Social Business: Engaging Customers and Putting your Content into a Social Context

Social Business
Engaging Customers and
Putting your Content into a Social Context
Stuart McRae
Executive Collaboration & Social Business Evangelist
IBM Collaboration Solutions
ibm.co/smcrae
stuart.mcrae@uk.ibm.com
www.twitter.com/smcrae
www.linkedin.com/in/stuartmcrae
www.facebook.com/sjmcrae
www.smcrae.com 2011
© IBM Corporation

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Evolving Channels and the New Consumer
What is a Social Business?
Social Business Use Cases
Moving from Content to Context
Finding the Business Value of Being Social
Examples of Social Business in Action
How IBM Became Social
Guidelines for Successful Adoption

© 2012 IBM Corporation

Technology is dramatically changing the way we live and work

How I Work
How I Buy Collaborating from
Interacting with peers anywhere at any time
and engaging with with a number of
companies I do devices.
business with.

How I Engage
Tapping into a wide variety of
insight and expertise.

And changing the way organisations operate

Employees Customers Partners
self-forming teams, seamlessly leading the conversations that becoming on-demand extensions
connecting to address opportunities define brands of the enterprise

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?

employees customers partners
Self-forming teams Leading the conversations Becoming on-demand
seamless connecting to that define brands extensions of the enterprise
address opportunities

communication and
transformation
product design customer care
and introduction

collective
talent and skill intelligence real time market
segmentation
development

global sales advocate-based
contests marketing

To become social, a business must...

What characterises a Social Business?
A Social Business is one that embraces
networks of people
to create business value

Engaged
Transparent
A Social Business is:
Nimble

Being a Social Business means changing the way you engage
… its not just about using Social Media channels

Social Media Social Business

Nimble

Engaged

Transparent

Broadcast Conversation
Primarily Marketing and Organisational Transformation
Communications driven & Business Process Improvement

What makes a Social Business?
Being a Social Business is about building trusted relationships
that help you serve your customer better
● 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

Why Social Business matters...

95% of standout Standout organizations
organizations will focus are 57% more likely
more on “getting closer to to allow their people to Transparent
the customer” over the use social and
next 5 years. Nimble
collaborative tools.
Engaged
– IBM CEO Study 2010 – IBM CHRO Study 2010
10 © 2012 IBM Corporation

Social Business is driven by Four Disruptive Megatrends

Social
Social
Analytics
Employees
Customers
Partners
Mobile
Cloud

Social Business is driven by Four Disruptive Megatrends

Social Social
Analytics acts on

Context
Location,
Employees Relationships,
Status,
Customers Updates,
Partners Presence,

Mobile Recommendations,
Comments, ...

Cloud

“Social” is all about Relationships between People

Relationships create TRUST

Social Businesses actively focus on maximising the value of their people

14
… by helping them build Trusted Relationships! © 2012 IBM Corporation

What people do when they socialise ?

Talk

Share

15
Create Value © 2012 IBM Corporation

Mobility + Social moves relationships...

from
Proximity
to
Affinity

If Knowledge is Power then Content is King, right?


The biggest challenge is providing access to more content
Gutenberg's printing press helped a lot


Throughout history, more & more content has been produced


But we know how to organise content, right?


So we could always find the content we needed


Then along came computers

Web
2.0

eBusiness

Web

PC

Main-
frame

Computer

1960s 1970s 1980s 1990s 2000s 2010s

Now, everyone has a printing press


And it is not hard to find content any more


Now, it is hard to find the right content


A lot of today's productivity issues are symptoms of an
overwhelmed content-centric model


So what if content isn’t the center of our knowledge universe?


People are the primary source of Knowledge
They 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?

Updates, following & tagging let you use people to curate all that content
Find, filter and share the most valuable content - with its context - for others


Context makes a big difference

information
from others
is richer
than what we
can discover
ourselves

But to make it work, you need a culture of Knowledge Sharing

Sharing
is more important
than possessing

Because today ...

The opposite of
NETworking
is
NOT-working


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 you
want to achieve?
Together.

So First, You Need To Decide...

