Reducing information asymmetry with Enterprise 2.0 Jeroen Derynck
Enterprise 2.0 enables organizations to become more social and collaborative.... Deploying the right tools is the small step - creating a culture of openess is the real challenge
Harbor Research - Introduction to Smart Business & M2MHarbor Research
The Pervasive Internet and the new world of Smart Systems are ushering in an era where people, machines, devices, sensors, and businesses are all connected and able to interact with one another. As these previously disaggregated parties come together, new modes of collaboration and intelligence will abound fostering a trend that we call “Smart Business.” Machine-to- Machine communication (M2M) systems are merely the starting point. The development of the Pervasive Internet and the evolution toward Smart Business practices will enable a truly connected world. Inputs from machines, people, video streams, maps, newsfeeds, and sensors will be digitized and placed onto networks. This will lead to the convergence of the physical & virtual worlds, thus enabling collective awareness, creativity, and better decision making capabilities for societies that increasingly rely on real-time information and interactions. Many observers believe that this phenomenon will drive the largest growth opportunity in the history of business.
Whitepaper Leading the Cultural Shift to Enterprise 2.0Rich_C07
This document discusses leading the cultural shift to Enterprise 2.0. It emphasizes that Enterprise 2.0 requires changes to both technology and culture within organizations. Leadership must champion Enterprise 2.0 and balance freedom with control when implementing these new technologies and practices. Blogs and other tools can be used to cultivate knowledge sharing but require active participation and feedback. Overall, the document argues that with the right foundation and focus on culture, Enterprise 2.0 can empower employees and improve collaboration.
Smart Business Design In The Age of The Internet of ThingsHarbor Research
This document discusses the need for a new approach to developing ventures for the Internet of Things (IoT). Existing models used by corporations, venture capitalists, and private equity firms are not well-suited for early stage IoT opportunities. Large organizations also tend to have disconnected functions that inhibit collaboration needed to realize new smart systems opportunities. The document advocates for an integrated approach that leverages all available skills, relationships, experiences and assets to conceive, design, and develop smart systems and services.
White Paper - Social Office Portals and the Battle for Communities Newton Day Uploads
The document discusses the emergence of social office portals, which combine social networking tools with self-service computing to create a new paradigm for how knowledge workers can be productive. Social office portals focus on delivering value to individuals, enable social networking between employees, and allow users to access applications and do more for themselves. This represents a shift away from traditional top-down enterprise portals controlled by IT, and reflects how the nature of work is changing in the digital age.
This document is a property of Microsoft Corporation.
Microsoft is defining a connected and forward-looking enterprise, the successful enterprise of the future.
Reducing information asymmetry with Enterprise 2.0 Jeroen Derynck
Enterprise 2.0 enables organizations to become more social and collaborative.... Deploying the right tools is the small step - creating a culture of openess is the real challenge
Harbor Research - Introduction to Smart Business & M2MHarbor Research
The Pervasive Internet and the new world of Smart Systems are ushering in an era where people, machines, devices, sensors, and businesses are all connected and able to interact with one another. As these previously disaggregated parties come together, new modes of collaboration and intelligence will abound fostering a trend that we call “Smart Business.” Machine-to- Machine communication (M2M) systems are merely the starting point. The development of the Pervasive Internet and the evolution toward Smart Business practices will enable a truly connected world. Inputs from machines, people, video streams, maps, newsfeeds, and sensors will be digitized and placed onto networks. This will lead to the convergence of the physical & virtual worlds, thus enabling collective awareness, creativity, and better decision making capabilities for societies that increasingly rely on real-time information and interactions. Many observers believe that this phenomenon will drive the largest growth opportunity in the history of business.
Whitepaper Leading the Cultural Shift to Enterprise 2.0Rich_C07
This document discusses leading the cultural shift to Enterprise 2.0. It emphasizes that Enterprise 2.0 requires changes to both technology and culture within organizations. Leadership must champion Enterprise 2.0 and balance freedom with control when implementing these new technologies and practices. Blogs and other tools can be used to cultivate knowledge sharing but require active participation and feedback. Overall, the document argues that with the right foundation and focus on culture, Enterprise 2.0 can empower employees and improve collaboration.
Smart Business Design In The Age of The Internet of ThingsHarbor Research
This document discusses the need for a new approach to developing ventures for the Internet of Things (IoT). Existing models used by corporations, venture capitalists, and private equity firms are not well-suited for early stage IoT opportunities. Large organizations also tend to have disconnected functions that inhibit collaboration needed to realize new smart systems opportunities. The document advocates for an integrated approach that leverages all available skills, relationships, experiences and assets to conceive, design, and develop smart systems and services.
White Paper - Social Office Portals and the Battle for Communities Newton Day Uploads
The document discusses the emergence of social office portals, which combine social networking tools with self-service computing to create a new paradigm for how knowledge workers can be productive. Social office portals focus on delivering value to individuals, enable social networking between employees, and allow users to access applications and do more for themselves. This represents a shift away from traditional top-down enterprise portals controlled by IT, and reflects how the nature of work is changing in the digital age.
This document is a property of Microsoft Corporation.
Microsoft is defining a connected and forward-looking enterprise, the successful enterprise of the future.
Microsoft Dynamics helps businesses embrace social technologies to drive customer connections. Social media has transformed relationships between businesses and their communities by allowing easy collaboration. This presents opportunities for businesses to listen to customers, engage with stakeholders, amplify messaging, solve problems by harvesting community knowledge, and innovate through crowd-sourcing ideas. Social strategies can positively impact sales, marketing, and customer service by facilitating communication and collaboration.
This document provides an overview of Enterprise 2.0 and social computing in organizational settings. It defines social computing and discusses why organizations are embracing these tools. Examples are given of how companies like Starbucks, Best Buy, Booz Allen, and Electronic Arts have implemented Enterprise 2.0 solutions to encourage collaboration, knowledge sharing, and community building among employees. The challenges knowledge workers face and benefits of social collaboration are also summarized.
The document discusses social collaboration using HyperOffice Social. It introduces social collaboration as applying social media concepts to core business problems like collaboration. HyperOffice Social achieves a balance between collaboration tools and social media by combining their benefits, allowing structured business data and conversations while encouraging sharing. The software's features include social messaging, activity walls, and attaching business documents and records to conversations for context.
This document discusses the rise of social business and how customer engagement is evolving. Some key points:
- Pervasive connectivity, new platforms, mobility, and openness are driving changes in how customers interact and engage with businesses.
- Customers have migrated to social networks and mobile apps while many companies have fallen behind in these new channels.
- Engagement through social and mobile apps will continue growing rapidly and become the most important channels, especially for those under 30.
- Companies need new strategies to effectively reach customers across the many fragmented channels and see benefits like reduced costs, improved satisfaction, and increased revenues.
