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

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IBM presentation as part of the Digital Leaders Masterclass 5.07.2012

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Successfully Adopting Social Mediainto your Business

© IBM Corporation 2011

Stuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutions

ibm.co/smcrae

stuart.mcrae@uk.ibm.comwww.twitter.com/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcrae www.smcrae.com

© 2012 IBM Corporation 2

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 3

UK Citizens are Adopting Social Networking

Social Behavior Types:

Active socialnetworkers 19.27m

Messagers andmailers 44%

Content sharers 40%

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

www.globalwebindex.net

© 2012 IBM Corporation 4

Engaging Better with the Public

© 2012 IBM Corporation 5

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

© 2012 IBM Corporation 6

Engaged

Transparent

Nimble

A Social Business is:

What is a Social Business?

A Social Business is one that embracesnetworks of people to create business value

© 2012 IBM Corporation 7

Social Media vs. Social Business

Engaged

Transparent

Nimble

Social BusinessSocial Media

BroadcastPrimarily Marketing and Public Relations driven

ConversationOrganisational Transformation

& Business Process Optimisation

© 2012 IBM Corporation 8

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

Your culture,your strengths,

your weaknesses,your issues,your needs

© 2012 IBM Corporation 9

Becoming a Social Business is a Journey.Where are you going to?

What do youwant to achieve?

Together.

© 2012 IBM Corporation 10

So First, You Need To Decide...

What problemare youtrying to solve?

© 2012 IBM Corporation 11

A New Strategic Direction?

Transform the way we operate

© 2012 IBM Corporation 12

To Fix a Headache?

Reduce cost of delivering

services

© 2012 IBM Corporation 13

Maybe You Have An Idea?

This way we can increase user satisfaction

© 2012 IBM Corporation 14

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

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

© 2012 IBM Corporation 15

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

© 2012 IBM Corporation 16

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 Satisfaction”

“Improve Customer Loyalty”

“Reduce Employee

Churn”

“Faster time to Market”

“ReduceRisk”

“Improve Service Quality”

“Address New Markets”

“Organisational Agility”

“Increasingly Mobile Workforce”

© 2012 IBM Corporation 17

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 Processes

Engaging your CustomerExceptional Web Experiencesand the new Multi-Channel Challenge

Beyond the EnterpriseExtending Collaboration to Partners,Suppliers and the Channel

Str

ateg

y &

Bu

sine

ss A

dopt

ion

Employee

Market

Customer

Partner

© 2012 IBM Corporation 18

Key Areas for Public Sector Social Transformation

Employee

Public

Increasing Transformational Complexity

Public SentimentSocial Sentiment andEngagement with the Public

Social Collaboration & TransformationSocial Intranets Empower the Workforceto Improve Service Provision

Service DeliveryCitizen Self Serviceand Community Empowerment

Social EnterpriseEngagement with volunteers, communities, NGOs, charities and service provision partners

Inte

rnal

So

cial

Col

labo

ratio

n un

derp

ins

succ

essf

ul E

xte

rnal

Eng

agem

ent

Citizen

Partner

© 2012 IBM Corporation 19

Success in Focussed, Tactical ProjectsBuilds Confidence for Strategic Transformation

External

Strategic

Internal

Tactical

T I M E

(Vitamins)(Aspirins)

© 2012 IBM Corporation 20

Being a Social Business isn't about just one initiative

Market

Formal

Customer

Partner

Employee

Informal (Business Processes)(Ad Hoc)

EmployeePersonal

SocialNetworkingAccounts

Social Media MarketingPrograms

User Forums

Social Sentiment Analysis

Task SpecificSocial Networking Accounts

ExternalWebSite

SocialEnabled

BPMSocialCRM

Social MediaBased

Help Desk

ChannelPartnerPortal

Partner Collaboration

Employee Social Collaboration

© 2012 IBM Corporation 21

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

© 2012 IBM Corporation 22

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

© 2012 IBM Corporation 23

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

© 2012 IBM Corporation 24

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

© 2012 IBM Corporation 25

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

© 2012 IBM Corporation 26

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

© 2012 IBM Corporation 27

Which people have similar interests

Who works closelywith them?

