This document discusses social business and putting content into a social context. It covers evolving customer channels and the new consumer, defining social business, moving from content to context, finding business value in being social, and examples of social business in action. The document emphasizes becoming more engaged, transparent, and nimble as a social business by embracing networks of people to create business value.
3. Technology is dramatically changing the way we live and work
How I Work
How I Buy Collaborating from
Interacting with peers anywhere at any time
and engaging with with a number of
companies I do devices.
business with.
How I Engage
Tapping into a wide variety of
insight and expertise.
4. And changing the way organisations operate
Employees Customers Partners
self-forming teams, seamlessly leading the conversations that becoming on-demand extensions
connecting to address opportunities define brands of the enterprise
5. Social Business is the application of social collaboration
tools & culture to business roles, processes and outcomes
● Share ideas, expertise, sense of purpose
● Deliver insights in near-real time, in context
● Connect to people in meaningful ways – instantly.
● Keep content up-to-date, accessible and secure
6. So what makes a Social Business tick?
employees customers partners
Self-forming teams Leading the conversations Becoming on-demand
seamless connecting to that define brands extensions of the enterprise
address opportunities
communication and
transformation
product design customer care
and introduction
collective
talent and skill intelligence real time market
segmentation
development
global sales advocate-based
contests marketing
8. What characterises a Social Business?
A Social Business is one that embraces
networks of people
to create business value
Engaged
Transparent
A Social Business is:
Nimble
9. Being a Social Business means changing the way you engage
… its not just about using Social Media channels
Social Media Social Business
Nimble
Engaged
Transparent
Broadcast Conversation
Primarily Marketing and Organisational Transformation
Communications driven & Business Process Improvement
40. To Fix a Headache?
Reduce cost
of delivering
services
41. Maybe You Have An Idea?
This way we can
increase user
satisfaction
42. Or Just Want To Do What You Do, Only Better?
We are the best in class.
Let's stay there.
43. Because unless you know what you want to achieve...
… you can't figure out what Success is
44. Where to start? No shortage of reasons to act, but which are important to you?
“Reduce Email Overload “Increase
“Organisational
Employee Sales”
Collab.
Business Intranet Agility”
Social
Churn”
Transformation C l Renewal
ult ia
Ch
ur
al Soc
“Faster time t
an ane “Improve
to Market” ge r
Int Product Quality”
“Reduce Cost of b2
b
Doing Business” b2 c
Social Exceptional
Business Social Social Customer
Process Business Media Experiences
Improvement Awareness
b2
e “Improve
m
“Address New
Markets” ou
r b2 So
c
Customer Loyalty”
g y Se ial
Brin vic
e n tim
De Brand e nt
Consumerisation Own
Social
Monitoring
CRM
& Management
“Increasingly “Reduce
Mobile Workforce” Knowledge Management Risk”
45. Addressing strategic business initiatives is key
• Sales from direct advertising • ‘Other’ contact avoidance
• New business from referrals and/or optimisation
• Improve internal productivity
les
• Increase sales/product
Lo
hold/customer retention • Reduce costs of service/product
sa
we
via brand enhancement development, testing & marketing
e
rC
as
os
re
ts
Inc
Protect Reputation
• PR management
& share price protection
• Pro-active issue resolution
(& reduced associated costs)
• Analyst/Competitor watch & react
46. But turn them into measurable business goals so you can track success
1 Customer Service 4 Marketing / PR
✔ Reduce number of traditional contacts ✔ Increase productivity
✔ Improve average handling time of ✔ Reduce costs vs. increased reach
Whilst contacts & increase agent productivity
the threats are primarily and impact
✔ Improve tracking
related to reputational risk
✔ Increase customer satisfaction–the
opportunities reach far beyond
✔ Reduce customer churn ✔ Enhance brand reputation
Marketing/PR…
2 Product Development 5 Sales
✔ Increase success rates ✔ Increase sales
(reduced product recalls) ✔ Extend customer base
✔ Lower development costs ✔ Improve product hold
✔ Reduce time to market ✔ Reduce cost of sales
✔ Better meet customer requirements
3 Risk / Compliance 6 Recruitment / HR
✔ Reduce cost of fraudulent activity ✔ Improve know-how transfer
✔ Increased customer trust /safety and lower training costs
✔ Forecast/ track trends:- mitigated risks ✔ Increase employee loyalty and retention