Web3 And The Next Internet - New Directions And Opportunities For STM PublishingMills Davis
The new ecosystem for scientific, technical, and medical (STM) publishing is digital, trans-semiotic, data and knowledge intensive, social, connected, collaborative, community-driven, mobile, multi-channel, immersive, and massively networked and computational.
In this era of open, co-evolving, networked techno-socio-economic processes, commercial publishing models based on exclusive literature collections are simply not enough.
By understanding changes coming with Web 3.0 and the next internet, STM publishers can identify new roles and profitable business opportunities.
Social business is transforming how organizations operate through the use of social media and networking tools. A three-day online discussion ("Jam") with over 2,700 participants from 80+ countries explored this topic. Key insights included: 1) Social tools can flatten hierarchies and change middle management roles; 2) Privacy fosters openness which leads to collaboration; 3) A customer-centric approach is important, using social tools to understand customers and engage them. Realizing the benefits of social business requires changes to company culture and processes, not just implementing new technologies.
This document discusses approaches to online collaboration in the workplace. It notes that while technologies like Web 2.0 have bubbled up from communities, large corporations are now looking to harness these tools for enterprise use. However, implementing collaboration technologies requires addressing challenges like changing employee expectations, generational differences in technology use, and fostering a collaborative culture and shared goals.
Dreamforce 12: The Future of Social in the Enterprise with Dion Hinchcliffe a...Dion Hinchcliffe
Slides from the Dreamforce 2012 session that Constellation's Alan Lepo and I gave at The Palace Hotel on Thursday, September 20th, 2012. We go over the past, present, and future of social business in all its many forms.
Email was once the transformative technology that made it easier for people to work together, but email created silos. Intranets attempted to bridge these silos, but the technology did not fundamentally transform the enterprise. What’s the missing link? Social. The result? A secure social networking platforms designed for the enterprise.
Download “When Collaboration Meets Community” and discover why enterprise collaboration must be social. Inside this two-page eBrief, discover how enterprise social:
Enables faster innovation
Creates better group dynamics
Puts power in knowledge
For more information, please visit http://www.tibbr.com/
Social media and networking are driving changes in financial services. Customers are increasingly using social media and expect tailored online banking services available anywhere. This has led to the rise of social lending platforms that operate outside traditional banks. While this poses risks and challenges to banks, there are also opportunities to partner with social lending platforms to offer new services or provide payment processing and risk management. Banks will need to differentiate their offerings and rebuild customer trust to remain competitive as networking continues to change customer expectations and behaviors.
The document discusses the rise of social data and how it presents both opportunities and challenges for businesses. It notes that social media usage has surpassed email usage and that both consumer and enterprise social networks have seen dramatic growth in recent years. However, it also explains that the massive amounts of social data being created risks becoming an "onslaught" due to information overload if not properly analyzed and filtered. The document argues that social analytics, which involves listening to social ecosystems and tapping into collective intelligence, can help businesses derive value from social data by addressing issues like information silos and obscured information.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
4 Reasons Facebook for the Enterprise Isn't Enough tibbr
Discover why Facebook-like platforms sound like a good idea, but ultimately fall short on the demands and processes of a larger organizations.
For more information, please visit http://www.tibbr.com/
The document provides an overview of CSC's social business strategy and the benefits it provides. It discusses how CSC uses internal employee communities, external customer communities, and public social media channels to maximize collaboration and co-created value. Some key outcomes of CSC's social business approach include improved innovation, increased productivity, enhanced customer relationships, and new business wins tied to their brand-owned communities.
The document discusses social media and its importance for information governance. It summarizes Deloitte's use of internal social media tools like D Street and Yammer to improve collaboration. It also outlines major trends in enterprise social media use, including the growing role of social networks and how established software vendors are adding social features. Lastly, it discusses how social media is shifting organizations' focus from top-down communication to more collaborative engagement with users.
Consumerized and Social IT; XaaS "everything-as-a-service" ; New IT service acquisition and consumption models, Lean IT, cloud (bunker) models; charge-back; App Internet ; context-aware mobile devices that interact with each other and our enterprises; users are shifting ; Big Data
The document discusses how enterprises need to embrace social collaboration to remain competitive. It argues that future workplaces should be "social by birth" and integrate social capabilities into business processes from the start. This will help break down silos, engage stakeholders, and allow for more agile work. However, enterprises still face challenges around silos, inclusion, and reliance on email. The next generation of employees will expect participatory environments, real-time feedback, and focus on personal reputation over job titles.
Digital User Experience Strategies: A Roadmap for the Post 2.0 WorldJeromeNadel
This white paper discusses user experience strategy as the center of an effective business model and why usability practitioners need to evolve from methodologists to strategists.
Microsoft Dynamics helps businesses embrace social technologies to drive customer connections. Social media has transformed relationships between businesses and their communities by allowing easy collaboration. This presents opportunities for businesses to listen to customers, engage with stakeholders, amplify messaging, solve problems by harvesting community knowledge, and innovate through crowd-sourcing ideas. Social strategies can positively impact sales, marketing, and customer service by facilitating communication and collaboration.
This document provides an overview of Enterprise 2.0 and social computing in organizational settings. It defines social computing and discusses why organizations are embracing these tools. Examples are given of how companies like Starbucks, Best Buy, Booz Allen, and Electronic Arts have implemented Enterprise 2.0 solutions to encourage collaboration, knowledge sharing, and community building among employees. The challenges knowledge workers face and benefits of social collaboration are also summarized.
The document discusses social collaboration using HyperOffice Social. It introduces social collaboration as applying social media concepts to core business problems like collaboration. HyperOffice Social achieves a balance between collaboration tools and social media by combining their benefits, allowing structured business data and conversations while encouraging sharing. The software's features include social messaging, activity walls, and attaching business documents and records to conversations for context.
This document discusses the rise of social business and how customer engagement is evolving. Some key points:
- Pervasive connectivity, new platforms, mobility, and openness are driving changes in how customers interact and engage with businesses.
- Customers have migrated to social networks and mobile apps while many companies have fallen behind in these new channels.
- Engagement through social and mobile apps will continue growing rapidly and become the most important channels, especially for those under 30.
- Companies need new strategies to effectively reach customers across the many fragmented channels and see benefits like reduced costs, improved satisfaction, and increased revenues.
Web3 And The Next Internet - New Directions And Opportunities For STM PublishingMills Davis
The new ecosystem for scientific, technical, and medical (STM) publishing is digital, trans-semiotic, data and knowledge intensive, social, connected, collaborative, community-driven, mobile, multi-channel, immersive, and massively networked and computational.
In this era of open, co-evolving, networked techno-socio-economic processes, commercial publishing models based on exclusive literature collections are simply not enough.
