social business: engaging customers and putting your content into a social context

Social BusinessEngaging Customers andPutting your Content into a Social Context

© IBM Corporation 2011

Stuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutions

ibm.co/smcrae

[email protected]/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcrae www.smcrae.com

http://ibm.co/smcrae

mailto:[email protected]

http://www.twitter.com/smcrae

http://www.linkedin.com/in/stuartmcrae


http://www.facebook.com/sjmcrae


http://www.smcrae.comibm.co/smcrae

© 2012 IBM Corporation

Agenda

Evolving Channels and the New ConsumerWhat is a Social Business?Social Business Use CasesMoving from Content to ContextFinding the Business Value of Being SocialExamples of Social Business in ActionHow IBM Became SocialGuidelines for Successful Adoption

Wordle the final presentation and add to this page

How I Work Collaborating from anywhere at any time with a number of devices.

How I Engage Tapping into a wide variety of insight and expertise.

How I Buy Interacting with peers and engaging with companies I do business with.

Technology is dramatically changing the way we live and work

self-forming teams, seamlessly connecting to address opportunities

Employeesleading the conversations that define brands

Customersbecoming on-demand extensions of the enterprise

Partners

And changing the way organisations operate

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

So what makes a Social Business tick?

employeesSelf-forming teams seamless connecting to address opportunities

customersLeading the conversations that define brands

partnersBecoming on-demand extensions of the enterprise

collective intelligence

product design and introduction

talent and skill development

global sales contests

advocate-based marketing

real time market segmentation

customer care

communication and transformation

To become social, a business must...

Engaged

Transparent

NimbleA Social Business is:

What characterises a Social Business?

A Social Business is one that embracesnetworks of people

to create business value

Being a Social Business means changing the way you engage… its not just about using Social Media channels

Engaged

Transparent

Nimble

Social BusinessSocial Media

BroadcastPrimarily Marketing and Communications driven

ConversationOrganisational Transformation

& Business Process Improvement

© 2012 IBM Corporation10

What makes a Social Business?

Being a Social Business is about building trusted relationshipsthat help you serve your customer better

95% of standout organizations will focus more on “getting closer to the customer” over the next 5 years.

– IBM CEO Study 2010

Standout organizations

are 57% more likely to allow their people to use social and collaborative tools.

– IBM CHRO Study 2010

Why Social Business matters...

Engaged

Transparent

Nimble

● A Social Business embraces networks of people to create business value● Connecting people (customers, partners, employees) into networks to drive

innovation, crowd-source business solutions and better engage expertise● Leveraging the networks created to speed up business, gain real-time insight

and make quicker & better decisions, producing better business outcomes


Social Business is driven by Four Disruptive Megatrends

Social

Mobile

Cloud

SocialAnalytics

EmployeesCustomers

Partners


Social Business is driven by Four Disruptive Megatrends

Social

Mobile

Cloud

EmployeesCustomers

Partners

SocialAnalytics acts on

ContextLocation, Relationships, Status, Updates, Presence, Recommendations, Comments, ...


“Social” is all about Relationships between People

Relationships create TRUST


Social Businesses actively focus on maximising the value of their people

… by helping them build Trusted Relationships!


What people do when they socialise ?

Share

Talk

Create Value


Mobility + Social moves relationships...

from

Proximityto

Affinity


If Knowledge is Power then Content is King, right?


The biggest challenge is providing access to more contentGutenberg's printing press helped a lot


Throughout history, more & more content has been produced


But we know how to organise content, right?


So we could always find the content we needed


Then along came computers

1960s 1970s 1980s 1990s 2000s 2010s

Main-frame

PC

Web

eBusiness

Web2.0

Computer


Now, everyone has a printing press


And it is not hard to find content any more


Now, it is hard to find the right content


A lot of today's productivity issues are symptoms of an overwhelmed content-centric model


So what if content isn’t the center of our knowledge universe?


People are the primary source of KnowledgeThey create, update, interpret, reuse all your content

Because anyone can do a search …… and (hopefully) find something

But how credible is it?Who created it? What experience & skills do they have?

What have others said about it?How have they used it? Did they tag it? Have they improved it?