What problem
are you
trying 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?
“Reduce Email Overload “Increase
“Organisational
Employee Sales”

Collab.
Business Intranet Agility”

Social
Churn”
Transformation C l Renewal
ult ia
Ch
ur
al Soc
“Faster time t
an ane “Improve
to Market” ge r
Int Product Quality”
“Reduce Cost of b2
b
Doing Business” b2 c
Social Exceptional
Business Social Social Customer
Process Business Media Experiences
Improvement Awareness
b2
e “Improve

m
“Address New
Markets” ou
r b2 So
c
Customer Loyalty”
g y Se ial
Brin vic
e n tim
De Brand e nt
Consumerisation Own
Social

Monitoring
CRM

& Management
“Increasingly “Reduce
Mobile Workforce” Knowledge Management Risk”

Addressing strategic business initiatives is key

• Sales from direct advertising • ‘Other’ contact avoidance
• New business from referrals and/or optimisation
• Improve internal productivity

les
• Increase sales/product

Lo
hold/customer retention • Reduce costs of service/product

sa

we
via brand enhancement development, testing & marketing

e

rC
as

os
re

ts
Inc

Protect Reputation

• PR management
& share price protection
• Pro-active issue resolution
(& reduced associated costs)
• Analyst/Competitor watch & react

But turn them into measurable business goals so you can track success
1 Customer Service 4 Marketing / PR
✔ Reduce number of traditional contacts ✔ Increase productivity
✔ Improve average handling time of ✔ Reduce costs vs. increased reach
Whilst contacts & increase agent productivity
the threats are primarily and impact
✔ Improve tracking
related to reputational risk
✔ Increase customer satisfaction–the
opportunities reach far beyond
✔ Reduce customer churn ✔ Enhance brand reputation
Marketing/PR…
2 Product Development 5 Sales
✔ Increase success rates ✔ Increase sales
(reduced product recalls) ✔ Extend customer base
✔ Lower development costs ✔ Improve product hold
✔ Reduce time to market ✔ Reduce cost of sales
✔ Better meet customer requirements

3 Risk / Compliance 6 Recruitment / HR
✔ Reduce cost of fraudulent activity ✔ Improve know-how transfer
✔ Increased customer trust /safety and lower training costs
✔ Forecast/ track trends:- mitigated risks ✔ Increase employee loyalty and retention
and costs of fixing issues ✔ Improve recruitment reach
and lower recruitment costs

Wherever you start...

Enterprise & Cultural
Transformation

Why do it
if you don't
Business Process want to
Improvement CHANGE
something

Incremental Collaboration
Enhancements

There are always challenges
Vision
Enterprise & Cultural Commitment
Transformation Leadership

Identification
Business Process
Sponsorship
Improvement
Funding

Deployment
Incremental Collaboration Business Case
Enhancements Adoption

Key Areas for Social Transformation

Market Beyond the Customer
Social Sentiment and
Understanding & influencing your Market

Strategy & Business Adoption
Customer Engaging your Customer
Exceptional Web Experiences
and the new Multi-Channel Challenge

Beyond the Enterprise
Partner
Extending Collaboration to Partners,
Suppliers and the Channel

Employee Social Collaboration & Transformation
Social Intranets Empower the Workforce
to Improve Customer Service & Business Outcomes

Increasing Transformational Complexity

Key Areas for Social Transformation
“We've discovered something, we
need to pull together a team to react
Market Beyond the Customer from across the organisation”
Social Sentiment and
Understanding & influencing your Market “We need to harness the
whole organisation to
address customer issues”

A Cultural Continuum
Customer Engaging your Customer
Exceptional Web Experiences
and the new Multi-Channel Challenge
“We need to integrate our
partners in every part of
Beyond the Enterprise the organisation”
Partner
Extending Collaboration to Partners,
Suppliers and the Channel “We need the whole
organisation to be engaged,
transparent & nimble”

Employee Internal Social Collaboration & Transformation
transformation Social Intranets Empower the Workforce
underpins
external
to Improve Customer Service & Business Outcomes
engagement

Increasing Transformational Complexity

Being a Social Business isn't about just one initiative
Market Social Media
Social Sentiment
Marketing
Analysis
Programs Customer
Facing
Task Specific
Social Networking Accounts Social Media Web
Based Site
Customer Help Desk
Customer Forums
Employee
Personal
Social Channel
Networking Partner
Accounts Partner
Partner Portal Collaboration Social
Social Enabled
CRM BPM

Employee Social Collaboration
Employee
Informal (Ad Hoc) (Business Processes) Formal

To drive adoption and business value,
social enable business applications and tools
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 Mobilise your team
Crowdsource the answers

The Internal Social Collaboration Platform
... underpins employee adoption of social (inside & outside)
... creates an agile organisation to react to external events

How are you going to change your behaviour?