By understanding changes coming with Web 3.0 and the next internet, STM publishers can identify new roles and profitable business opportunities.
Social business is transforming how organizations operate through the use of social media and networking tools. A three-day online discussion ("Jam") with over 2,700 participants from 80+ countries explored this topic. Key insights included: 1) Social tools can flatten hierarchies and change middle management roles; 2) Privacy fosters openness which leads to collaboration; 3) A customer-centric approach is important, using social tools to understand customers and engage them. Realizing the benefits of social business requires changes to company culture and processes, not just implementing new technologies.
This document discusses approaches to online collaboration in the workplace. It notes that while technologies like Web 2.0 have bubbled up from communities, large corporations are now looking to harness these tools for enterprise use. However, implementing collaboration technologies requires addressing challenges like changing employee expectations, generational differences in technology use, and fostering a collaborative culture and shared goals.
Dreamforce 12: The Future of Social in the Enterprise with Dion Hinchcliffe a...Dion Hinchcliffe
Slides from the Dreamforce 2012 session that Constellation's Alan Lepo and I gave at The Palace Hotel on Thursday, September 20th, 2012. We go over the past, present, and future of social business in all its many forms.
Email was once the transformative technology that made it easier for people to work together, but email created silos. Intranets attempted to bridge these silos, but the technology did not fundamentally transform the enterprise. What’s the missing link? Social. The result? A secure social networking platforms designed for the enterprise.
Download “When Collaboration Meets Community” and discover why enterprise collaboration must be social. Inside this two-page eBrief, discover how enterprise social:
Enables faster innovation
Creates better group dynamics
Puts power in knowledge
For more information, please visit http://www.tibbr.com/
Social media and networking are driving changes in financial services. Customers are increasingly using social media and expect tailored online banking services available anywhere. This has led to the rise of social lending platforms that operate outside traditional banks. While this poses risks and challenges to banks, there are also opportunities to partner with social lending platforms to offer new services or provide payment processing and risk management. Banks will need to differentiate their offerings and rebuild customer trust to remain competitive as networking continues to change customer expectations and behaviors.
The document discusses the rise of social data and how it presents both opportunities and challenges for businesses. It notes that social media usage has surpassed email usage and that both consumer and enterprise social networks have seen dramatic growth in recent years. However, it also explains that the massive amounts of social data being created risks becoming an "onslaught" due to information overload if not properly analyzed and filtered. The document argues that social analytics, which involves listening to social ecosystems and tapping into collective intelligence, can help businesses derive value from social data by addressing issues like information silos and obscured information.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
4 Reasons Facebook for the Enterprise Isn't Enough tibbr
Discover why Facebook-like platforms sound like a good idea, but ultimately fall short on the demands and processes of a larger organizations.
For more information, please visit http://www.tibbr.com/
The document provides an overview of CSC's social business strategy and the benefits it provides. It discusses how CSC uses internal employee communities, external customer communities, and public social media channels to maximize collaboration and co-created value. Some key outcomes of CSC's social business approach include improved innovation, increased productivity, enhanced customer relationships, and new business wins tied to their brand-owned communities.
The document discusses social media and its importance for information governance. It summarizes Deloitte's use of internal social media tools like D Street and Yammer to improve collaboration. It also outlines major trends in enterprise social media use, including the growing role of social networks and how established software vendors are adding social features. Lastly, it discusses how social media is shifting organizations' focus from top-down communication to more collaborative engagement with users.
Consumerized and Social IT; XaaS "everything-as-a-service" ; New IT service acquisition and consumption models, Lean IT, cloud (bunker) models; charge-back; App Internet ; context-aware mobile devices that interact with each other and our enterprises; users are shifting ; Big Data
The document discusses how enterprises need to embrace social collaboration to remain competitive. It argues that future workplaces should be "social by birth" and integrate social capabilities into business processes from the start. This will help break down silos, engage stakeholders, and allow for more agile work. However, enterprises still face challenges around silos, inclusion, and reliance on email. The next generation of employees will expect participatory environments, real-time feedback, and focus on personal reputation over job titles.
Digital User Experience Strategies: A Roadmap for the Post 2.0 WorldJeromeNadel
This white paper discusses user experience strategy as the center of an effective business model and why usability practitioners need to evolve from methodologists to strategists.
Este documento presenta información sobre vacunas. Brevemente describe que las vacunas protegen contra enfermedades, definen qué son las vacunas, y proporcionan información e innovación sobre ellas. El autor es Francisco J. Llave Gamero y María D. Rubia Montañez.
Mussolini utilizó varias estrategias para mantenerse en el poder en Italia, incluyendo eliminar la oposición política y cancelar las libertades civiles, controlar los medios de comunicación para propagar propaganda fascista, y fortalecer su imagen personal como líder fuerte e infalible de Italia.
1. Advancing technologies are rapidly disrupting traditional business models. Senior executives must think strategically about how to prepare their organizations for this new environment.
2. Ten emerging technology-enabled business trends are profoundly reshaping industries: distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, wiring for a sustainable world, anything-as-a-service models, multisided platforms, innovation from emerging markets, and using technology for social good.
3. To exploit these trends, leaders must track their evolution, be alert to adoption rates, guide strategic adaptations, and use "test and learn" methods to avoid disruptions from overly rapid technology adoption
Ten tech-enabled business trands to watch - August 10Carl Terrantroy
1. Advancing technologies are rapidly disrupting traditional business models and forcing strategic changes. Ten emerging tech-enabled business trends were identified that executives need to understand and adapt to, including distributed cocreation, networks as organizations, collaboration at scale, the growing 'Internet of Things', experimenting with big data, and wiring for a sustainable world.
2. To guide strategies in this changing environment, leaders should track the evolution of new technologies, monitor adoption rates, assign accountability for implications across functions, catalyze collaboration across silos, and use "test and learn" methods when implementing technologies to avoid disruptions. Fully exploiting these trends will require transforming organizations into learning laboratories.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
The Future of Work is being reshaped by major trends - namely virtualization of work and consumerization of IT. These comprise the four major forces of change - globalization, virtualization, the Millennial mindset and cloud computing. These have drastically changed the way we communicate, collaborate, learn, buy, engage and consume. When the virtualization of work meets the consumerization of IT in the enterprise - and when systems of recod meet systems of engagement - the dynamics of work itself change.
Build a Modern Social Enterprise to Win in the 21st CenturyCognizant
To prepare for the future of work, businesses need to apply social, mobile, cloud and analytic technologies to reform and realign work processes with emerging digital value chains.
As devices and tools become smarter, the way people work and connect is changing dramatically. New devices and social collaboration tools are transforming how work gets done through information sharing, relationship building, and decision making from anywhere. Businesses are becoming social by creating dialogues with customers and targeting the right content using web and analytics data. As the world becomes more interconnected and intelligent, organizations are transforming work by connecting and collaborating in new ways while unleashing creativity.