Updates, following & tagging let you use people to curate all that contentFind, filter and share the most valuable content - with its context - for others


Context makes a big difference

information from others

is richerthan what we

can discover ourselves


But to make it work, you need a culture of Knowledge Sharing

Sharing is more important

than possessing


The opposite of NETworking

is

NOT-working

Because today ...

Becoming a Social Business is a JourneyWhere are you starting from?

Your culture,your strengths,

your weaknesses,your issues,your needs

Becoming a Social Business is a JourneyWhere are you going to?

What do youwant to achieve?

Together.

So First, You Need To Decide...

What problemare youtrying 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.

Because unless you know what you want to achieve...… you can't figure out what Success is

Where to start? No shortage of reasons to act, but which are important to you?

BusinessTransformation

IntranetRenewal

SocialBusiness

CulturalChange

Social

Intranet

Email Overload

Soc

ial

Col

l ab.

BusinessProcessImprovement

Social

Awareness

Consumerisation

Bring yo

ur

Own Devic

e

ExceptionalCustomer

Experiences

Social

Media

SocialSentimentBrand

Monitoring& Management

Knowledge Management

Socia l

CR

Mb2

m

b2cb2b

b2e

“Reduce Cost of Doing Business”

“Increase Sales”

“Improve Customer Loyalty”

“Reduce Employee

Churn”

“Faster time to Market”

“ReduceRisk”

“Improve Product Quality”

“Address New Markets”

“Organisational Agility”

“Increasingly Mobile Workforce”

Addressing strategic business initiatives is key

• PR management& share price protection

• Pro-active issue resolution(& reduced associated costs)

• Analyst/Competitor watch & react

Protect ReputationLow

er Costs

Incr

ease

sal

es

• ‘Other’ contact avoidanceand/or optimisation

• Improve internal productivity• Reduce costs of service/product

development, testing & marketing

• Sales from direct advertising• New business from referrals• Increase sales/product

hold/customer retentionvia brand enhancement

But turn them into measurable business goals so you can track success

Whilst the threats are primarily related to reputational risk –the opportunities reach far beyond Marketing/PR…

✔ Reduce cost of fraudulent activity✔ Increased customer trust /safety✔ Forecast/ track trends:- mitigated risks

and costs of fixing issues

✔ Improve know-how transferand lower training costs

✔ Increase employee loyalty and retention✔ Improve recruitment reach

and lower recruitment costs

✔ Increase sales✔ Extend customer base✔ Improve product hold✔ Reduce cost of sales

✔ Increase productivity✔ Reduce costs vs. increased reach

and impact✔ Improve tracking✔ Enhance brand reputation

✔ Reduce number of traditional contacts✔ Improve average handling time of

contacts & increase agent productivity✔ Increase customer satisfaction✔ Reduce customer churn

✔ Increase success rates(reduced product recalls)

✔ Lower development costs✔ Reduce time to market ✔ Better meet customer requirements

Customer Service

Risk / Compliance

Marketing / PR

Recruitment / HR

1

3

4

6

SalesProduct Development2 5

Wherever you start...

Enterprise & CulturalTransformation

Business ProcessImprovement

Incremental CollaborationEnhancements

Why do itif you don't

want toCHANGEsomething

There are always challenges

Enterprise & CulturalTransformation

Business ProcessImprovement

Incremental CollaborationEnhancements

VisionCommitmentLeadership

DeploymentBusiness Case

Adoption

IdentificationSponsorship

Funding

Key Areas for Social Transformation

Increasing Transformational Complexity

Beyond the CustomerSocial Sentiment andUnderstanding & influencing your Market

Social Collaboration & TransformationSocial Intranets Empower the Workforceto Improve Customer Service & Business Outcomes

Engaging your CustomerExceptional Web Experiencesand the new Multi-Channel Challenge

Beyond the EnterpriseExtending Collaboration to Partners,Suppliers and the Channel

Employee

Market

Customer

Partner

Str

ateg

y &

Bu

sine

ss A

dopt

ion

Key Areas for Social Transformation

Increasing Transformational Complexity

Beyond the CustomerSocial Sentiment andUnderstanding & influencing your Market

Social Collaboration & TransformationSocial Intranets Empower the Workforceto Improve Customer Service & Business Outcomes

Engaging your CustomerExceptional Web Experiencesand the new Multi-Channel Challenge

