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

Successfully Adopting Social Mediainto your Business

© 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 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


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

http://www.globalwebindex.net/


Engaging Better with the Public


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


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


Social Media vs. Social Business

Engaged

Transparent

Nimble

Social BusinessSocial Media

BroadcastPrimarily Marketing and Public Relations driven

ConversationOrganisational Transformation

& Business Process Optimisation


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

Your culture,your strengths,

your weaknesses,your issues,your needs


Becoming a Social Business is a Journey.Where 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.


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

“Improve Customer Loyalty”

“Reduce Employee

Churn”

“Faster time to Market”

“ReduceRisk”

“Improve Service Quality”

“Address New Markets”

“Organisational Agility”

“Increasingly Mobile Workforce”


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


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


Success in Focussed, Tactical ProjectsBuilds Confidence for Strategic Transformation

External

Strategic

Internal

Tactical

T I M E

(Vitamins)(Aspirins)


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


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


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


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


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?


Reaching New People & Building your Network

Contact Numbers,Presence & IM,Communities,

Colleagues,Content,

E-mail

Tag,Connect

or Followcolleagues


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


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

Places

Bookmarks


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


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


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 external content that others found useful)

Content Tags(Social Bookmarks)

share ideas & contentacross organisational boundaries

and connect you to peoplewith similar interests

or problems


InnovationNot just about brainstorming ideas … but putting them into action

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


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


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!


● 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● ...


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


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


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

Why do I care?

Why does my organisation care?


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


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”


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


All Organisations Have Silos


Social Empowers Employees to Work Across Them


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)


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


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

Enterprise & CulturalTransformation

Business ProcessImprovement

Incremental CollaborationEnhancements

VisionCommitmentLeadership

DeploymentBusiness Case

Adoption

IdentificationSponsorship

Funding


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


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: Counter TerrorismVisualise Networks Based on Interactions

…identifying the bad guys and their friends


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

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


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


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

ftp://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf


Enabling Inclusive Government

61

Citizens

BusinessesSocial

Enterprises

Open DataSocial Networks

Social Media

Cloud Computing

Government Agencies

GovernmentEmployees

Social Collaboration


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

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

ftp://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf

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

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

http://ibm.co/smcrae

mailto:[email protected]

http://www.twitter.com/smcrae





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


© IBM Corporation 2012. All Rights Reserved.

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

Technology

ibm corporation

social business isnt

social transformationbeyond

social mediainto

employee adoption of

social networking tools

way business

business valueorganizations