The guide to social media marketing and buisness intel.pdfAnjanette Delgado
This document discusses the integration of social media and business intelligence. It identifies 5 pillars that enable this integration: 1) Collection of user demographic data from social networks, 2) Ability of users to interact and evangelize, 3) Connection between internal corporate processes and customers, 4) Insights from social media sentiment, and 5) Development of pathways between product creation, strategy, marketing and BI. While there is hype around social media, the document argues that its true value is in how it fits within the business cycle and creates efficiencies.
White Paper: Understanding the Networked Society – new logics for an age of e...Ericsson
Technology has the potential to transform how we organize our lives, businesses and societies. But if the era we are now entering is to be more inclusive, equitable and empowering, we must start by examining the fundamentally different nature of a physical world fueled by digital connectivity.
This document discusses how cloud capabilities enable adaptive case management for the age of the customer. It describes how customers now expect seamless, personalized experiences across channels and how legacy systems must transform. Cloud technologies like social/collaboration tools, the internet of things, and artificial intelligence can provide dynamic, flexible processes to meet customer needs. Adaptive case management allows organizations to integrate customer data and feedback to quickly resolve issues.
Metalayer now Colayer - Part 1/3 - full PresentationMarkus Hegi
The document discusses the vision and technology of meta layer, which builds collaborative business relationship environments through personalized inter- and extra-organizational communication strategies. It focuses on highly personalized collaborative community networks to support distributed teams through community hubs and personalized portals, providing an ongoing collaborative environment organized around interrelated teams. The technology aims to manage content- and context-driven interactions within and between businesses, partners, suppliers and customers for improved knowledge sharing and business benefits.
The document discusses how social technologies are transforming relationships between businesses and their communities. It notes that social networks allow millions of people to connect globally in real time. The document argues that a "Dynamic Business" is one that connects employees, partners and customers using their preferred devices and communication channels. It states that businesses need to provide flexible ways to listen to and engage with social customer communities on their own terms.
The document discusses emerging trends in technology and their potential impacts on businesses over the next 18-24 months. It focuses on five technology forces - analytics, mobility, social, cloud and cyber security - and how they are influencing businesses to operate in a more "digital" way. The report examines ten technology trends grouped into two categories: disruptors, which can create positive disruption for businesses; and enablers, which many companies have already invested in but still warrant examination due to new developments. Each trend is presented with real-world examples and commentary from business leaders on how the trends can benefit organizations.
The document discusses social business and how leading organizations are applying social technologies like collaboration, communication, and content management across their business functions. It explains that social business allows companies to fundamentally change how they operate and serve customers by taking a more active, social approach across the entire value chain. Done effectively, social business can shift a company's dynamic from isolation to engagement by providing ways to discover, share, and spread ideas and expertise both internally and externally.
The document discusses social business and how leading organizations are applying social technologies and principles to fundamentally change how their companies operate and serve markets. It provides examples of how companies like Gatorade and Tesco are using social media monitoring, command centers, and social commerce to improve marketing, product development, and business operations. The document also describes how one high-tech firm broke down research silos by shifting to more open collaboration using social platforms.
The document discusses social business and how leading organizations are applying social technologies and adopting a social mindset. Some key points:
- Social business allows companies to fundamentally change how they operate and serve markets by focusing on engagement over isolation and tapping into shared interests.
- Early efforts focused on social media monitoring and command centers, but social business is now being applied across functions like HR, product development, and operations.
- Technologies like collaboration tools, sentiment analysis, digital content management, and digital identities can help make social interactions more effective within organizations.
- Examples are provided of how companies like Gatorade, Tesco, and a tech firm have applied social business principles to gain customer insights, improve social commerce
The document discusses social business and how leading organizations are applying social technologies within their businesses. It describes how social business can shift an organization's dynamic from isolation to engagement by providing vehicles for discovering, growing and propagating ideas and expertise across the entire value chain. The document also provides examples of how some organizations like Gatorade and Tesco are successfully adopting social business approaches.
The document discusses social business and how leading organizations are applying social technologies and principles to fundamentally change how their companies operate and serve markets. It provides examples of how companies like Gatorade and Tesco are using social media monitoring, command centers, and social commerce to improve marketing, product development, and business operations. The document also describes how one high-tech firm broke down research silos by shifting to more open collaboration using social platforms.
The document discusses social business and how leading organizations are applying social technologies and adopting a social mindset. Some key points:
- Social business allows companies to fundamentally change how they operate and serve markets by focusing on engagement over isolation and tapping into shared interests.
- Early efforts focused on social media monitoring and command centers, but social business is now being applied across functions like HR, product development, and operations.
- Tools include internal collaboration suites, expertise finders, and communities that form around topics. This helps distribute knowledge and foster engagement.
- Adopting social requires a shift in mindset from the corporation to the individual and allowing more direct connections across divisions and with customers.
- Examples
Enterprises always look for ways to help employees collaborate with each other more effectively that leads to faster and higher-quality work, which, in turn, drives increased productivity. Though most enterprises keep employee collaboration on top of their corporate agenda, they still lag behind to drive that force to its optimum level! Using traditional approaches for attaining high productivity and innovation among employees are no more beneficial and effective in fast-technology pace and people oriented work space environments.
Similar to Social business advent of a new age (20)
Mobile phones have come a long way since their introduction over 30 years ago. Phones are smaller, weigh less, and do more, carrying data as well as voice. Phones not only make telephone calls, they send e-mail and text messages, take and send photographs, play games, and access and browse the Internet. And mobile phones are everywhere. By the end of 2009, mobile cellular subscriptions worldwide numbered approximately 4.6 billion.1 Neither age, nationality, nor economic status represents a barrier to owning and using a mobile phone. The first phones may have been novelties, but mobile phones now are a necessity, especially for the under-35 demographic.
This document from Whospoppin Enterprises discusses relationships between doctors, patients, and pharmacies. It likely outlines how these groups interact and exchange medical information to provide healthcare services and prescribe/fill medications. The date, 1/2/2014, indicates when this policy or procedures document was created or last updated.
Smart machines IBM’s watson and the era of cognitive computingWirehead Technology
We are at the dawn of a major shift in the evolution of technology. The next two decades will transform the way people live and work just as the computing revolution has transformed the human landscape over the past half century. The host of opportunities and challenges that come with this new era will require a new generation of technologies and a rewriting of the rules of computing.
Healthcare is in crisis. While this is not news for many
countries, we believe what is now different is that the
current paths of many healthcare systems around the
world will become unsustainable by 2015.
This may seem a contrarian conclusion, given the efforts
of competent and dedicated healthcare professionals
and the promise of genomics, regenerative medicine, and
information-based medicine. Yet, it is also true that costs
are rising rapidly; quality is poor or inconsistent; and
access or choice in many countries is inadequate.