and costs of fixing issues ✔ Improve recruitment reach
and lower recruitment costs
47. Wherever you start...
Enterprise & Cultural
Transformation
Why do it
if you don't
Business Process want to
Improvement CHANGE
something
Incremental Collaboration
Enhancements
48. There are always challenges
Vision
Enterprise & Cultural Commitment
Transformation Leadership
Identification
Business Process
Sponsorship
Improvement
Funding
Deployment
Incremental Collaboration Business Case
Enhancements Adoption
49. Key Areas for Social Transformation
Market Beyond the Customer
Social Sentiment and
Understanding & influencing your Market
Strategy & Business Adoption
Customer Engaging your Customer
Exceptional Web Experiences
and the new Multi-Channel Challenge
Beyond the Enterprise
Partner
Extending Collaboration to Partners,
Suppliers and the Channel
Employee Social Collaboration & Transformation
Social Intranets Empower the Workforce
to Improve Customer Service & Business Outcomes
Increasing Transformational Complexity
50. Key Areas for Social Transformation
“We've discovered something, we
need to pull together a team to react
Market Beyond the Customer from across the organisation”
Social Sentiment and
Understanding & influencing your Market “We need to harness the
whole organisation to
address customer issues”
A Cultural Continuum
Customer Engaging your Customer
Exceptional Web Experiences
and the new Multi-Channel Challenge
“We need to integrate our
partners in every part of
Beyond the Enterprise the organisation”
Partner
Extending Collaboration to Partners,
Suppliers and the Channel “We need the whole
organisation to be engaged,
transparent & nimble”
Employee Internal Social Collaboration & Transformation
transformation Social Intranets Empower the Workforce
underpins
external
to Improve Customer Service & Business Outcomes
engagement
Increasing Transformational Complexity
51. Being a Social Business isn't about just one initiative
Market Social Media
Social Sentiment
Marketing
Analysis
Programs Customer
Facing
Task Specific
Social Networking Accounts Social Media Web
Based Site
Customer Help Desk
Customer 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
53. The Internal Social Collaboration Platform
... underpins employee adoption of social (inside & outside)
... creates an agile organisation to react to external events
67. 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?
67
71. Finding Content in the
Context of the People who can Help You to Use It
71
72. Social File Sharing: Adding 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
72
80. Advanced Social Analytics: Who is Discussing What with Who
Across email, instant messaging, social media, etc...
Social Network Analysis of all social
collaboration at IBM for keyword
“microfinance” (July 2008)
Social Network Analysis of all social
collaboration at IBM for keyword
“microfinance” (January 2009)
80
88. DRAFT – need to update with
Nordics PoV from CMO Study –
In evolving a DIGITAL STRATEGY, enhancing slides & move
with additional
nearer front
Customer Loyalty/Advocacy is the top priority
Insurance
Priorities for managing the shift toward digital technologies
Enhance customer loyalty/advocacy 68% 67% Cross
Industry
Use integrated software suites to manage customers 64% 56% Results
Analyze online/offline transaction analysis 61% 45%
Design experiences for tablet/mobile apps 60% 57%
Use social media as a key engagement channel 56% 56%
Measure ROI of digital technologies 47% 47%
Monitor the brand via social media 46% 51%
Develop social interaction governance/policies 34% 37%
Monetize social media 24% 29%
Gain comprehensive visibility of supply chain 18% 24%
IBM Institute for Business Value Source: Q12 What are your priorities for managing the shift toward emerging digital technologies? (Select top five.) n=158
88
92. It's All About Delivering Social Business Value
The Tools Must Address Social Business Use Cases
I NEED TO WORK SMARTER I NEED MORE INSIGHT I NEED AN ADVANTAGE
Profiles allows you to find Discover trends and research Speed time to market by
the existing expertise you via Bookmarks applying the best resource and
need execution via Activities
