Get BOLD Social Business AgendaSandy Carter | VP, Social Business EvangelistIBM Corporation
Follow me @ sandy_carterhttp://twitter.com/sandy_carter
Subscribe to my bloghttp://socialmediasandy.wordpress.com/
Mainframe
PCs
Internet
Social
Departmental
$200B by 2015
The Fifth IT Era:The era of Social Business
2
Engaging
Transparent
Nimble
What is a Social Business?
3
Engaged
Transparent
Nimble
Social BusinessSocial Media
Primarily marketing and PR
Encompasses organization and
business processes
Social Media vs. Social Business
4
Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter,ISBN: 0132618311, Copyright © 2011, IBM Press
The Social Business Agenda
5
So
cial
Bu
sin
ess
So
cial
Bu
sin
ess Align Organizational Goals & CultureAAAA
Gain Social TrustGGGG
Engage through ExperiencesEEEE
Network Your Business ProcessesNNNN
Design for Reputation & Risk ManagementDDDD
Analyze Your DataAAAA
Bayer: Cultural Shift
Goals:
CULTURE eats strategy for lunch!
Approach & Results:
6
Capture Intellectual Capital
Improve Search Mechanisms & Finding Results
Substitution of shared drives and change
attachment handling
AAAA
Internal Deployment Outpaces External Deployment of Social
7
IBM 2011 Trends Report of over 4000 clients across 93 countries and 25 industries indicates strong internal deployment of social capabilities.
Source: IBM developerWorks 2011 Tech Trends Reporthttps://www.ibm.com/developerworks/mydeveloperworks/blogs/techtrends/entry/home?lang=en
Culture Assessment
Culture QuestionsC = Current D = Desired
1 2 3 4 5
Cross functional cooperation Isolated functions
Team oriented Individual competitive
Continuous Learning Culture Slow adopting new skills
Delegating Controlling
Free communication up the organization Bureaucratic, formal channels
Open Communication Guarded Communication
Take initiative Follow specific instructions
Learn from mistakes Punish mistakes
Fast pace Slow, cautious pace
Ignore rules Keep to rules
Few organizational layers Many organizational layers
DC
DC
DC
DC
DC
DC
DC
DC
DC
DC
DC
Boundaries
Teaming
Learning
Management Style
Horizontal Comms
Open Communication
Initiative
Risk Tolerance
Pace
Rules / Process
Hierarchy
Cultural Theme
GGGGGain Social Trust
TippersFriends
Followers
Expertise
Responsive&
Consistent
Transparent & Open
15%
9
Justin BieberTwitter Followers: 7.4 MillionReactions Generated: 294Reactions per 1K followers: 0.04
Wael GhonimTwitter Followers: 86,000+Reactions Generated: 3,291Reactions per 1K followers: 38
MASS INFLUENCER / TIPPER
@Weddady
Twitter Followers: 6,900+Reactions Generated: 1,281Reactions per 1K followers: 186
38
186
0.04
Courtesy of DeepMile Corproation
Social Metric on TippersMost trusted vs most followed
Courtesy of DeepMile Corproation
GGGG
GGGGTrusted Networks can be Visualized Based on Interactions
…identifying targets for driving engagement11
Source: “Designing for the Social Web” by Joshua Porter
1st Time ParticipantInterestedUnaware
RegularParticipant
PassionateParticipant
Consumption
Engagement
Engage through ExperiencesWhat is an Exceptional Experience
Integrated: Consistent online and offlineInteractive: Gaming, Video Mobile, Virtual GiftingIdentifying: Personalized, knowledge of you
The Usage Life Cycle
12
EEEE
Interactive Social Gaming
RIM: Use of Avatar to drive training for social tools “e-Collaboration Day in the Life”
Drive adoption rate and success of product
Mini-Dashboard
Featured Contributor
Community Pride Post at a Glance
EEEE
Interactive: SoLoMo is Driving Business
1414
So Lo MoSocial Location Mobile
www.flickr.com/photos/marc_smith/6231701213/ http://www.flickr.com/photos/tabor-roeder/5601654995/http://www.flickr.com/photos/annemarlow/4107928811/
EEEE
Interactive: SoLoMo Meets Social at IBM
15
LocationSocial Networking Mobile Access
Expertise Location, Social File Sharing, Communities
GPS Location provides access to key IBM resources
Access to “Role” based solutions via Mobile apps
EEEE
Interactive: Hilton Worldwide Mobile Workplace
Set a standard of how hotels should be…
EEEE
NNNN
Product & Service Development
Marketing, Customer Service
Operations, Human Resources
Traditional Business
'Push' marketing Control brand
Invest R&D Ideas from inside
Siloed Rigid
Outcomes
Social Business
Listen to market Build advocates
Embed social in process Connect in and outside
Build communities Act small
(Social) Network Processes
17
Customer Service
18
Old Process Social Process
• Personalized base on analytics• Customer service experts• Crowdsourcing on new products• Customer sat: #5 to #1
NNNN
Product Development
19
Old Process Social Process
• Crowdsource 3G• 1st idea in 10 minutes• 554 new voices in 6 months • New demand-based services
NNNN
Winner!
HR Resource Sharing
Old Process Social Process
NNNN
“The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
15%
18%
20%HR & Talent Management Cost reduction + Increased speed to knowledge and experts
Customer ServiceIncreased customer satisfaction
R&DIncreased time to market and successful innovation
Value of Social Business
21
NNNN
Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter,ISBN: 0132618311, Copyright © 2011, IBM Press
Design for Reputation and Risk Management
DDDD
AAAA
Dimensional Analysis
Filtering Voice
Keyword Search Dimensional
Navigation Drill Through to
Content
Relevant Topics Associated Themes Ranking and Volume
Relationship Tables
Relationship Matrix Relationship Graph
COMPREHENSIVE ANALYSIS
SENTIMENT
EVOLVING TOPICS
AFFINITY ANALYTICS
Analytics
Source: http://www.shu.edu/offices/loader.cfm?csModule=security/getfile&pageid=156753
Seton Hall
23Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter,ISBN: 0132618311, Copyright © 2011, IBM Press
Social Business QuickStart
Social BusinessAgenda Workshop
LotusLive ROI Calculator
Community Manager Training
Business Value Assessment
Follow me @ sandy_carterhttp://twitter.com/sandy_carter
Subscribe to my bloghttp://socialmediasandy.wordpress.com/
25
Available NowISBN-10: 0132618311ISBN-13: 9780132618311