Introduction
The increasing use of smartphones and tablet computers as business tools has brought organizations and their employees new levels of productivity, flexibility and mobility. But their use is a double-edged sword, bringing with it new levels of complexity to IT management and security.
The shift to mobile is dramatically changing the way people work and companies do business. IT departments are being challenged to effectively manage resources and infrastructure to support the mobile enterprise. The stakes are high, and enterprise mobility solutions are complex. To succeed, you need more than a piecemeal solution. You need a partner who can deliver a true end-to-end mobility service.
This white paper discusses how HP solutions can help healthcare providers implement bring your own device (BYOD) initiatives securely. BYOD allows doctors, nurses and patients to access healthcare resources using their personal mobile devices like tablets and smartphones. However, it also presents security and network management challenges. HP solutions like Intelligent Management Center (IMC) provide simple network access control to authenticate devices and users. IMC uses device fingerprinting to identify devices and enforce security policies, allowing BYOD while maintaining compliance with regulations and protecting sensitive patient information. The paper explains how HP solutions address BYOD challenges around security, network usage and management of both organization-owned and personal devices on the healthcare network.
The Illinois Health Information Exchange (ILHIE) has just released its Consumer Education Health IT Toolkit. It was developed to provide healthcare professionals with simple and informative educational material to share with their patients. Consumer education and engagement are cornerstones for the implementation of a successful state health IT program.
The Illinois Health Information Exchange (ILHIE) has just released its Consumer Education Health IT Toolkit. It was developed to provide healthcare professionals with simple and informative educational material to share with their patients. Consumer education and engagement are cornerstones for the implementation of a successful state health IT program.
The document summarizes how new Illinois healthcare laws will affect small businesses. It discusses small business tax credits available for employers who provide health insurance. Nearly 60% of small businesses that don't offer coverage cite cost as the main barrier. The laws also require insurers to spend at least 80% of premiums on medical claims and quality improvement. The document encourages small business owners to educate themselves and employees on the new laws and support legislation for healthcare cost transparency.
This guide to designed to help private doctors and small clinics understand the HIPPA regulation and get them ready for an audit. The guide contains several checklists that will guide them step by step to make sure everything is done to create and secure and EMR network
This document discusses how organizations can capitalize on collective intelligence by tapping into the knowledge and expertise of individuals both inside and outside the organization. It provides 3 approaches that organizations can use to apply collective intelligence: 1) Discovering and sharing new ideas through contests/challenges, collaborative design markets, virtual ideation, and communities of practice. 2) Augmenting skills and distributing workload through parallel task processing and distributed question/answer forums. 3) Improving forecasting effectiveness by collecting diverse opinions through prediction markets. The document also provides examples of companies that have successfully used these approaches.
Are you wondering how social media will change your business then check out this whitepaper by IBM about how your business will be effected by social media.
This document provides updates and tips for social media marketing. It discusses setting up a content marketing program with regular blog posts. It promotes embedding videos in blogs and using Twitter to share interesting facts from reports. Mobile apps and curating factoids are also presented as ways to engage customers. An alumni company, Wirehead Technology, is featured for its curated mobility blog.
The Hayt School implemented a wireless network across their campus to enhance learning opportunities. Wirehead Technology installed 49 wireless access points throughout the school, allowing students to access the internet and classroom files from laptops anywhere on campus. This has enabled hands-on project-based learning in new locations like the cafeteria and auditorium. Teachers and students are already benefiting from increased mobility and flexibility in their lessons. The school plans to expand their keyboarding program and explore other technologies that can enhance the curriculum using the wireless network.
Wirehead Technology provides comprehensive healthcare IT managed services including:
1) Helping healthcare practices create HIPAA/HITECH compliant IT networks through managed services to manage patient and practice information while improving care.
2) Offering a range of IT solutions like EMR/PM software, security systems, telecommunications, computer hardware, and mobile health applications.
3) Having experience implementing solutions for practices ranging from sole providers to hundreds of providers through customizable, model-driven systems.
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1. IBM Software Group Whitepaper
Lotus
The Social Business
Advent of a new age
2. 2 The Social Business
purchased are fundamentally changing. Consumers now wield
As the world becomes more instrumented, interconnected unprecedented power over how brands are perceived.
and intelligent and the population continues to embrace Crowdsourcing is changing industry landscapes by leveling the
social computing, today’s enterprises face the dawn of a new intelligence playing field at an extraordinary rate. In addition,
era – the era of the Social Business. Just as the Internet employees are demanding social tools in the workplace – and
changed the marketplace forever, the integration of social
are actively sidestepping established hierarchies and IT
computing into enterprise design represents another enor-
processes to use them. As a result, the world finds itself at a
mous shift in the landscape. Organizations that successfully
transformative point with regard to how business is done. We
transform into a Social Business can potentially reap great
benefits – among them the ability to deepen customer rela- believe it is the dawn of a new era – the era of the Social
tionships, drive operational efficiencies and optimize the Business.
workforce.
A similar tectonic shift in the marketplace occurred a little
more than a decade ago when the Internet went through its
first maturation phase. It changed from being a digital novelty
Introduction
for technologists to being a platform for doing business. From
Two years ago, IBM shared a vision for a smarter planet – an
e-commerce and peer-to-to peer file sharing to the emergence
opportunity to infuse intelligence into every system through
of IP-based solutions for financial, accounting and supply chain
which the world works. Three broad trends made this
systems, the Web became a serious business tool for
opportunity possible: 1) everything is becoming instrumented
organizations and industries of every kind.
with sensors and computational power; 2) the world is
becoming interconnected via vast, ubiquitous networks; and 3)
Just as the dawn of e-business changed business forever, ten
many things are becoming intelligent by applying analytics to
years later organizations find themselves at another junction
the mountains of data they can collect.
point in the evolution of business: the coming of age for Social
Business as social computing and social media are integrated
Since then, remarkable progress has taken place to make the
into enterprise design.
complex systems that people rely on – cities, energy grids,
food distribution chains, healthcare networks, banking
systems, etc. – smarter. Perhaps most remarkable of all,
What does it mean to be a Social
however, has been the application of this vision to people Business?
themselves. Instrumentation, in the form of smartphones, has A Social Business embraces networks of people to create business value.
put unprecedented power literally in people’s hands, anywhere
they go. The meteoric rise of social networking, which now Our definition of a Social Business (above) has three
accounts for 22 percent of people’s time spent online, has underlying tenants:
connected nearly every individual on earth.1 And the
1. Engaged - A Social Business connects people to expertise.
emergence of social analytics means not only are individual
It enable individuals – whether customers, partners or
people intelligent, but networks of people have become
employees – to form networks to generate new sources of
intelligent as well and are able to learn from interactions and
innovation, foster creativity, and establish greater reach and
associations to deliver recommendations and take action.
exposure to new business opportunities. It establishes a
As the global network of people becomes instrumented, foundational level of trust across these business networks
interconnected and intelligent, dramatic shifts are taking and, thus, a willingness to openly share information. It
place. The ways individuals interact, relationships form, empowers these networks with the collaborative, gaming
decisions are made, work is accomplished and goods are and analytical tools needed for members to engage each
other and creatively solve business challenges.