Blogs help subject matter
Best practices can be shared experts share industry insight Access the power of your
using Activities templates professional network from
Quickly create new content
New hires contribute quickly applications you already use
with Wikis
as they learn from Virtual focus groups via
Inform & enable employees
Communities customer Communities
via Videos in a Media Gallery
Personal file sharing avoids Drive innovation with Ideation
Get breaking news from the
bad decisions based on old homepage
information
SMART WORK AGILITY INNOVATION
INTEGRATION: between tools – with collaboration – into the desktop – with your infrastructure
DELIVERING AN EXCEPTIONAL WORK EXPERIENCE
that is more than the sum of the tools
92
95. IBM's Social Business Software Platform
Supports the Use Cases you need to get Adoption
IBM Connections WebSphere Portal
Web Experience
Social Intranet
IBM Sametime Integration & Standards Support
OpenSocial, ActivityStreams, CMIS, OAuth, Aria
Windows Server, Linux, AIX, IBM i, System z
Microsoft Windows, Linux, Apple Mac
Apple iPhone, iPad, Android, BlackBerry, Windows Mobile
Microsoft Office, Microsoft SharePoint, OpenOffice
Lotus Notes, Microsoft Exchange, Active Directory
IBM FileNet, WebSphere, Tivoli, Rational
Oracle, SQL Server, SAP
Salesforce.com, SugarCRM, Actiance Vantage
etc., etc., etc., etc., etc., etc., etc., etc., etc., etc...
97. 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
97
98. 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
99. 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
100. Adoption of Social Software Delivers Business Value
http://onforb.es/LaLDj5
De Ruwe’s has
been able to get
66% of Bayer
Material Science
employees using
the whole
platform on a
regular basis.
101. Resulting Business Benefits for Bayer MaterialScience
Ironically, people are talking again
They find experts faster and more efficiently
Employees share a lot more information
– “It’s Culture Changing”
One place where knowledge and people can connect
The Power of the crowd
Executives are more accessible
http://onforb.es/LaLDj5
102. Example: ROI in Action
http://www.dachisgroup.com/2011/09/serendipity-happens-to-deliver-million/
102
103. 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
105. 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
105
116. Top 7 Reasons why Social Projects Fail
1. No clarity about what business problem it is trying to solve
– So why should anyone invest time in it?
2. Everyone in the pilot works in the same location/same team
– So they already have well defined networks & communication channels
3. Not enough employees included in pilot
– So it can't be just the way users work but requires users to do everything twice to
collaborate with everyone
4. No clear commitment to turn the pilot into production if successful
– So users will not invest time in generating content there
5. Difficult to access the tools & no user training or support forums
– So users stick with doing things the easy (and safe) way
6. No integration into users existing workspace/applications
(e.g. Single Sign On, Desktop Applications, Directory Sources)
– So it is seen as hard to use or taking too much time - and user's don't bother
7. No clear success criteria
– So how can it succeed?
117. Success in Focussed, Tactical Projects builds confidence for Strategic Transformation
External
T IM E
Internal
Tactical Strategic
Aspirins Vitamins
122. IBM Connections in IBM
Profiles
IBM’s internal Profiles hold over 635,000 entries* & serves over 4 million searches
per month. It’s the hub of user requests & all applications authentication for IBM.
Communities
IBM hosts over 85,177 online communities, each with shared resources and
discussions. More than 38,422 are private [restricted] communities.
Blogs
IBM’s blogging platforms host 42,929 blogs, 303,296 entries with 106,736 users
and 84,439 tags.
Bookmarks
IBM’s internal social bookmarking system has 1,370,336 total bookmarks with
3,908,271 tags and with 76% of them publicly shared.
Activities
IBM’s internal Activities service contains 25,9013 unique activities with 4,169,728
entries and with 556,429 registered, 'distinct', members.