Beyond the EnterpriseExtending Collaboration to Partners,Suppliers and the Channel A

Cul

tura

l Con

tinuu

m

“We need the whole organisation to be engaged,

transparent & nimble”

“We've discovered something, we need to pull together a team to react

from across the organisation”

“We need to harness the whole organisation to

address customer issues”

“We need to integrate our partners in every part of

the organisation”

Employee

Market

Customer

Partner

Internal transformation

underpins external

engagement

Being a Social Business isn't about just one initiative

Market

Formal

Customer

Partner

Employee

Informal (Business Processes)(Ad Hoc)

EmployeePersonal

SocialNetworkingAccounts

Social Media Marketing Programs

Customer Forums

Social Sentiment Analysis

Task SpecificSocial Networking Accounts

CustomerFacingWebSite

SocialEnabled

BPMSocialCRM

Social MediaBased

Help Desk

ChannelPartnerPortal

Partner Collaboration

Employee Social Collaboration


Access to experts, colleagues and help while working in a business application

Easy access to the right expertise and colleagues involved in the business process.

Assistance through help forums and supporting documents.

Stay current with latest information via relevant updates from your network.

Initiate related collaborative tasks as required.

Drive activities to achieve the desired conclusion

To drive adoption and business value,social enable business applications and tools

Mobilise your teamCrowdsource the answers

The Internal Social Collaboration Platform... underpins employee adoption of social (inside & outside)... creates an agile organisation to react to external events


How are you going to change your behaviour?


If it did the same thing, you wouldn't need another tool

56 © IBM Corporation 2012

...Email is an

information conveyor belt


Information Overload We need to change behaviour

“You will need to know this sometime, so I will

send it to you now”

Email Model

“... and me”

“... and me”

“... and me”

“... and us too”“... and us too”“... and us too”“... and us too”


The New Paradigm: Social Knowledge Sharing“You will need to know this sometime, so I will

send it to you now”

“I know I can discover what I need, when I

need it”

Email Model

Social Media Model

“We share what we know”



“We share what we know!”

“... and me”

“... and me”

“... and me”

“... and us too”“... and us too”“... and us too”“... and us too”

“It’s not information overload. It’s filter failure.” - Clay Shirky


Effective Adoption Is KeyYou don't want to end up here

… so it isessential usersare educated aboutWHY they should useSocial Collaborationas well as HOW touse it effectively


It's All About New Use Casesfor Smarter Ways to Collaborate around Content

Web 2.0 provides a “Smarter” way to work

Competitive Differentiation compared to the Document centric model

IBM provides better ways to manage Activities via Social Collaboration

Chris Rasmussen at US National Geospatial Intelligence Agency.


All Organisations Have Silos


Social Collaboration Empowers Employees to Work Across Them


Ideas

Experts

Teams

Connected

Spread Knowledge

Work Smarter

Share

There are many tools (capabilities) you can applyIt is critical you educate your users on when & how to use them


Identify Platform Requirementsbased on Business & User Needs

Use case

Use case

Use case

Use case

Use case

“Not the other way round!”

CapabilityCapability

Capability

Capability

Capability

Capability

Capability

Capability

Capability

Platform

Business Need

Business Need

Business Need

Business Need

BehavIour

Technology

Needs

Adoption


Increase Customer Satisfaction

Example: Business Needs – Use Cases – Platform

Higher Brand Awareness

More Product Innovation

Improve Employee Morale/Retention

Expert Communities

Expertise Location

Knowledge Sharing

Crowd Sourcing

Jams

ProfilesCommunities

Tagging

Activities

Wikis

Media

Blogs

Ideation

File Sharing

Social Collaboration Platform

Adoption

BehavIour

Technology

Needs


People Tags identify subject matter experts

and help people with Questions

find people with the Answers

Finding the People with the Expertise to Help

Business Cards

link from Content to the Experts on it

67

Which people have similar interests

Who works closelywith them?

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?