If it did the same thing, you wouldn't need another tool


...Email
is an
information
56 conveyor belt
© IBM Corporation 2012

Information Overload We need to change behaviour
“You will need to know
this sometime, so I will
send it to you now”

“... and me”

“... and me”
“... and me”

“... and us too”

Email Model


The New Paradigm: Social Knowledge Sharing
“You will need to know
this sometime, so I will
send it to you now”
“We share what
“We share what
“Weknow!”what
we share what
“We know”
“... and me” we share
we know”
we know”

“... and me”
“... and me”


Email Model “I know I can discover
what I need, when I
need it”
Social Media
Model
“It’s not information overload.
It’s filter failure.” - Clay Shirky

Effective Adoption Is Key
You don't want to end up here

… so it is
essential users
are educated about
WHY they should use
Social Collaboration
as well as HOW to
use it effectively


It's All About New Use Cases
for 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.


All Organisations Have Silos


Social Collaboration Empowers Employees to Work Across Them


There are many tools (capabilities) you can apply
It is critical you educate your users on when & how to use them

Ideas Teams

Experts

Connected

Share
Work Spread
Smarter Knowledge


Identify Platform Requirements “Not the other
based on Business & User Needs way round!”
N
e Business Need
e
d Business Need Business Need
s
Business Need
B
e A
h d
a o
v Use case Use case Use case
p
I t
o Use case Use case
u i
r o
n
T Capability
e
Capability Capability
c
h Capability Capability Capability
n Capability Capability
o
l Capability
o
g
y Platform

Example: Business Needs – Use Cases – Platform

N Higher Brand
e
Awareness
e Increase Customer More Product
d
Satisfaction Innovation
s
Improve Employee
Morale/Retention
B
e A
h d
a Expert Knowledge o
v Jams
Communities Sharing p
I t
o Expertise Crowd
u Location Sourcing i
r o
n
T Ideation
e
Communities Wikis
c
h Profiles Activities Blogs
n Tagging Media
o
l File Sharing
o
g
y Social Collaboration Platform

Finding the People with the Expertise to Help

People Tags
identify subject matter experts
and help people with Questions
find people with the Answers

Business Cards
link from Content
to the Experts on it


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?

Which people have
similar interests

Who works closely
with them?

67

Reaching People & Building your Network
Contact Numbers,
Presence & IM,
Communities,
Colleagues,
Content,
E-mail

Tag,
Connect
or Follow
colleagues


Engage in (Public) Conversations not Private ones

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

70

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

71

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 within
a Community
72

Finding the Distilled Knowledge of the Experts

Communities
let 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,
Discussions
and Activities
into one CONTEXT
where users can easily find it

Search across all available content
(including internal & external content that others found useful and tagged)

Content Tags
(Social Bookmarks)
share ideas & content
across organisational boundaries
and connect you with people
with similar interests
or problems


Innovation
Not just brainstorming ideas … but putting them into action

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

75

Making things happen with Activities

76

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

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

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!

Advanced Social Analytics: Who is Discussing What with Who
Across 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)

80

Accessible where Users Work to Drive Adoption
● Browser ● Portal Pages
● Client Platforms ● RSS Aggregators
● Document Editors ● Web Applications
● Email Clients ● Business Apps
● Browser Plugins ● Mobile Devices
● ... ● ...


Significantly Increased Use from Mobile Device access
Anytime, Anywhere, on Any Device
Either via a Mobile Browser or a Mobile App.
from any Smartphone or Tablet platform


Making SharePoint Social (and Exchange too)

Profiles Recommendations Communities Activities Bookmarks Forums Wikis Blogs

Tag This!

Social Micro-
Analytics blogging

Social File Media
Sharing Gallery

Mobile
Access Ideation

… and IBM FileNet or
other ECM systems
… or just get rid of File
Shares! Corporation
© 2012 IBM

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


Deliver Social Content to your Web Experience


Customise the Web Experience to the Customer


Use Internal Social Collaboration to Manage External Social Media

… populate your web site with
Moderated Content
from INTERNAL
COMMUNITIES

...while
Customer Content
is discussed safely
behind the firewall

DRAFT – need to update with
Nordics PoV from CMO Study –
In evolving a DIGITAL STRATEGY, enhancing slides & move
with additional
nearer front
Customer Loyalty/Advocacy is the top priority
Insurance
Priorities for managing the shift toward digital technologies

Enhance customer loyalty/advocacy 68% 67% Cross
Industry
Use integrated software suites to manage customers 64% 56% Results
Analyze online/offline transaction analysis 61% 45%