Files
IBM’s internal social file sharing & storage service contains 581,081 files, shared
1,501,706 times with 338,903 files added to folders [collections].
Wikis
IBM’s internal Connections Wiki platform hosts 672,968 pages viewed 42,993,500
times. * employees & contractors
Data updated: March 1st, 2012
123. Create Social Business
Usage Guidelines
(Internal and/or External)
EXAMPLE
IBM’s Social Media Strategy
“Use social media as a means to
expose IBM's experts
- and expertise –
to the world,
to learn, engage, influence
and lead.”
Adam Christensen, IBM
Marketing can use Social Media as a
Marketing Tool, but its killer application
is when you use Social Media to allow
your customers to engage with your
employees
http://www.ibm.com/blogs/zz/en/guidelines.html
125. Example & Best Practice: IBM BlueIQ Project Office (5 year project)
●
Make it easy for individuals, teams, and communities to
get started with Social Collaboration
Every employee is a part of BlueIQ
– Identify high value use cases by role, task, business objective
– Facilitate sharing of best practices
– Provide one place to find everything you need: tools, technologies,
templates, methods, enablement materials, help
●
Increase productivity
– Enable client facing teams (and others) to find experts, information
and answers quickly
– Faster problem resolution
●
Improve effectiveness
– Facilitate connections across teams & between teams with common
interests
– Help individuals & teams use social software to more effectively
engage with clients
●
Demonstrate social software success
– Increase social software skills & successful adoption across client Drive change top down,
facing teams & grow the community of evangelists
– Quantify IBM’s social collaboration ROI
bottom up, sideways …
– Capture success stories encourage experimentation
126. Comprehensive Enablement Program
Lunch & Learn BlueIQ Resource BlueIQ Programs
Wiki Ambassadors
Regular webcasts BlueIQ Resource Wiki Community to help drive Face-to-Face Jumpstarts
adoption
Delivered by the experts at Learning modules, Reverse Mentoring by
using the tools to do their Webinars, Podcasts, Get them to enable or BlueIQ Ambassadors
jobs Presentations mentor your team
Train the trainer
Solutions Guide to get you Consider becoming an
Ambassador enablement
started ambassador (by joining the
Community) Manager training
Success stories to inspire
and convince Use the enablement
materials
Share success stories (User
Scenarios)
126
128. BlueIQ Ambassador Program
BlueIQ clinics – “The Doctor Is In”
– are designed to help individuals
with whatever they need to use IBM
social software. BlueIQ clinics can
be run to help individuals in-person
and/or on the phone.
BlueIQ lunch & learn sessions are
designed to teach individuals, teams
and communities how to use IBM
social software tools. BlueIQ lunch
and learn sessions can be run in-
person and/or as an e-meeting.
BlueIQ jumpstart engagements
are pro-active "consulting"
engagements with IBM software
sales and technical sales teams to
help them do what they do better
using IBM social software. The
engagement team identifies use
cases, recommends tools and
enablement materials, and captures
success stories for use by other
teams.
130. Blogging Your Way Out of a Job... And Into a Career!
Based on a presentation by Sacha Chua (IBM Gen-Y icon)
The difference between a job and a career is…
… the difference between an acquaintance and a friend
… the difference between an interest and a passion
… the difference between like and need
… the difference between an indulgence and an addiction
To transfer a job into a career you need to
Develop your passion
Improve your skills
Grow your network
Social Software helps with all three
Communicate, Collaborate, Share
Learn, Comment, Answer, Interact, Engage
Build a Reputation, build Trust, build a Network
If it was easy, everyone would be doing it
(and we’d all be distinguished engineers)
130
133. BlueIQ Lessons Learnt
Drive adoption bottom up
With enablement from a core team
Empower your advocates to spread the story
… with use case centric materials
… with success stories
Remove Barriers to adoption top down
Technology barriers
Management barriers
Process barriers
133
134. 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)
● http://ibm.co/NxpP52
IBM's Social Computing Guidelines
● http://www.ibm.com/blogs/zz/en/guidelines.html
134