Reaching People & Building your NetworkContact Numbers,

Presence & IM,Communities,

Colleagues,Content,

E-mail

Tag,Connect

or Followcolleagues

Engage in (Public) Conversations not Private ones

Lead,Learn,Teach,

Spread,Engage,

Improve,Motivate,

Influence,Advocate,

Recognise,Understand,

Create Value

70

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

Places

Bookmarks

71

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

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 withina Community


Finding the Distilled Knowledge of the Experts

Communitieslet 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,

Discussionsand Activities

into one CONTEXTwhere users can easily find it


Search across all available content(including internal & external content that others found useful and tagged)

Content Tags(Social Bookmarks)

share ideas & contentacross organisational boundaries

and connect you with peoplewith similar interests

or problems

75

InnovationNot just brainstorming ideas … but putting them into action

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

76

Making things happen with Activities

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

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


Social Analytics: Drawing your 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!

80

Advanced Social Analytics: Who is Discussing What with WhoAcross 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)


● Browser● Client Platforms● Document Editors● Email Clients● Browser Plugins● ...

Accessible where Users Work to Drive Adoption● Portal Pages● RSS Aggregators● Web Applications● Business Apps● Mobile Devices● ...


Significantly Increased Use from Mobile Device accessAnytime, Anywhere, on Any Device

Either via a Mobile Browser or a Mobile App.from any Smartphone or Tablet platform


Making SharePoint Social (and Exchange too)

RecommendationsProfiles Communities Blogs

Social File Sharing

Activities WikisBookmarks Forums

Ideation

MediaGallery

Micro-blogging

MobileAccess

Social Analytics

Tag This!

… and IBM FileNet orother ECM systems

… or just get rid of File Shares!


Example: Surfacing SharePoint Libraries in Communities

It's not “Either … Or”.Users move seamlessly backwards and forwards

depending which tool works best for the

Use Case

Works with ECM too● IBM FileNet● IBM Content Manager● IBM Lotus Quickr


Deliver Social Content to your Web Experience


Customise the Web Experience to the Customer


Use Internal Social Collaboration to Manage External Social Media

… populate your web site withModerated Content

from INTERNAL COMMUNITIES

...whileCustomer Contentis discussed safely

behind the firewall

88

IBM Institute for Business Value Source: Q12 What are your priorities for managing the shift toward emerging digital technologies? (Select top five.) n=158

Gain comprehensive visibility of supply chain 24%18%

Monetize social media 29%24%

Develop social interaction governance/policies 37%34%

Analyze online/offline transaction analysis 45%61%

Measure ROI of digital technologies 47%47%

Monitor the brand via social media 51%46%

Use integrated software suites to manage customers 56%64%

Use social media as a key engagement channel 56%56%

Design experiences for tablet/mobile apps 57%60%

Enhance customer loyalty/advocacy 67%68%

In evolving a DIGITAL STRATEGY, enhancing Customer Loyalty/Advocacy is the top priority

InsurancePriorities for managing the shift toward digital technologies

CrossIndustryResults

DRAFT – need to update with Nordics PoV from CMO Study – with additional slides & move

nearer front


Example: Social CRM

Focus on DataFocus on People

Sale Force Automation Social Selling


Making CRM Social


Understanding your Market

Social Media

BusinessApplications BI Reports

Operational Data

Dynamically & quickly commingle, remix & integrate customer data & information

Sentiment Analysis

Social Collaboration

Social Media Command Center

92

It's All About Delivering Social Business ValueThe Tools Must Address Social Business Use Cases

Profiles allows you to find the existing expertise you need

Best practices can be shared using Activities templates

New hires contribute quickly as they learn from Communities

Personal file sharing avoids bad decisions based on old information

SMART WORK AGILITY INNOVATION

Discover trends and research via Bookmarks

Blogs help subject matter experts share industry insight

Quickly create new content with Wikis

Inform & enable employees via Videos in a Media Gallery

Get breaking news from the homepage

Speed time to market by applying the best resource and execution via Activities

Access the power of your professional network from applications you already use

Virtual focus groups via customer Communities

Drive innovation with Ideation

I NEED TO WORK SMARTER I NEED MORE INSIGHT I NEED AN ADVANTAGE

INTEGRATION: between tools – with collaboration – into the desktop – with your infrastructure

DELIVERING AN EXCEPTIONAL WORK EXPERIENCEthat is more than the sum of the tools


PublicInternet

Social Collaboration is more than Social AppsAn integration layer on top of existing Collaboration, Content Repositories, etc.

ECM E-Mail

BusinessApps

ERP,BPM,WebApps,

Workflow,etc.

