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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
© 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
© 2012 IBM Corporation 3
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
© 2012 IBM Corporation 4
Engaging Better with the Public
© 2012 IBM Corporation 5
"... the continuation of Politik by other means" - Clausewitz
© 2012 IBM Corporation 6
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
© 2012 IBM Corporation 7
Social Media vs. Social Business
Engaged
Transparent
Nimble
Social BusinessSocial Media
BroadcastPrimarily Marketing and Public Relations driven
ConversationOrganisational Transformation
& Business Process Optimisation
© 2012 IBM Corporation 8
Becoming a Social Business is a Journey.Where are you starting from?
Your culture,your strengths,
your weaknesses,your issues,your needs
© 2012 IBM Corporation 9
Becoming a Social Business is a Journey.Where are you going to?
What do youwant to achieve?
Together.
© 2012 IBM Corporation 10
So First, You Need To Decide...
What problemare youtrying to solve?
© 2012 IBM Corporation 11
A New Strategic Direction?
Transform the way we operate
© 2012 IBM Corporation 12
To Fix a Headache?
Reduce cost of delivering
services
© 2012 IBM Corporation 13
Maybe You Have An Idea?
This way we can increase user satisfaction
© 2012 IBM Corporation 14
Or Just Want To Do What You Do, Only Better?
We are the best in class. Let's stay there.
© 2012 IBM Corporation 15
Unless you know what you want to achieve...… you can't figure out what Successful Adoption is
© 2012 IBM Corporation 16
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”
© 2012 IBM Corporation 17
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
© 2012 IBM Corporation 18
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
© 2012 IBM Corporation 19
Success in Focussed, Tactical ProjectsBuilds Confidence for Strategic Transformation
External
Strategic
Internal
Tactical
T I M E
(Vitamins)(Aspirins)
© 2012 IBM Corporation 20
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
© 2012 IBM Corporation 21
The Internal Social Collaboration Platform... underpins employee Adoption of Social (inside & outside)... creates an Agile organisation to React to external events
© 2012 IBM Corporation 22
Adoption is Driven by Users changing their Behaviour because of compelling Use Cases
© 2012 IBM Corporation 23
But your Users aren't Social Collaboration experts,they need help and guidance on the use cases
© 2012 IBM Corporation 24
Not Training, but Practical Advice on howSocial Tools make it Easier to do their job Well
© 2012 IBM Corporation 25
Give your Users the Gift of Success Stories:Best Practices for Working Better
© 2012 IBM Corporation 26
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
© 2012 IBM Corporation 27
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?
© 2012 IBM Corporation 28
Reaching New People & Building your Network
Contact Numbers,Presence & IM,Communities,
Colleagues,Content,
Tag,Connect
or Followcolleagues
© 2012 IBM Corporation 29
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
© 2012 IBM Corporation 30
Finding Content through the People you Know(or can Find)
Places
Bookmarks
© 2012 IBM Corporation 31
Finding Content in theContext of the People who can Help You to Use It
© 2012 IBM Corporation 32
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
© 2012 IBM Corporation 33
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 34
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
© 2012 IBM Corporation 35
InnovationNot just about brainstorming ideas … but putting them into action
● Brainstorm● Comment● Vote● Evaluate● Graduate● Action
© 2012 IBM Corporation 36
Activity StreamsKeeping Users Informed what is going on in their Network & Communities(without filling up their inboxes)
© 2012 IBM Corporation 37
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!
© 2012 IBM Corporation 38
● 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● ...
© 2012 IBM Corporation 39
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 40
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
© 2012 IBM Corporation 41
Where is the Motivation to Adopt?Why should users change their behaviour?
Why do I care?
Why does my organisation care?
© 2012 IBM Corporation 42
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 Corporation 43
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”
© 2012 IBM Corporation 44
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 Corporation 45
All Organisations Have Silos
© 2012 IBM Corporation 46
Social Empowers Employees to Work Across Them
© 2012 IBM Corporation 47
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)
© 2012 IBM Corporation 48
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 49
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 50
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 51
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 52
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 53
Social Collaborationmust become the
WAY USERS WORKnotsomething else they need to doAS WELL AS WORK
Oh, and ONE MORE THING
© 2012 IBM Corporation 54
Where do YOU want to start? What are the Challenges?
Enterprise & CulturalTransformation
Business ProcessImprovement
Incremental CollaborationEnhancements
VisionCommitmentLeadership
DeploymentBusiness Case
Adoption
IdentificationSponsorship
Funding
© 2012 IBM Corporation 55
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
© 2012 IBM Corporation 56
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
© 2012 IBM Corporation 57
Example: Counter TerrorismVisualise Networks Based on Interactions
…identifying the bad guys and their friends
© 2012 IBM Corporation 58
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
© 2012 IBM Corporation 59
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
© 2012 IBM Corporation 60
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
© 2012 IBM Corporation 61
Enabling Inclusive Government
61
Citizens
BusinessesSocial
Enterprises
Open DataSocial Networks
Social Media
Cloud Computing
Government Agencies
GovernmentEmployees
Social Collaboration
© 2012 IBM Corporation 62
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
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
© 2012 IBM Corporation 64
© IBM Corporation 2012. All Rights Reserved.
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