3. Lotus 3
2. Transparent - A Social business strives to remove can reap great benefits. Among them: 1) the ability to leverage
unnecessary boundaries between experts inside the company more expertise and a greater diversity of skills and experience,
and experts in the marketplace. It embraces the tools and 2) better realtime use of current knowledge (contrasted with
leadership models that support capturing knowledge and formalized, but less current knowledge) and 3) improved
insight from many sources, allowing it to quickly sense situational awareness and use of social intelligence in decision
changes in customer mood, employee sentiment or process making.
efficiencies. It utilizes analytics and social connections inside
and outside the company to solve business problems and A Social Business shifts the focus from documents, project
capture new business opportunities. plans and other temporary artifacts to the source of the energy,
creativity and decision making that moves the business
3. Nimble - A Social Business leverages these social networks forward: people. A people-centric approach relies on:
to speed up business, gaining realtime insight to make
quicker and better decisions. It gets information to • Networks – Globally integrated networks of employees,
customers and partners in new ways -- faster. Supported by partners and customers are the backbone of a Social Business.
ubiquitous access on mobile devices and new ways of Rich online profiles of trusted experts enable collaboration
connecting and working together in the Cloud and on open and agility and allow for exploration of expertise, publications
platforms, a Social Business turns time and location from and networks of colleagues to quickly initiate action or fulfill
constraints into advantages. Business is free to occur when a business need.
and where it delivers the greatest value, allowing the • Social and realtime collaboration – Connecting remote
organization to adapt quickly to the changing marketplace. teams of people to improve and decision making and discover
relevant expertise or related work empowers people and
We believe the most effective approach to enabling a Social enables problem solving.
Business centers around helping people discover expertise, • Mobility – A social business benefits from enabling
develop social networks and capitalize on relationships. A individuals to use the device best suited to their needs and
Social Business enables its employees – and customers – to keeping them connected whenever and where ever they are.
more easily find the information and expertise they seek. It The speed and relevancy of information exchange are
helps groups of people bind together into communities of increasingly essential.
shared interest and coordinate their efforts to deliver better • Integration – Bringing social collaboration capabilities into
business results faster. It encourages, supports and takes the applications people use to do their jobs, without
advantage of innovation and idea creation and builds on the overwhelming them, allows for information sharing within the
intelligence of the crowd. context of business processes.
An effective Social Business embodies a culture characterized A key element to the success of a Social Business is trust. First,
by sharing, transparency, innovation and improved decision an organization needs a certain level of trust to empower its
making. Such a culture enables deeper relationships with employees to share their ideas and expertise – and it must
customers and business partners. By allowing people (both demonstrate this trust by rewarding the behavior. By the same
inside and outside an organization) to document and share token, it must trust its customers to maintain an open dialogue
their knowledge and ideas and others to recognize, refine and with them.
promote the value of those ideas and content, a Social Business
4. 4 The Social Business
strategic approach to shaping a business culture and is highly
Did you know? dependent on executive leadership and effective corporate
strategy, including business processes, risk management,
• Smartphone shipments will outpace PCs by 2012.2. leadership development, financial controls and business
• Online users in rapid-growth regions like Latin America, analytics. Realizing the potential value of Social Business is
the Middle East and China are now spending more time predicated on an organization’s ability to recognize and design
on social-networking sites than on e-mail.3 for this transformation.
• Gartner Research predicts that social networking services
will replace e-mail as the primary communications vehicle Social Businesses can orchestrate and optimize new ways of
for 20 percent of business users by 2014.4 generating value through innovation, creativity and utilizing
• Globally, the total minutes spent on social networks the right skills and information at the right time. They become
monthly saw a more than 100 percent gain over the same more flexible and agile in the face of the global market’s
time last year.5 competitive pressures and rapid rate of change.
At the same time, this trust must be balanced with an
appropriate level of governance or discipline that sets the Common industry terms
parameters of appropriate actions. This is a very delicate
• Enterprise 2.0: Mostly focused on collaboration behind the
balance and one with which some companies struggle.
firewall between employees and partners. When applied
effectively, it can enable large organizations to become more
What is the value of Social Business? nimble and agile and, in many ways, act more like a “small”
As the rapid growth of social networking and mobility has business in the best sense of the word.
erased some of the boundaries that separated individuals in the • Social CRM: A strategy that allows an organization to make
past, people increasingly use their relationships with other customers a focal point of how it does business, where the
people to discover and use information to accomplish customers are actually a key force behind the development
innumerable tasks. New opportunities for growth, innovation of the ideas, services and products that the organization
and productivity exist for organizations that encourage people produces.
– employees, customers and partners – to engage and build • Social media: Social media is another channel composed of
trusted relationships. Individuals are using social networking various social sites such as Twitter and Facebook. These
channels have their own processes, guidelines, governance
tools in their personal lives, and many are also incorporating it
and forms of accountability. As an organization develops a
into their work lives – regardless of whether it’s sanctioned by
social business strategy, social media might be one of the
their employers. Astute organizations will embrace social
channels to pursue.
software and find the most effective ways to utilize it to drive • Social software: The broader set of social tools (messaging,
growth, improve client satisfaction and empower employees. chats, blogs, wikis, activities, file sharing, profiles, forums,
analytics, tagging, etc.) that enable all of the concepts above
In fact, Social Business software has gained significant and include applications used within an enterprise behind a
momentum in the enterprise, and this trend is expected to firewall as well as third-party services that extend beyond the
continue, with IDC forecasting a compound annual growth firewall.
rate of 38 percent through 2014.5 However, becoming a Social
Business is not simply a matter of deploying some
collaboration tools and hoping for the best. It is a long-term
5. Lotus 5
We see three key business value opportunities arising from the To truly become customer centric, an organization needs to
Social Business transformation. Becoming a Social Business have the social media tools ingrained in its end-to-end
can help an organization: business. And it needs to listen to its customers when they
volunteer information – because customer feedback obtained
1) Deepen customer relationships via social media is many times quite different from information
2) Drive operational efficiencies gained through surveys and other market intelligence tools.
3) Optimize the workforce Social Businesses are finding ways to mine this information
while also creating a consistent, truly interactive and context-
Deepen customer relationships aware experience.