TeamSpaces WCM

ProfilesWikisBlogsMedia

ActivitiesSearchIdeation

Community

UnifiedComms

Presence,IM,

Audio,Video,

Meetings,Telephony

Social Collaboration Layer (Social Intranet)

DesktopBrowserMobile


Access Points

Social business capabilities

Delivery models

and more ...

Services: presence, status,a/v chat, follow, connect, mail, meetings, communities, collaborative editing, etc.

Services: tagging, liking, linking, sharing, following, commenting, web editing, collaborative authoring, etc.

Services: recommendations, real-time sentiment analysis, web analytics, smart filtering, contextual search, etc.

IBM Social Business Platform

Services: compliance, intranet integration, web experience integration, business process integration

Market Customer Partner Employee

Web – Mobile – Desktop

IBM's Social Business Software PlatformSupports the Use Cases you need to get Adoption

IBM Connections WebSphere Portal

IBM Sametime Integration & Standards SupportOpenSocial, ActivityStreams, CMIS, OAuth, AriaWindows Server, Linux, AIX, IBM i, System zMicrosoft Windows, Linux, Apple MacApple iPhone, iPad, Android, BlackBerry, Windows MobileMicrosoft Office, Microsoft SharePoint, OpenOfficeLotus Notes, Microsoft Exchange, Active DirectoryIBM FileNet, WebSphere, Tivoli, RationalOracle, SQL Server, SAPSalesforce.com, SugarCRM, Actiance Vantageetc., etc., etc., etc., etc., etc., etc., etc., etc., etc...

Web ExperienceSocial Intranet

Customise following customer examples to industries present

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

97

… new ways of thinking drive exceptional results

Found China wine communities

Joined conversations

Found tippersSent wine sample

Engaged in contests

Gained trustEntered China market

Marketing Process

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

SOCIAL ENABLED PROCESS: Chilean Government

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

ProfessionalSocial 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: Children's Hospital, BostonVideo access to a Community of Specialists for childcare in the Developing World

Dr J. Burns, Children's Hospital Boston

Masters site Run by IBM Videos HD / Avatars / Content

Distributed SolutionRuns from USB DriveCloud Based Updates

Social NetworkLearning powerful “Teaming Skills”, different locations, generating “hypothesis” http://www.youtube.com/watch?v=GW_5WSxzBFo

http://www.youtube.com/watch?v=GW_5WSxzBFo

Adoption of Social Software Delivers Business Valuehttp://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.

http://onforb.es/LaLDj5

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


102

Example: ROI in Action

http://www.dachisgroup.com/2011/09/serendipity-happens-to-deliver-million/

http://www.dachisgroup.com/2011/09/serendipity-happens-to-deliver-million/

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

Major contributors account for about

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

produc tive

… and to get everyone els eto us e what they are s haring

(On average…your company may vary)

104

Social Collaboration Adoption

Why do I care?

Why doesmy company care?

105

I want to...

… make my work easier … get home

on time

… help others

… do my job better

… be recognised for what I achieve

… be appreciated

… get promoted

… sell more

… find a new role


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 howSocial Tools make it Easier to do their job Well


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


1. Users must TRUST the solution to INVEST in using it

Tell Users about the

STRATEGIC INTENTand the expected

BUSINESS IMPACT

Launch with clear Usage Guidelines, broad Access and Populated content

Five Steps to Successful Adoption


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

Align user messages with the key

BUSINESS CHALLENGESand the expected ROI

Articulate how the solution

HELPS USERSin 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 ADOPTIONby prepolutating content,nurturing communities& recruiting new users

Provide a SUPPORT NETWORK& CONTENT to help train others

Use them to identify INHIBITORS& create SUCCESS STORIES



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

Document SUCCESSESand market themwidely and via many channels

Find the BARRIERS to adoption

(Technical, Cultural, Management)and REMOVE THEMvia Executive Sponsors



Social Collaborationmust become the

WAY USERS WORKnotsomething else they need to doAS WELL AS WORK

Oh, and ONE MORE THING

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?

