ideas @ work from the social biz roadshow
Post on 17-Sep-2014
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DESCRIPTION
This is a 25 minute session on the business value of social software. The recording is from a session given in Eindhoven, Netherlands on 30 March 2011.TRANSCRIPT
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ideas @ workHow being a social business can drive innovation and create real business value
2011 Social Business Road Show
Get Social. Do Business.©2011 IBM Corporation
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Your PEOPLE are core to your BUSINESS
Companies don’t do business with companies… people do business with people
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By nature, your PEOPLE are SOCIALgiven the chance, people will share their ideas
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SOCIAL NETWORKS are on the rise in the consumer space
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You should leverage this SOCIAL CAPITAL
in your business
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Why should you use social software? And why now?
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Vitamins or Aspirins? Address the headache
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Where does it hurt? Describe the pain
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Who’s Who in the Zoo
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Profile Page Know and be known
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Knowledge Sharing Gap
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Tags
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Communities
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Blogs, Wikis, Forums…
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Email Hoarding of Business Information
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Files in context of team or community
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Activities
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Organizational boundaries
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Social Bookmarks Finding
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Social Bookmarks Sharing
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Don’t know yet
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Status updates Microblog to stay in touch and up to date
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Recommendations anyone? people, community and content
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Recommendations anyone? people, community and content
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Maze to information
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Available Information
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Accurate Information
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Credible Information Does it have any value to me?
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So you do a search and find something
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Who created it?What experience or skills do they have?
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What have others said about this?How have they used it? How have they tagged it?
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Virtual business card and more
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Credentials directly from the content
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Looking to leverage your social network.What advice would we give you?
Don’t get trapped on the outside looking in
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(1) Get started Don’t get stuck inanalysis mode
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(2) Identify the “socially active”Who has already adopted these tools?
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(3) Find the contributors Your high value experts
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(4) Consider rewarding the early followers Leaders will naturally lead
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(5) Identify an executive sponsorIt’s not a technology issueIt’s a cultural issue
Find someone who has
(or can catch) the vision
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What makes “Social Software” a success?
It’s not measured in 100% involvement
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What makes “Social Software” a success?
It’s not measured in 100% involvement
Major contributors account for about
15-20% of the total workforce*
* On average, your company may vary
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What makes “Social Software” a success?
It’s not measured in 100% involvement
Major contributors account for about
15-20% of the total workforce*
To be considered a
Success, you just need to get these people to
be more productive* On average…your company may vary
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What about small companies?Extend your reach and leverage agility & ability to adopt new culture
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Why IBM?
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(1) It’s your conversation…own it!Don’t risk selling your family parrot to the town gossip
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(2) Don’t add a social application, make your applications social
Don’t make social your business…make your business social
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(3) People-Centric vs. Content-CentricThe Copernican Revolution needed to become a social business
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So plant a social seed and watch it grow
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EMPOWER your PEOPLEin the context of the work they are already doing
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ENGAGE their IDEASby offering open exchange of best practices, concepts and comments
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LEVERAGE your NETWORKthrough specific expertise, community knowledge, active listening, and open dialogs
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EXPECT & CELEBRATE the UNEXPECTED
People are amazing
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Open discussionideas? questions? comments?
What do you think?
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thank you it’s been my pleasure
[email protected] www.twitter.com/inter_vivos www.linkedin.com/in/louisrichardson
www.thecollaborationsoapbox.com
Louis RichardsonSocial Business Evangelist
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disclaimer
© IBM Corporation 2011. 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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