Successfully adopting social media into your business for digital leaders masterclass (2)

Successfully Adopting Social Media
into your Business
Stuart McRae
Executive Collaboration & Social Business Evangelist
IBM Collaboration Solutions
ibm.co/smcrae

stuart.mcrae@uk.ibm.com
www.twitter.com/smcrae
www.linkedin.com/in/stuartmcrae
© IBM Corporation 2011
www.facebook.com/sjmcrae
www.smcrae.com

Not just Digital by Default …
… the world is becoming Social by Default

The Internet evolved from Publishing to Transactions to Conversations …
… transforming the way business is done along the way
Employees: are already using social networking tools in their private lives
Customers: are engaging in conversations about & with organisations
Partners: are interacting continually to accelerate business value
Organizations: are crowd-sourcing ideas to improve outcomes

© 2012 IBM Corporation 2

UK Citizens are Adopting Social Networking

Social Behavior Types:
Active social
networkers
19.27m

Messagers and
44%
mailers

Content sharers 40%

Joiners &
Source: GlobalWebIndex, Global Map of Social Networking 2011, 28%
www.globalwebindex.net creators of groups


Engaging Better with the Public


"... the continuation of Politik by other means" - Clausewitz


What is a Social Business?
A Social Business is one that embraces
networks of people to create business value

A Social Business is:

Engaged
Transparent
Nimble

Social Media vs. Social Business

Social Media Social Business

Nimble

Engaged

Transparent

Broadcast Conversation
Primarily Marketing and Organisational Transformation
Public Relations driven & Business Process Optimisation


Becoming a Social Business is a Journey.
Where are you starting from?

Your culture,
your strengths,
your weaknesses,
your issues,
your needs


Becoming a Social Business is a Journey.
Where are you going to?
What do you
want to achieve?
Together.


So First, You Need To Decide...

What problem
are you
trying to solve?


A New Strategic Direction?

Transform the way we operate


To Fix a Headache?

Reduce cost
of delivering
services

Maybe You Have An Idea?

This way we can
increase user
satisfaction


Or Just Want To Do What You Do, Only Better?

We are the best in class.
Let's stay there.


Unless you know what you want to achieve...
… you can't figure out what Successful Adoption is


Where to start?
No shortage of reasons to act, but which are important to you?
“Reduce Email Overload “Increase
Employee “Organisational
Satisfaction”
Agility”

Collab.
Churn”

Social
Business Intranet
Transformation C Renewal
ult i al
Ch
ur
al Soc
“Faster time t
an ne “Improve
to Market” ge ra
Int Service Quality”
“Reduce Cost of b2
Doing Business” b2b c
Social Exceptional
Business Social Social Customer
Process Business Media Experiences
Improvement Awareness
b2
e “Improve

m
“Address New
b2
r So Customer Loyalty”
Markets” y ou c ial
g Se
Brin vic
e n tim
De Brand e nt
Consumerisation Own
Social

Monitoring
CRM

& Management
“Increasingly “Reduce
Mobile Workforce” Knowledge Management Risk”

Key Areas for Social Transformation
Beyond the Customer
Market Social Sentiment and
Understanding & Influencing your Market

Strategy & Business Adoption
Engaging your Customer
Customer Exceptional Web Experiences
and the new Multi-Channel Challenge

Beyond the Enterprise
Partner Extending Collaboration to Partners,
Suppliers and the Channel

Social Collaboration & Transformation
Employee Social Intranets Empower the Workforce
to Improve Customer Service & Business Processes

Increasing Transformational Complexity


Key Areas for Public Sector Social Transformation
Public Sentiment
Public Social Sentiment and
Engagement with the Public

Internal Social Collaboration underpins
successful External Engagement
Service Delivery
Citizen Citizen Self Service
and Community Empowerment

Social Enterprise
Partner Engagement with volunteers, communities,
NGOs, charities and service provision partners

Social Collaboration & Transformation
Employee Social Intranets Empower the Workforce
to Improve Service Provision

