© 2011 IBM Corporation
Social Business: The Next Era of Business
Pam Chandor – Global Director, Social Business21 September 2011
© 2011 IBM Corporation2
Customers
Unlimited real-time access to ever-changing information and expertise
Employees
Engaging externally in waysthat are outside the traditionalscope of workPartners
Acting as anextension of the enterprise
Competitors
Entering new spaces quickly with new models and low barriers to entry
Traditional roles and processes across the business network are changing
© 2011 IBM Corporation3
As a result, the enterprise itself is changing forever
Talent as a cloud Digital reputation and individual brands Leadership by connections Real-time teams Collective intelligence
© 2011 IBM Corporation4
A 5th wave of IT-enabled business transformation is emerging: Social Business
MainframeDepartmental
PCsInternet
Social
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E ngaged
T rans parent
Nimble
Social BusinessSocial Media
Primarily marketing and PR
Encompasses organization and
business processes
Social Media vs. Social Business
5
© 2011 IBM Corporation6
...with “Social Business” Being Driven By Corporate Objectives
“We have to enhance the horizontalcommunication and integrate data to remove the barriers across silos in my company.”Masahiko Kon, Director of Finance/IT/GA, Sumitomo 3M Limited
“Internal collaboration is a must, cultural issues have to be addressed, and knowledge has to be shared and used”Banking CIO in India
“For CIOs in top-performing Expand mandate organizations, collaboration and integration are especially important... Advanced collaboration suites with an array of functions — wikis, blogs, file repositories, event calendars, discussion boards, image and video galleries, collaboration spaces and others —are critical enablers...”
Source: The Essential CIO: Insights from the 2011 IBM Global CIO Studyhttp://www-935.ibm.com/services/c-suite/cio/cio-study-registration-2011.html
“CIOs are providing tools that enhance internal communications, such as real-time message exchange, company blogs and other types of electronic and mobile collaboration.”
© 2011 IBM Corporation7
A foundational set of capabilities are enabling social business
Reach people where they live and work
Use identities on consumer, b2b, and corporate social networks
Communicate through the associated channels
Enable people to engage productively in a business context
Develop personal insights and collective intelligence
Monitor and analyze social data to discover new business insights
Analyze identities, social graphs, communication channels, and social content
Identify opportunities, problems, solutions, valuations, etc.
Integrate social engagement and social intelligence into business processes
Act on new opportunities, make better decisions, and optimize processes in real time
Govern and manage risk
© 2011 IBM Corporation8
Social Business strategic technologies
Reach:
Social networks
Identity systems
Communication channels
Engage:
Engagement applications
Social connectors
Content services
Discover:
Social analytics
Social monitoring
Optimization
Integrate:
Process management
Information integration
Governance, risk and security solutions
Solution lifecycle management
© 2011 IBM Corporation9
Marketing / Customer Experience
Product & Service Innovation
Human Resources
A Traditional Business
A Social Business
Harvests insights from networks of people to create value
Builds trusted relationships and brand advocacy
Strengthen controls, increase transparency, reduce exposure
Opaque, uncontrolled
Knowledge silos,
ineffectiveness
Socially enabling business processes
Governance, Risk & Compliance
Sales
Push marketing, control
Unclear view of customer, limited avenues
Sell effectively, grow the business
Shares insights to generate breakthrough ideas and speeds time to market
Linear, unclear view of needs
© 2011 IBM Corporation10
A Social Business
Connecting 20,000+ consultants to staff new projects faster and realize startup cost savings
Socially business examples
Connecting employees and customers socially to find answers for customers in real time
Harnessing social networks that are accelerating new product development from 12 months to 4 months
Marketing
Human Resources
Product & Service Innovation
Customer Experience
Promoting brand identify to turn customers into advocates and expand your reach
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© 2011 IBM Corporation12
100k mobile devices in use at IBM today
•65k Smartphones and Tablets•35k Blackberry
IBM CIO Office study:•Mobile access increases sales productivity by 11 hours per opportunity!