Success in Focussed, Tactical Projects builds confidence for Strategic Transformation

StrategicTacticalVitaminsAspirins

T I M E

Internal

External


g

Jams & Ideation

Community Design

Social Media Analytics

Internal Collaboration Tools

Optimise

Business Feedback Processes

Enterprise Social Media Strategy

Multi Channel Strategy

Employee Social Media Guidelines

Governance

Business & Technical Requirements

Internal Community Jumpstarts

Co-mentoring

AmbassadorProgram

SolutioningSocial Media

Strategy

Implementation

RoadmapRoadmap

Strategy and Governance

Business CaseBusiness Case

Analyse the Outputs

Optimise the Process

Transform the Organisation

Solution EvaluationSolution Evaluation

Pilot/POC

Solution Confirmation

Business Readiness

Build

Deploy

Learn and Transform

IBM Model for Strategy & TransformationBecoming a Social Business is an iterative, transformational journey


A Business Value Assessment can help identify prioritiesIdentify & address line of business issues

Can you show how the solution fits

into my environment?

What is my Social Business

strategy?

(IT & business perspectives)

Social Business Thought Leadership

What could or should we do with a social

business solution?

What does the social business experience look

like for us?

How can we financially justify

our social business solution?

Business Value Assessment

ValueAlignment

Day inthe LifeDemo

BusinessCase/ROI

AGENDA Strategy

Workshop

Solution Workshop

Value Alignment Spreadsheet

Customer Experience Modeller

AlineanROIAnalyst

Tooling:

1. Identify needs via Interviews with Line of Business Executives & Thought Leaders2. Create list of Potential Project for to identify best Value Propositions3. Create a demo of “life afterwards” to validate with Line of Business stakeholders4. Build Business Case for acquisition and business adoption activities5. Obtain sign off and move on to architecting solution & adoption process

1

2

3 4

5


Adoption is key to achieving value

● Focused on helping your organization to quickly adopt IBM Connections● Define an adoption plan to help get users involved in Social Collaboration● Integrate Social Software into other systems to help users collaborate where they work

Example: IBM Connections Business Adoption Quick StartAccelerate the impact of social collaboration on your organisation

1. Foundation 2. Design 3. Build 4. Deploy

● Business adoption kick-off● Perform Change

Readiness Assessment ● Assess and secure

executive sponsorship● Identify candidate adopter

groups● Schedule interviews and

workshops

● Interview potential user group representatives

● Conduct a business prioritisation workshop with user group candidates

● Identify specific 'use-cases'

● Finalise selection of lead user adopter groups

● Identify Community Mgrs for early adopter groups

● Deployment planning workshop with selected lead adopter groups

● Support creation of:● stakeholder plan● policies/guidelines● communications● advocate and user

education● Plan Community Mgr

Training

● Support testing of production environment

● Finalise content for advocate training workshop

● Facilitate Community Jumpstarts

● Launch Community Mgr Training

Quickstart Activity

2 Weeks 2 Weeks

5. Launch4 Weeks1 Weeks

● Facilitate advocate training workshop

● Support launch of solution to advocates and end users

● Provide business support during content population by the advocates (approx two weeks duration)

● Provide weekly mentoring/ training to Community Mgrs

Project Management

Option to include Deployment Services


IBM is transforming itself into a Social Business

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

• 1997: Recommends that its employees get out onto the Internet – at a time when many companies were seeking to restrict their employees’ Internet access

• 2005: Makes a strategic decision to encourage IBMers to participate in the blogosphere • 2007: Launches Connections, its own enterprise social networking platform• 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

collaborate with corporate residents, university students and faculty

IBM Internal Social Business StoryOrganize Key Content

Find Information

Find Experts

Broadcast Information

Share Knowledge

Ask and Answer Questions

• 75% IBMers use w3 (IBM intranet) every day• 1m daily page views of internal wikis• 17,000 individual blogs• 198,000 IBMers on Facebook• 25,000 tweeters• 300,000 LinkedIn (most in world)• 15m downloads of employee-made podcasts• 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 Employee Social Media Usage

CommunitiesIBM hosts over 85,177 online communities, each with shared resources and discussions. More than 38,422 are private [restricted] communities.

BlogsIBM’s blogging platforms host 42,929 blogs, 303,296 entries with 106,736 users and 84,439 tags.

BookmarksIBM’s internal social bookmarking system has 1,370,336 total bookmarks with 3,908,271 tags and with 76% of them publicly shared.