Increasing Transformational Complexity


Success in Focussed, Tactical Projects
Builds Confidence for Strategic Transformation

External

TIME

Internal
Tactical (Aspirins) (Vitamins) Strategic


Being a Social Business isn't about just one initiative

Market Social Media
Social Sentiment
Marketing
Analysis
Programs
External
Task Specific Web
Social Networking Accounts Social Media Site
Based
Customer Help Desk
User Forums
Employee
Personal
Social Channel
Networking Partner
Accounts Partner
Partner Portal Collaboration Social
Social Enabled
CRM BPM

Employee Social Collaboration
Employee
Informal (Ad Hoc) (Business Processes) Formal

The Internal Social Collaboration Platform
... underpins employee Adoption of Social (inside & outside)
... creates an Agile organisation to React to external events


Adoption is Driven by Users changing their
Behaviour because of compelling Use Cases


But your Users aren't Social Collaboration experts,
they need help and guidance on the use cases


Not Training, but Practical Advice on how
Social Tools make it Easier to do their job Well


Give your Users the Gift of Success Stories:
Best Practices for Working Better


Finding the People with the Expertise to Help

People Tags
identify subject matter experts
and help people with Questions
find people with the Answers

Business Cards
link from Content
to the Experts on it


Find the People you Need
through the People you Know
●
Who do they Communicate with a lot?
●
Who is in the same Communities?
●
Who is involved with the same Activities?
●
Who Blogs about the same sort of thing?
●
Who Tags their Files with the same topics?
●
Who Bookmarks the same sites?

Which people have
similar interests

Who works closely
with them?


Reaching New People & Building your Network
Contact Numbers,
Presence & IM,
Communities,
Colleagues,
Content,
E-mail

Tag,
Connect
or Follow
colleagues


Engaging in Open Conversations not Private ones
(fully open, or just within a community, as appropriate)

Lead,
Learn,
Teach,
Spread,
Engage,
Improve,
Motivate,
Influence,
Advocate,
Recognise,
Understand,
Create Value

Finding Content through the People you Know
(or can Find)

Places

Bookmarks


Finding Content in the
Context of the People who can Help You to Use It


Social Sharing
Adds Credibility & Discoverability to content

What do others think of it?
Who else understands it?
Have they improved it?
Recommendations,
Downloads,
Comments,
Versions,
Sharing,
Folders,
Authors
Tags.
Not just Share with,
but also Share on,
and Share within
a Community


Finding the Distilled Knowledge of the Experts

Communities
let users with
COMMON INTERESTS connect
themselves across the enterprise -
and puts CONTENT they share into
the CONTEXT of the EXPERTS
who can help you to use it

AGGREGATE different People,
Content Types,
Discussions
and Activities
into one CONTEXT
where users can easily find it

Search across all available content
(including external content that others found useful)

Content Tags
(Social Bookmarks)
share ideas & content
across organisational boundaries
and connect you to people
with similar interests
or problems


Innovation
Not just about brainstorming ideas … but putting them into action

●
Brainstorm
●
Comment
●
Vote
●
Evaluate
●
Graduate
●
Action


Activity Streams
Keeping Users Informed what is going on in their Network & Communities
(without filling up their inboxes)


Social Analytics increase Adoption
Drawing attention to things you need to know

●
Who should I know about?
●
How can I reach them?
●
Which content has been updated?
●
What new content might interest me?
… and, please, not by sending me email!


Accessibility where Users Work drives Adoption
●
Browser ● Portal Pages
● Client Platforms ●
RSS Aggregators
● Document Editors ● Web Applications
● Email Clients ● Business Apps
● Browser Plugins ● Mobile Devices
● ... ● ...


Significantly Increased Use from Mobile Device access
Anytime, Anywhere, on Any Device
Either via a Mobile Browser or a Mobile App.
from any Smartphone or Tablet platform


The Social Intranet: More than Social Apps
An integration layer on top of existing Collaboration, Repositories, etc.