Design experiences for tablet/mobile apps 60% 57%

Use social media as a key engagement channel 56% 56%

Measure ROI of digital technologies 47% 47%

Monitor the brand via social media 46% 51%

Develop social interaction governance/policies 34% 37%

Monetize social media 24% 29%

Gain comprehensive visibility of supply chain 18% 24%

IBM Institute for Business Value Source: Q12 What are your priorities for managing the shift toward emerging digital technologies? (Select top five.) n=158

88

Example: Social CRM

Sale Force Automation Social Selling

Focus on People
Focus on Data


Making CRM Social


Understanding your Market
Social Media Command Center

Operational
Data
Business
Applications BI Reports

Dynamically & quickly
commingle, remix & integrate
customer data & information
Sentiment
Analysis

Social Media



It's All About Delivering Social Business Value
The Tools Must Address Social Business Use Cases
I NEED TO WORK SMARTER I NEED MORE INSIGHT I NEED AN ADVANTAGE

Profiles allows you to find Discover trends and research Speed time to market by
the existing expertise you via Bookmarks applying the best resource and
need execution via Activities
Blogs help subject matter
Best practices can be shared experts share industry insight Access the power of your
using Activities templates professional network from
Quickly create new content
New hires contribute quickly applications you already use
with Wikis
as they learn from Virtual focus groups via
Inform & enable employees
Communities customer Communities
via Videos in a Media Gallery
Personal file sharing avoids Drive innovation with Ideation
Get breaking news from the
bad decisions based on old homepage
information
SMART WORK AGILITY INNOVATION

INTEGRATION: between tools – with collaboration – into the desktop – with your infrastructure

DELIVERING AN EXCEPTIONAL WORK EXPERIENCE
that is more than the sum of the tools
92

Social Collaboration is more than Social Apps
An integration layer on top of existing Collaboration, Content Repositories, etc.

Mobile Browser Desktop

Social Collaboration Layer (Social Intranet)

Business Profiles Unified
Apps Wikis Comms
Blogs
ERP, Presence,
Media
BPM, IM,
Web
Activities Audio,
Apps, Search Video,
Public Workflow, Team Ideation Meetings,
Internet etc. Spaces Community ECM WCM Telephony E-Mail


IBM Social Business Platform
Market Customer Partner Employee

Access
Points
and more ...
Web – Mobile – Desktop

Services: presence, status, Services: tagging, liking, Services: recommendations,
a/v chat, follow, connect, linking, sharing, following, real-time sentiment analysis,
mail, meetings, communities, commenting, web editing, web analytics, smart filtering,
Social collaborative editing, etc. collaborative authoring, etc. contextual search, etc.
business
capabilities

Services: compliance, intranet integration, web experience integration, business process integration

Delivery
models


IBM's Social Business Software Platform
Supports the Use Cases you need to get Adoption
IBM Connections WebSphere Portal

Web Experience
Social Intranet

IBM Sametime Integration & Standards Support
OpenSocial, ActivityStreams, CMIS, OAuth, Aria
Windows Server, Linux, AIX, IBM i, System z
Microsoft Windows, Linux, Apple Mac
Apple iPhone, iPad, Android, BlackBerry, Windows Mobile
Microsoft Office, Microsoft SharePoint, OpenOffice
Lotus Notes, Microsoft Exchange, Active Directory
IBM FileNet, WebSphere, Tivoli, Rational
Oracle, SQL Server, SAP
Salesforce.com, SugarCRM, Actiance Vantage
etc., etc., etc., etc., etc., etc., etc., etc., etc., etc...

Customise following customer
examples to industries present

Example:
Find and Use Most Trusted Tippers in your Business Processes
OLD PROCESS: Direct Mail, eMail, Telephone, Advertising, PR, Events

Marketing Process

SOCIAL ENABLED PROCESS: Chilean Government

Found China wine Found tippers Gained trust
communities Sent wine sample Entered China market
Joined conversations Engaged in contests

… new ways of thinking drive exceptional results
97

Example:
Validating Goals and Strategy across a Diverse & Distributed Organisation

Professional
Social 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, Boston
Video access to a Community of Specialists for childcare in the Developing World

Masters site Run by IBM Videos
HD / Avatars / Content

Distributed Solution
Runs from USB Drive
Cloud Based Updates
Learning powerful “Teaming Social Network Dr J. Burns, Children's
Skills”, different locations, Hospital Boston
generating “hypothesis” http://www.youtube.com/watch?v=GW_5WSxzBFo