Estimated 3 year ROI of 195%
2015 goals:•500k users•80% of all enterprise capabilities accessible from mobile devices
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IBM Social MobileInteractive access increases adoption
© 2011 IBM Corporation13
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
1313
© 2011 IBM Corporation14
IBM Exceptional Web Experience StrategyUser Expectations Define the Experience
People - not technology - are the center focal point of an exceptional experience
People – whether internal or external users – have certain expectations for online experiences
Capabilities are employed as necessary to help achieve experiences that meet/exceed the expectations of the intended user(s) – many entry points
© 2011 IBM Corporation15
IBM Customer Experience Suite
Foundational Services
Enterprise application sources
Personal & Departmental
Reach
Socialize + Interact
Cloud, Web, REST, ATOM, RSS, Widgets
Role, Profile,& Segment Mgt
ContentWorkflow
Globalization / LocalizationSite ManagementIntegration Security Doc Mgt
UserCustomizationCommunities Blogs, Wikis,
Forums SearchTagging, Rating, Commenting
Instant Messaging
Cloud
Target OptimizeCreate
VisualizationsRIARich MediaWeb Content
Feeds Widgets & Portlets
Social Catalog
CampaignsDevice Optimization
Recommendations
Personalization
Search Engine Optimization
A/B + Multi-variate
Real-time Analytics-enabled
Mashups
© 2011 IBM Corporation16
The IBM Social Business FrameworkEnabling exceptional experiences
Designed to enable IBM Partners to capitalize on Social Business opportunities, building on existing investments in technologies and skills
Solutions differentiated by... The ability to integrate industry-leading capabilities in business analytics,
enterprise content management, commerce, and others Exceptional user experiences Unmatched social collaboration capabilities An open web architecture that protects customer investments
IBM Social Business FrameworkA modular and open set of capabilities that accelerate the
development of advanced Social Business solutions
© 2011 IBM Corporation17
Customer Care and Insight
Operational Efficiency
Workforce Optimization
Product and Service
Innovation
Governance Risk and
Compliance
Process Management
Governance and Lifecycle
Workload-Optimized Systems
Envision Enable Adopt Optimize
Entry points
Services
Software
Systems & Technology
A Social Business Framework will allow the deployment of business transformation level solutions
Social Networking Content Analytics
Open Standards
© 2011 IBM Corporation18
Traditional Solutions are significantly limitedAn example: Sales Force Automation
Current SFA Solutions: Value flows to management and finance
Seller inputs data into Siebel
Seller gets information to help them sell from a a large variety of sourcesSametime
Sales portal
Notes
BlueCat (SWG)
Connections
Cadence Tools
Management pipeline view
Finance view
… but it doesn't really help sellers sell
© 2011 IBM Corporation19
Social Business Solutions drive better business resultsSales force automation that helps sellers sell
BI, reports Analytic insight Value flows to finance and management as a side effect
Better quality data,Performance analytics,Pattern analysis
Context Adaptive UI – one place... in real time
Activity transparency
analytics tools
Shared expertise, best practices, presentations, sales templates and RFP responses on demand
Contextual Client core data
Continual sales efficiency improvement
Coordinating resources
Built for a mobile workforce
Core value flows to the Salesforce
Driving real business results
$230M+ expected benefit @IBM by 2014 *
*IBM CIO office estimates $200M benefit by 2015 to freeing up sales time, up to $30M in annual cost structure savings; helping to meet GSO $71M cost reduction challenge.
© 2011 IBM Corporation20
Social Business disrupts the Business Solution Market
SCM
ERPPLM
HCMCRMDynamic team assemblyImproved retention/ identification of leadership potentialEngagement, accountability, reputation
Sales pattern reuseEfficient expertise leverageCreate customer advocatesHarnessing communities to support sales
Social Business
Collaborative product creationTransparency across engineering teamsError reductionAccelerated ideation
Flexible relationshipsProcess coordiation across a supply chain
Coordiation across a business processContinuous process optimization
(Markets first disrupted)
1. Social Networking2. Big data/Analytics3. Mobile4. Cloud
Disruptors:
SFASocial CRMWeb Experiences
© 2011 IBM Corporation21
Common characteristics are emerging from those making the most progress
Be willing to experiment
Gain business sponsorship
Invest in adoption
Focus on business outcomes
Manage actively
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Social Business Adoption Advocates
© 2011 IBM Corporation23
Next Steps: Assess Your Organization: Take the IBM Collaboration Assessment Build a Roadmap: Schedule a Social Business Agenda Workshop
Get More Information:• Whitepaper: The Social Business, Advent of a New Age• Whitepaper: Forrester Study: Total Economic Impact of IBM Social Collaboration • Video: Business Value of Social Software
Get Plugged In:• Register with the IBM Reinventing Relationships Social Media Aggregator• Follow us on Twitter: SocBizAgenda
Start your Social Business journey today
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