covering such topics as the importance of safety apparel, safe practices, health standards and precautionary steps during the workday.Because much of its workforce is in the field more often than at a desk, the client required mobile capabilities for its rich media management. With diverse geographies and varying time zones, presentations were previously complicated, even with video conferencing capabilities. The Genus Media Upshot solution alleviated this problem by enabling presenters to record presentations and include supporting documentation for presentations. Now, viewers who watch presentations at a later date have ancillary information to complement the recorded presentation. Integrated with Connections software, the Genus solution provides the viewing process for these presentations as a social experience. This facilitates discussions and comments on presentations for organic and collaborative knowledge growth. Previously, when issues such as machinery malfunctions occurred, the production engineer would post the problem in a Connections software forum asking for help from his or her peers. This solved a communication and collaboration problem, but engineers have found that by using a smart phone to capture video of the broken machinery, they get faster and more accurate replies and proposed solutions from their global peers. Benefits of the solution By implementing the Shift internal collaboration platform based on IBM technology, CEMEX is able to collaborate wherever and whenever it needs to, with a wide array of tools, resources and guidance. CEMEX users gained uninterrupted access to the system, thereby helping ensure the reduction in overreliance on e-mail and live meetings. Shift also helped CEMEX with the following:- Encouraged collaboration among all CEMEX business units and functions- Built on the knowledge and experience of all of its people- Achieved lower cycle times, faster time to market and real-time process improvement- Developed initiatives to better serve customers, improve productivity and be better prepared for future
- #26 Digital & Social Actions Embed expertise into key processes & apps Expands knowledge with active communities Provide mobile access to expertise Sources: 1 “Who Knows What?”, The Wall Street Journal Online, Updated June 15, 2012, https://ibm.biz/Bdx93H 2 “Why Knowledge management is important to the Success of your company,” Lisa Quast, Forbes Online, August 2012, https://ibm.biz/BdxCF4 “Evolution of the networked enterprise”, McKinsey & Co, March 2013 “The social economy: Unlocking value and productivity through social technologies”, McKinsey & Co, July 2012
- #27 Situation: A small business owner needs to get a new van for his construction business. He has the ability to pay cash for the van, but that may limit other investments that will help him grow the business. He needs advise on taking a loan vs. paying cash. I tap the icon for Lending.” “I see there’s a lending menu. When I press it, there’s actually a menu on Small Commercial Lending. I press it.” The user could also tap the “View all experts.”
- #28 Business-Driven Decision: Needed to support tone technicians in preparation for concerts Needed immediate access to the requests for equipment from the musicians along with the technical specifications of the venue. Requirements for very fast resolution to problems. Delivering Business Value: Delivered access to a large quantity of technical data for fast problem-solving to support the smooth flow of live music. Equipped team members to take action immediately on detailed information to address the equipment requests. How: Enabled worldwide collaboration between customer service colleagues, tone technicians and global experts. Facilitated knowledge sharing among global experts via blogs and wikis. .
- #29 Digital & Social Actions Engage customer communities with analytics for improved forecasting Augment logistics with real-time communications to match carrier availability with freight Improve customer relationship with independent channels Sources: “The Smarter Supply Chain of the Future: Insights from the Global Chief Supply Chain Officer Study,” IBM Institute for Business Value, 2010. Chui, Michael et al. The social economy: Unlocking value and productivity through social technologies. McKinsey Global Institute, July, 2012. The four industrial sectors are Consumer Packaged Goods, Consumer Financial Services, Professional Services and Advanced Manufacturing. “Evolution of the networked enterprise”, McKinsey & Co, March 2013 ibid “The social economy: Unlocking value and productivity through social technologies”, McKinsey & Co, July 2012
- #33 How People Use Social Social capabilities fall within 4 key areas that drive the results of social. At the core, these are what people are doing when they are being social and leveraging IBM’s Social Capability.
- #41 IT Entry points into social can be understood in terms of Integration [this slide] or business processes [next slide] or as industry and solution patterns [next, next slide]. Customer need should drive architectural and integration decisions but areas of integration can be unique to social and become entry points to leveraging social capabilties and enablers (software). The green arrows are well know ways to leverage social. ActivityStreams can expose Process Flows and other human interactions in the context of enterprise systems (such as BPM) using OpenSocial as the integration point. User Experience integration via portlets can aggregate multiple apps, content, and human interactions into a common web and mobile UX, navigation, and page-level integration. Mobile access to social experiences and interactions in the context of the user can be realized as mobile apps or mobie web experiences. Social can appear in Enterprise apps whereby the human interaction, content, etc are additive to the Application. Search should include social and collaborative content from inside or outside the organization. Social media can be leverage to drive engagement and insights from analytics can improve customer and employee understanding. Social media can also be aligned with communication goals.