In today’s fast-paced “always on” world, brands are getting
strengthened and destroyed in a fraction of the time it once Instead of simply pushing messages and offers out to the
took due to the proliferation of instant, viral feedback via social market, marketing is engaging customers through open
media and social networking tools. The combination of social dialogue integrated with rich media capabilities that cater to
media and the growth of Internet use has essentially changed customers’ preferences, buying patterns and personal networks
the way consumers interact with brands. Now, more than ever, (see sidebar: Extending relationships with and among clients).
organizations must understand and communicate with their From a marketing and sales perspective, a Social Business can
customers. create, manage and publish personalized content (text,
pictures, audio, video, documents, etc.) based on profile data
Most business leaders understand this. In fact, 88 percent of all from the Web, optimized for customers’ behavior patterns.
CEOs who participated in the 2010 IBM CEO study picked
“getting closer to the customer” as the most important In addition, it can provide consistent branding and user
dimension to realize their strategy in the next five years.i experiences across multiple sites and channels seamlessly
However, understanding the importance and knowing how to through Web content management. Finally, a Social Business
act on it are two different things. is better able to target the right content to the right customers
based on personal attributes, patterns of behavior,
Consumers are connecting with brands in fundamentally new segmentation and loyalty programs through personalization
ways. The ways individuals become aware of, research, engines, Web analytics, and instant messaging and online
purchase and obtain support for products have changed. meetings.
Increasingly, customers rely on digital interactions, peer
evaluations, social media and online after-purchase support to In terms of customer service, a Social Business can provide an
make their decisions about which brands to engage. While online experience through “real people” showing personalized
customers have historically interacted with trusted sources to profile information via instant messaging, community blogging
help make purchasing decisions, technology is enabling them or Web conferences – turning customers into advocates. In
to do so on a much larger and more organized scale using addition, it can strive to deliver realtime information to online
more resources. customers through multiple devices (mobile, smart-phone,
tablet PCs, etc.) to help ensure effective communication
Social marketing is becoming an increasingly effective and anytime and anywhere. As part of all this, an effective Social
essential mechanism to engage customers. The benefits to Business can also implement a flexible model of customer self
brand building and engagement are obvious, but organizations service capabilities, such as chat forums and communities, to
are challenged with delivering a consistent, compelling brand increase responsiveness and decrease costs.
experience across their channels and breaking through the
“social clutter.”
6. 6 The Social Business
Essentially, Social Businesses are successfully building deeper • Utilize technology to build competitive advantage.
customer relationships and impacting the traditional role of Analytically derived customer insights that leverage customer
the Chief Marketing Officer by concentrating on some key information from across internal and external data sources
actions: (Facebook, Twitter, etc.) feed marketing programs which, in
turn, deliver the ultimate engaging customer experience.
• Put customers at the center. Embrace an open dialogue
with customers through social tools to involve them in both
Drive operational efficiencies
internal processes, like product development, and external
Social Businesses can improve communication, as well as drive
processes, such as promotion and customer service.
innovation, much faster than traditional organizations. Good
• Address customer experiences comprehensively.The best
ideas can be brought together. Complimentary expertise can be
experiences are consistent and custom fitted to users’
combined. Serendipitous connections can be made. Ideas can
preferences, devices, locations, social networks and behavior
be discovered, stand on each others’ shoulders and be refined,
patterns.
expanded on and turned into valuable goods and services much
more quickly. This sharing of ideas and increased
communication can lead to increased operational efficiency.
Deepening customer relationships to speed development
China Telecommunications Corp. (China Telecom) is the larg- Some leading services development organizations have begun
est fixed-line service and third-largest mobile telecommuni- to utilize social tools to drive product innovation and service
cation provider in China. It offers a full range of integrated
improvement. Progressive development teams are using social
information, Internet connection and application services.
capabilities to connect with new, broader perspectives, which
With over 200,000 employees, it operates subsidiaries in 31
provinces and branches in the Americas, Europe, Hong Kong
are enriching the quality of their development efforts. As they
and Macao. To stay competitive, the Shanghai branch of extend their reach beyond conventional networks within an
China Telecom wanted a way to accelerate creation of new organization, their knowledge base and problem-solving
telecom services by optimizing use of its employee base in a capacities can grow exponentially (see Sidebar: Fostering
unified innovation process. China Telecom developed an communication, improving efficiency). The Social Business
innovation platform with a Web portal interface that enables model is changing the traditional roles of development
collaboration among employees, partners and customers. managers by emphasizing the importance of their ability to:
The portal accepts ideas from this enlarged community,
expanding the sources of innovation and helping to filter the • Bring more diverse opinions together to form novel
best quality ideas. More than 550 new “voices” joined the ideas. Build focused communities that help improve the
development process in the first six months of the portal
quality and speed of gathering business insights and
launch, with publication of the first idea a mere ten minutes
generating improvement ideas.
after launch. Marketing teams can analyze new intelligence
• Gather better requirements straight from the customer’s
gathered directly from consumers’ Web 2.0 entries and intro-
duce new services with the knowledge that subscriber voice. Gather high-quality input and ideas, as well as frequent
demand exists. More product ideas of higher quality reduce feedback, from motivated customers and partners who
opportunity costs and risks, and increase the chances of broadcast their product needs through daily commentary via
marketing success. And as Niu Gang, Associate Director of external communities and blogs.
the Shanghai Research Institute for China Telecom observes, • Bring break-through products to market faster while
this solution enables the company to deliver exciting prod- preserving quality and traceability by sharing product
ucts to the marketplace at a faster pace than ever before. ideas and production processes across organizational
boundaries. Product developers can obtain early feedback on
7. Lotus 7
development prototypes and incorporate feedback on in-flight as completing projects or tasks, reporting status, keeping
projects or prototypes via file sharing, forums, blogs, tweets managers up to date, getting help and helping others (see
and other social media to refine and perfect designs before sidebar: Collaborating to improve productivity, decrease costs).
committing to fixed production volumes and costly reworks.
• Continue to connect developers with feedback from the There are two major trends driving the need for organizations
field. Improve quality and service by actively communicating to adopt these capabilities:
externally to solicit quality concerns, offering appropriate
expertise to solve problems and getting answers into the hands 1. Millennials are entering the workforce. They are well versed
of those who may need it most at any given time. in a social culture of sharing and transparency. It is second
• Rapidly form small, focused teams to innovate. The best nature to them to communicate their status, update their
innovations often come from small teams. A Social Business is superiors and get feedback on their activities – and
not just about bringing together more opinions, it is about technology is core to how they do it. Organizations that
enabling the right people to come together to solve problems, want to get the most out of these new people resources will
unimpeded by organizational boundaries. need to give them the tools to best leverage their work
habits and potential for idea generation.