Find the People you Needthrough 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?

© 2012 IBM Corporation 28

Reaching New People & Building your Network

Contact Numbers,Presence & IM,Communities,

Colleagues,Content,

E-mail

Tag,Connect

or Followcolleagues

© 2012 IBM Corporation 29

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

© 2012 IBM Corporation 30

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

Places

Bookmarks

© 2012 IBM Corporation 31

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

© 2012 IBM Corporation 32

Social SharingAdds 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

© 2012 IBM Corporation 33

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

© 2012 IBM Corporation 34

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

Content Tags(Social Bookmarks)

share ideas & contentacross organisational boundaries

and connect you to peoplewith similar interests

or problems

© 2012 IBM Corporation 35

InnovationNot just about brainstorming ideas … but putting them into action

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

© 2012 IBM Corporation 36

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

© 2012 IBM Corporation 37

Social Analytics increase AdoptionDrawing 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!

© 2012 IBM Corporation 38

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

Accessibility where Users Work drives Adoption● Portal Pages● RSS Aggregators● Web Applications● Business Apps● Mobile Devices● ...

© 2012 IBM Corporation 39

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

© 2012 IBM Corporation 40

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

ECM E-Mail

BusinessApps

ERP,BPM,WebApps,

Workflow,etc.

TeamSpaces WCMSearch

UnifiedComms

Presence,IM,

Audio,Video,

Meetings,TelephonyInternet

Social Collaboration Platform

DesktopBrowserMobile

© 2012 IBM Corporation 41

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

Why do I care?

Why does my organisation care?

© 2012 IBM Corporation 42

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

© 2012 IBM Corporation 43

Information OverloadWe 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”

© 2012 IBM Corporation 44

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”

“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

© 2012 IBM Corporation 45

All Organisations Have Silos

© 2012 IBM Corporation 46

Social Empowers Employees to Work Across Them

© 2012 IBM Corporation 47

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)

© 2012 IBM Corporation 48

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

© 2012 IBM Corporation 49

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

Five Steps to Successful Adoption

© 2012 IBM Corporation 50

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...

Five Steps to Successful Adoption

© 2012 IBM Corporation 51

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

Five Steps to Successful Adoption

© 2012 IBM Corporation 52

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

Five Steps to Successful Adoption

© 2012 IBM Corporation 53

Social Collaborationmust become the

WAY USERS WORKnotsomething else they need to doAS WELL AS WORK

Oh, and ONE MORE THING

© 2012 IBM Corporation 54

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

Enterprise & CulturalTransformation

Business ProcessImprovement

Incremental CollaborationEnhancements

VisionCommitmentLeadership

DeploymentBusiness Case

Adoption

IdentificationSponsorship

Funding

© 2012 IBM Corporation 55

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

© 2012 IBM Corporation 56

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

© 2012 IBM Corporation 57

Example: Counter TerrorismVisualise Networks Based on Interactions

…identifying the bad guys and their friends

© 2012 IBM Corporation 58

Example: Children's Hospital, BostonVideo access to a Community of Specialistsfor 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

© 2012 IBM Corporation 59

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

59

… 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

© 2012 IBM Corporation 60

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

© 2012 IBM Corporation 61

Enabling Inclusive Government

61

Citizens

BusinessesSocial

Enterprises

Open DataSocial Networks

Social Media

Cloud Computing

Government Agencies

GovernmentEmployees

Social Collaboration

© 2012 IBM Corporation 62

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.

© IBM Corporation 2011

Stuart McRaeExecutive Collaboration & Social Business EvangelistIBM Collaboration Solutions

ibm.co/smcrae

stuart.mcrae@uk.ibm.comwww.twitter.com/smcraewww.linkedin.com/in/stuartmcrae www.facebook.com/sjmcrae www.smcrae.com

© 2012 IBM Corporation 64

© IBM Corporation 2012. All Rights Reserved.

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

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