Mobile Browser Desktop

Social Collaboration Platform

Business Unified
Apps Comms

ERP, Presence,
BPM, IM,
Web Audio,
Apps, Video,
Workflow, Team Meetings,
Internet Search etc. Spaces ECM WCM Telephony E-Mail


Where is the Motivation to Adopt?
Why should users change their behaviour?

Why does my
Why do I organisation
care? care?


I want to... … help
others
… make my
work easier … get home
on time

… do my
job better … sell
more

… get
promoted
… be
… be recognised appreciated
for what I achieve … find a
new role


Information Overload
We need to change behaviour

“You will need to know
this sometime, so I will
send it to you now”

“... and me”

“... and me”
“... and me”

“... and us too”

Email Model


The New Paradigm: Social Knowledge Sharing

“You will need to know
this sometime, so I will
send it to you now”
“We share what
“We share what
“Weknow!”what
we share what
“We know”
“... and me” we share
we know”
we know”

“... and me”
“... and me”


Email Model “I know I can discover
what I need, when I
need it”
Social Media
Model
“It’s not information overload.
It’s filter failure.” - Clay Shirky

All Organisations Have Silos


Social Empowers Employees to Work Across Them


What makes a Social Project a success?
It’s not measured as 100% involvement …
… but by whether you address the BUSINESS NEED

M ajor contributors account for about (On average…your company may vary)

15-20% of the total workforce

To be considered a S uc c es s ,
you just need to get these people to be more
pro duc tive
… a nd to get everyo ne els e
to us e what they are s ha ring

Five Steps to Successful Adoption
1. Users must TRUST the solution to INVEST in using it

Tell Users about the
STRATEGIC INTENT
and the expected
BUSINESS IMPACT
Launch with clear Usage
Guidelines, broad Access and
Populated content

2. Understand initial USE CASES
and explain WHY users should use them

Align user messages with the key
BUSINESS CHALLENGES
and the expected ROI

Articulate how the solution
HELPS USERS
in their work and makes their lives
EASIER

3. Provide LEADERSHIP through HIGH PROFILE users

Educate key Executives,
Business Leaders and
Experts, on the goals & get them
ENGAGED
One to one education,
reverse mentoring,
enable their assistants,
etc...


4. Recruit a CHAMPIONS Community
and ENABLE & SUPPORT them

To encourage faster
VIRAL ADOPTION
by prepolutating content,
nurturing communities
& recruiting new users

Provide a SUPPORT NETWORK
& CONTENT to help train others

Use them to identify INHIBITORS
& create SUCCESS STORIES © 2012 IBM Corporation 51

5. Analyse, survey, assess, review and TAKE ACTION

Document SUCCESSES
and market them
widely and via many channels

Find the BARRIERS to adoption
(Technical, Cultural, Management)
and REMOVE THEM
via Executive Sponsors

Oh, and ONE MORE THING

Social Collaboration
must become the
WAY USERS WORK
not
something else they need to do
AS WELL AS WORK


Where do YOU want to start? What are the Challenges?

Vision
Enterprise & Cultural Commitment
Transformation Leadership

Identification
Business Process
Improvement
Sponsorship
Funding

Deployment
Incremental Collaboration Business Case
Enhancements Adoption


Example:

“USDA is an every day, every way Department and we want to connect
with people in ways that are the most convenient and effective for them.”
While 78% of consumers trust other consumers…only 14% trust advertisements.
Bloggers and forums can deliver messages with independent credibility

Spring brings oohs and aahs –
wildflower season begins to bloom
across national forests and grasslands


Example:
Validating Goals and Strategy across a Diverse & Distributed Organisation

Professional
Social Network Platform
“bringing people together”
virtually connect UN members
across 132 countries