Speeding innovation and time to market 2. More and more teams are geographically distributed. As
CEMEX is the third largest building materials company in firms continue their geographic expansion, find talent in far
the world, with employees in 50 countries. To meet business flung places, look to moderate their real estate costs or give
challenges, it had to bring its global community closer their employees more work/life flexibility, they are
together, so it created a social network initiative, called considering options such as “hoteling” or telecommuting.
Shift, for open collaboration across its entire workforce. These strategies make improved collaboration even more
Within a year, over 20,000 employees were engaged, over critical. Social, collaborative and rich communication
500 communities had formed, nine global innovation initia- technologies that are seamlessly deployed across all mobile
tives were underway -- and ideas started flowing around the devices, as well as integrated into existing applications and
world among specialists in all areas and levels of the com- into the fabric of business culture, offer the potential to
pany. Wikis, blogs and communities became links between
make a distributed workforce more productive.
operating units around the world, and the collaboration
among employees led to impressive results -- for instance,
Social Businesses are optimizing their workforces by enabling
the launch in under four months of the first global brand of
their employees to become more effective and by recognizing
CEMEX’s Ready Mix special product. If the same level of
collaboration now enabled by Shift were conducted today where which talents can be best utilized. Human resources
through traditional meetings by phone and travel, CEMEX professionals in a Social Business can expand their roles and
would be spending an additional US$0.5 to US$1 million per help:
year.
• Encourage a culture of information sharing. Social tools
provide a gateway for current and relevant information
exchanges across geographies and organizational silos.
Building trust and encouraging social interactions are essential
Optimize the workforce
to driving a social change in the workforce.
Social Businesses are utilizing social technologies to connect
• Empower workers to foster innovation and growth. Quick
workers with each other, with experts both internal and
access to information and collaboration with an expanded
external to the organization and with context-relevant content.
professional network stimulates creativity, idea generation and
Workers can leverage these tools to coordinate activities such
problem solving.
8. 8 The Social Business
• Help employees find people and build relationships.
Social tools can support people’s intrinsic sense of
Collaborating to improve productivity, decrease costs
“belonging” by recognizing contributions and building
stronger communities and relationships across the Sogeti is one of the world’s leading providers of IT consult-
ing services and solution integration. As it expanded across
organization.
15 countries, information silos made locating and collabo-
• Improve leadership development. Strive to retain top
rating with the vast expertise in the company difficult.
talent and develop the next generation of successful leaders
Sogeti needed new ways to foster teamwork and peer com-
through leadership development communities, expertise munication among its many business groups and locations.
tracking and personal brand management.
• Mobilize for speed and flexibility. It’s important to be able
to rapidly respond to customer demands and changing To tie together over 20,000 people across 200 locations,
market conditions through rich profiles, expertise tagging, Sogeti deployed an enterprise-wide social networking and
file and bookmark sharing, team libraries and group collaboration platform for finding and leveraging expertise,
broadcast tools. knowledge transfer, close teaming across distances and
• Rapidly develop and deploy skills and capabilities. sharing of best practices. Now, integrated multiple active
Human resources professionals should serve as a repository directories provide a unified approach to identifying exper-
to catalogue – and continue to develop – the vast talents and tise wherever it may be. Easier access to the tacit knowl-
expertise that exist. They can utilize a number of methods to edge of others helps co-workers develop their skills, and
improve this process, including social learning, expertise fast identification of people’s skills supports efficient staff-
ing with the right people for any project or mission. Together,
tagging and folksonomies, social rewards and technical
accelerated knowledge transfer, better use of expertise and
communities of interest. Such tools can enable HR to identify
the ability to staff the right people quickly is preparing
the right individuals for the right opportunities, benefitting
Sogeti to enter new markets. And being able to share rather
employees, the company and, ultimately, the client. than having to reinvent key processes is yielding significant
• Enhance skills transfer and new employee onboarding savings in project startup costs.
processes. By creating shared repositories of social and
business information, human resources professionals can
enable new employees to more rapidly acclimate. Group chat
rooms, social bookmarks and shared team repositories can
also help shift teams rapidly transfer realtime information
from one shift to the next, such as recent customer requests,
special outcomes of note, etc.
Social Businesses recognize that employees need to be agile,
informed and able to work beyond their specific job
descriptions. As such, they provide tools and the cultural
incentives that allow employees more access to the right
information and the right people. Social Businesses reduce
both the cultural boundaries as well as the technical obstacles
for people to connect with people and information, allowing
unprecedented access. All this equates to an optimized
workforce – one that is able to feel closer to its customers
while driving operational efficiencies.
9. Preparing for the future The right partner for a changing world
A challenge faced by virtually all enterprises in these turbulent At IBM, we collaborate with our clients, bringing together
times is how to build organizations that are more adaptive and business insight, advanced research and technology to give
agile, more creative and innovative, and more efficient and them a distinct advantage in today’s rapidly changing
resilient. Increasingly, it is becoming clear that the traditional environment. Through our integrated approach to business
hierarchical enterprise, built on a structure of departments design and execution, we help turn strategies into action. And
and a culture of compartmentalization, will give way to a with expertise in 17 industries and global capabilities that span
socially synergistic enterprise built on continually evolving 170 countries, we can help clients anticipate change and profit
communities and a culture of sharing and innovation. from new opportunities.
As such, we predict the path to becoming a Social Business is For more information
inevitable. However, the differentiating factors – those which To learn more about this IBM Institute for Business Value
will separate the leaders from the masses – will stem from how study, please contact us at iibv@us.ibm.com. For a full catalog
effectively an organization embraces both a Social Business of our research, visit:
culture as well as the technology to deepen customer ibm.com/iibv
relationships, drive operational efficiencies and optimize the
workforce. Be among the first to receive the latest insights from the IBM
Institute for Business Value. Subscribe to Ide Watch, our
And even the most successful organizations will encounter monthly e-newsletter featuring executive reports that offer
potholes along their paths. For example, in today’s open world, strategic insights and recommendations based on IBV
disgruntled employees, partners and customers have a research:
tremendous voice – something that must be considered as a ibm.com/gbs/ideawatch/subscribe
business plots its Social Business strategy. In addition, issues
relating to protection of intellectual property in the socially
networked world, as well as an enterprise’s potential legal risks
associated with social media, must be considered. Finally, HR
policies likely need to evolve to take into account the massive
increase in public information about employees, candidates
and alumni.
Despite the many issues to consider and the changes in
organizational culture that must occur, enterprises must adapt
and embrace the opportunities associated with being a Social
Business. By harnessing the creative and productive potential
of employees, customers and partners across the enterprise
and expertise across a value network, companies can position
themselves to enjoy deeper customer relationships, increased
operational efficiency and an optimized workforce.
Organizations that leverage a Social Business culture and
technology framework have the potential to transform
themselves and take leadership roles in their industries.