ActivitiesIBM’s internal Activities service contains 25,9013 unique activities with 4,169,728 entries and with 556,429 registered, 'distinct', members.

ProfilesIBM’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.

Data updated: March 1st, 2012

IBM Connections in IBM

FilesIBM’s internal social file sharing & storage service contains 581,081 files, shared 1,501,706 times with 338,903 files added to folders [collections].

WikisIBM’s internal Connections Wiki platform hosts 672,968 pages viewed 42,993,500 times. * employees & contractors

Create Social BusinessUsage Guidelines(Internal and/or External)

http://www.ibm.com/blogs/zz/en/guidelines.html

EXAMPLE

IBM’s Social Media Strategy

“Use social media as a means toexpose IBM's experts

- and expertise –to the world,

to learn, engage, influenceand 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




Best Practice: A Formal Early Adopter Program(rather than running a conventional pilot)

Example: IBM Technology Adoption ProgramA new model for managing technology to drive innovation

User feedback to improve the services before wide-spread adoption

Isn’t that a Pilot?No: Open Invitation vs. Closed Community (Inclusivity vs. Exclusivity)Why? Critical Mass, Contributors and Readers, Break down barriers (not build new ones)The way to work, not another way to work

What have we learnt?Benefits of improved communications outweigh privacy concerns

Access Control [only] where really needed

Everyone finds their own “killer app” – don’t pre-judge and constrain innovation

Open, extensible, architecture encourages innovation around the services

Evangelists not Education, Viral Adoption not Mandated Use, Users decide on Business Needs

But with Monitoring & ComplianceKill failed projects & inappropriate use, encourage successful ones

Example & Best Practice: IBM BlueIQ Project Office (5 year project)

● Make it easy for individuals, teams, and communities to get started with Social Collaboration

– 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

facing teams & grow the community of evangelists– Quantify IBM’s social collaboration ROI– Capture success stories

Every employee is a part of BlueIQ

Drive change top down, bottom up, sideways …

encourage experimentation

126

Comprehensive Enablement Program

Lunch & Learn BlueIQ Resource Wiki

BlueIQ Ambassadors

Programs

Regular webcasts

Delivered by the experts at using the tools to do their jobs

BlueIQ Resource Wiki

Learning modules, Webinars, Podcasts, Presentations

Solutions Guide to get you started

Success stories to inspire and convince

Community to help drive adoption

Get them to enable or mentor your team

Consider becoming an ambassador (by joining the Community)

Use the enablement materials

Share success stories (User Scenarios)

Face-to-Face Jumpstarts

Reverse Mentoring byBlueIQ Ambassadors

Train the trainer

Ambassador enablement

Manager training

BlueIQ Resource Center

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.


Success Story -- Example

Sales prospecting and customer-facing interactions

Adapted Lotus Connection Activities and Notes 8.0 as a new way to track to-dos, contacts, and communications for sales prospecting and client touches

Hours spent with client prospects increased by 50%

Number of client touches increased by 500-600%

Helping other Tele-sales members learn and improve this process

Helping other Tele-sales reduce phone-tag and voicemail in favor of email and online touches

Jeannette Browning, Tele-sales / Inside Brand Sales Specialist

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)


Best Practice: Enabling Employee Adoption

Strong EXECUTIVE statements to middle management & employees emphasising that this

way of working is not just ALLOWED (some doubted it) but is APPROPRIATE and REQUIRED by providing a close linkage between their stated

BUSINESS OBJECTIVES and how social adoption will help the organisation to MEET THEM

132

Social Business inside IBM

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 barriersManagement barriersProcess barriers

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My LinksEvolution 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 LinksThe 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

http://www.businesscomputingworld.co.uk/evolution-of-the-social-business/

http://smcrae.posterous.com/social-business-in-2012

http://www.ibm.com/socialbusiness

http://www.ibm.com/software/collaboration/videos

http://www.ibm.com/social

http://www.ibm.com/social

http://ibm.co/adoptsocial

http://ibm.co/NxpP52

http://ibm.co/NxpP52



Thank You.


Stuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutions

ibm.co/smcrae

[email protected]/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcrae www.smcrae.com

http://ibm.co/smcrae

mailto:[email protected]

http://www.twitter.com/smcrae





http://www.smcrae.comibm.co/smcrae

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