Cultural Theme Culture Questions 1 2 3 4 5 C = Current D = Desired

Boundaries Isolated functions Cross functional cooperation

Teaming Individual competitive Team oriented

Learning Slow adopting new skills Continuous Learning Culture

Management Style Controlling Delegating

Horizontal Comms Bureaucratic, formal channels Free communication up the org

Open Comms Guarded Communication Open Communication

Initiative Follow specific instructions Take initiative

Risk Tolerance Punish mistakes Learn from mistakes

Pace Slow, cautious pace Fast pace

Rules / Process Keep to rules Ignore rules

Hierarchy Many organizational layers Few organizational layers


Example: Counter Terrorism
Visualise Networks Based on Interactions

…identifying the bad guys and their friends


Example: Children's Hospital, Boston
Video access to a Community of Specialists
for childcare in the Developing World

Masters site Run by IBM Videos
HD / Avatars / Content

Distributed Solution
Runs from USB Drive
Cloud Based Updates
Learning powerful “Teaming Social Network Dr J. Burns, Children's
Skills”, different locations, Hospital Boston
generating “hypothesis” http://www.youtube.com/watch?v=GW_5WSxzBFo


Example:
Find and Use Most Trusted Tippers in your Business Processes

OLD PROCESS: Direct Mail, eMail, Telephone, Advertising, PR, Events

Marketing Process

SOCIAL ENABLED PROCESS: Chilean Government

Found China wine Found tippers Gained trust
communities Sent wine sample Entered China market
Joined conversations Engaged in contests

… new ways of thinking drive exceptional results
59

IBM is transforming itself into a Social Business

IBM Internal Social Business Story
Organize Key
• 1997: Recommends that its employees get out onto the Internet – at a time when many
Content
companies were seeking to restrict their employees’ Internet access
• 2005: Makes a strategic decision to encourage IBMers to participate in the blogosphere
Broadcast • 2007: Launches Connections, its own enterprise social networking platform
Information • 2008: Introduces social computing guidelines to encompass virtual worlds & sharing of rich
media
• 2009: Opens IBM Center for Social Software to help IBM’s global network of researchers
Find collaborate with corporate residents, university students and faculty
Information

Find Experts IBM Employee Social Media Usage
• 75% IBMers use w3 (IBM intranet) every day
Share • 1m daily page views of internal wikis
Knowledge • 17,000 individual blogs
• 198,000 IBMers on Facebook
• 25,000 tweeters
Ask and • 300,000 LinkedIn (most in world)
Answer • 15m downloads of employee-made podcasts
Questions • 380k sametime users
• 400,000 employee profiles on IBM Connections, IBM’s social networking initiative that allows
employees to share status updates, collaborate on wikis, blogs and activity, share files.

IBM now advise their clients from a ‘having been there / having done it’ perspective


Enabling Inclusive Government

Citizens
Social
Enterprises Businesses

Social Networks
Open Data Social Media

Cloud Computing

Government Agencies

Social Collaboration
Government
Employees

61

My Links
● Evolution of the Social Business (BCW)
http://www.businesscomputingworld.co.uk/evolution-of-the-social-business/
● Blog post on Social Business 2012 trends
http://smcrae.posterous.com/social-business-in-2012

IBM Links
● The Business View of Social Business
http://www.ibm.com/socialbusiness
● Video Case Studies around Social Business
http://www.ibm.com/software/collaboration/videos
● The IBM Social Business Platform & Products
http://www.ibm.com/social
● Becoming a Social Business Community on the IBM web site
http://ibm.co/adoptsocial
● IBM's Own Social Business Transformation Story (by IDC)
ftp://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf

● IBM's Social Computing Guidelines
http://www.ibm.com/blogs/zz/en/guidelines.html


Thank You.

Stuart McRae
Executive Collaboration & Social Business Evangelist
IBM Collaboration Solutions
ibm.co/smcrae

stuart.mcrae@uk.ibm.com
www.twitter.com/smcrae
www.linkedin.com/in/stuartmcrae
© IBM Corporation 2011
www.facebook.com/sjmcrae
www.smcrae.com

© IBM Corporation 2012. All Rights Reserved.

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