social business: engaging customers and putting your content into a social context
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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
© 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
© 2012 IBM Corporation11
Social Business is driven by Four Disruptive Megatrends
Social
Mobile
Cloud
SocialAnalytics
EmployeesCustomers
Partners
© 2012 IBM Corporation12
Social Business is driven by Four Disruptive Megatrends
Social
Mobile
Cloud
EmployeesCustomers
Partners
SocialAnalytics acts on
ContextLocation, Relationships, Status, Updates, Presence, Recommendations, Comments, ...
© 2012 IBM Corporation13
“Social” is all about Relationships between People
Relationships create TRUST
© 2012 IBM Corporation14
Social Businesses actively focus on maximising the value of their people
… by helping them build Trusted Relationships!
© 2012 IBM Corporation15
What people do when they socialise ?
Share
Talk
Create Value
© 2012 IBM Corporation16
Mobility + Social moves relationships...
from
Proximityto
Affinity
© 2012 IBM Corporation17
If Knowledge is Power then Content is King, right?
© 2012 IBM Corporation18
The biggest challenge is providing access to more contentGutenberg's printing press helped a lot
© 2012 IBM Corporation19
Throughout history, more & more content has been produced
© 2012 IBM Corporation20
But we know how to organise content, right?
© 2012 IBM Corporation21
So we could always find the content we needed
© 2012 IBM Corporation22
Then along came computers
1960s 1970s 1980s 1990s 2000s 2010s
Main-frame
PC
Web
eBusiness
Web2.0
Computer
© 2012 IBM Corporation23
Now, everyone has a printing press
© 2012 IBM Corporation24
And it is not hard to find content any more
© 2012 IBM Corporation25
Now, it is hard to find the right content
© 2012 IBM Corporation
A lot of today's productivity issues are symptoms of an overwhelmed content-centric model
© 2012 IBM Corporation
So what if content isn’t the center of our knowledge universe?
© 2012 IBM Corporation
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?
© 2012 IBM Corporation
Updates, following & tagging let you use people to curate all that contentFind, filter and share the most valuable content - with its context - for others
© 2012 IBM Corporation33
Context makes a big difference
information from others
is richerthan what we
can discover ourselves
© 2012 IBM Corporation34
But to make it work, you need a culture of Knowledge Sharing
Sharing is more important
than possessing
© 2012 IBM Corporation35
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
© 2012 IBM Corporation52
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
© 2012 IBM Corporation
How are you going to change your behaviour?
© 2012 IBM Corporation
If it did the same thing, you wouldn't need another tool
56 © IBM Corporation 2012
...Email is an
information conveyor belt
© 2012 IBM Corporation57
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”
© 2012 IBM Corporation58
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 Corporation59
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
© IBM Corporation 2012
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.
© 2012 IBM Corporation61
All Organisations Have Silos
© 2012 IBM Corporation62
Social Collaboration Empowers Employees to Work Across Them
© IBM Corporation 2012
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
© 2012 IBM Corporation64
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
© 2012 IBM Corporation65
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
© 2012 IBM Corporation
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?
© 2012 IBM Corporation
Reaching People & Building your NetworkContact Numbers,
Presence & IM,Communities,
Colleagues,Content,
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
© 2012 IBM Corporation
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
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)
© 2012 IBM Corporation79
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)
© 2012 IBM Corporation
● 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● ...
© 2012 IBM Corporation82
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
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!
© 2012 IBM Corporation
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
© 2012 IBM Corporation
Deliver Social Content to your Web Experience
© 2012 IBM Corporation86
Customise the Web Experience to the Customer
© 2012 IBM Corporation87
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
© 2011 IBM Corporation
Example: Social CRM
Focus on DataFocus on People
Sale Force Automation Social Selling
© 2011 IBM Corporation
Making CRM Social
© 2012 IBM Corporation91
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
© 2012 IBM Corporation93
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
© 2012 IBM Corporation
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
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.
Resulting Business Benefits for Bayer MaterialScience
http://onforb.es/LaLDj5
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/
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?
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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 Corporation106
Adoption is Driven by Users changing their Behaviour because of compelling Use Cases
© 2012 IBM Corporation107
But your Users aren't Social Collaboration experts,they need help and guidance on the use cases
© 2012 IBM Corporation108
Not Training, but Practical Advice on howSocial Tools make it Easier to do their job Well
© 2012 IBM Corporation109
Give your Users the Gift of Success Stories:Best Practices for Working Better
© 2012 IBM Corporation
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
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
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
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
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
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
© 2012 IBM Corporation
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
© 2012 IBM Corporation
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
© 2012 IBM Corporation
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
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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
© 2012 IBM Corporation124
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
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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.
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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
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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)
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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
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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
Thank You.
© 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