Adoption of Social Software Delivers Business Value
http://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

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
http://onforb.es/LaLDj5

Example: ROI in Action

http://www.dachisgroup.com/2011/09/serendipity-happens-to-deliver-million/

102

What makes a Social Project a success?
It’s not measured as 100% involvement …
… but by whether you address the BUSINESS NEED

M ajor contributors account for about (On average…your company may vary)

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
pro duc tive
… a nd to get everyo ne els e
to us e what they are s ha ring

Social Collaboration Adoption

Why does
Why do I my company
care? care?

104

I want to... … help
others
… make my
work easier … get home
on time

… do my
job better … sell
more

… get
promoted
… be
… be recognised appreciated
for what I achieve … find a
new role

105

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 how
Social Tools make it Easier to do their job Well


Give your Users the Gift of Success Stories:
Best Practices for Working Better


Five Steps to Successful Adoption
1. Users must TRUST the solution to INVEST in using it

Tell Users about the
STRATEGIC INTENT
and the expected
BUSINESS IMPACT
Launch with clear Usage
Guidelines, broad Access and
Populated content

2. Understand initial USE CASES
and explain WHY users should use them
Align user messages with the key
BUSINESS CHALLENGES
and the expected ROI

Articulate how the solution
HELPS USERS
in 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 ADOPTION
by prepolutating content,
nurturing communities
& recruiting new users

Provide a SUPPORT NETWORK
& CONTENT to help train others

Use them to identify INHIBITORS
& create SUCCESS STORIES © 2012 IBM Corporation

5. Analyse, survey, assess, review and TAKE ACTION

Document SUCCESSES
and market them
widely and via many channels

Find the BARRIERS to adoption
(Technical, Cultural, Management)
and REMOVE THEM
via Executive Sponsors

Oh, and ONE MORE THING

must become the
WAY USERS WORK
not
something else they need to do
AS WELL AS WORK


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

External

T IM E

Internal
Tactical Strategic
Aspirins Vitamins

IBM Model for Strategy & Transformation
Becoming a Social Business is an iterative, transformational journey

Employee Multi Channel Internal Jams & Ideation
Social Media Strategy Collaboration
Guidelines Tools

Enterprise
Social Media
Solution Evaluation Community Design
Strategy Strategy and Governance
Pilot/POC Social Media
Analytics
Roadmap Social
Media Solutioning Solution Confirmation
Business Case Strategy

Analyse the Outputs Learn and Implementation Business Readiness
Transform
Optimise the Process Build

Transform the Organisation Deploy Governance g
Co-mentoring

Optimise Business &
Technical
Requirements Ambassador
Program

Business
Feedback Internal
Processes Community
Jumpstarts

A Business Value Assessment can help identify priorities
Identify & address line of business issues
Social Business Thought Leadership

AGENDA Business Value Assessment Solution
Strategy Workshop
Workshop Value
Day in
Business
the Life
Alignment Case/ROI
Demo

1
What is my
Social Business
What could or How can we 5
strategy? 2 should we do
with a social
What does the
social business
financially justify
our social
Can you show how
the solution fits
(IT & business business experience look business into my
perspectives) solution? like for us? solution? environment?

3 4
Value Customer Alinean
Tooling: Alignment Experience ROI
Spreadsheet Modeller Analyst

1. Identify needs via Interviews with Line of Business Executives & Thought Leaders
2. Create list of Potential Project for to identify best Value Propositions
3. Create a demo of “life afterwards” to validate with Line of Business stakeholders
4. Build Business Case for acquisition and business adoption activities
5. Obtain sign off and move on to architecting solution & adoption process

Adoption is key to achieving value
Example: IBM Connections Business Adoption Quick Start
Accelerate the impact of social collaboration on your organisation
● 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

Quickstart Activity

1. Foundation 2. Design 3. Build 4. Deploy 5. Launch
2 Weeks 2 Weeks 1 Weeks 4 Weeks
● Business adoption kick-off ● Interview potential user ● Deployment planning ● Support testing of ● Facilitate advocate training
● Perform Change group representatives workshop with selected production environment workshop
Readiness Assessment ● Conduct a business lead adopter groups ● Finalise content for ● Support launch of solution
● Assess and secure prioritisation workshop ● Support creation of: advocate training to advocates and end users
executive sponsorship with user group ● stakeholder plan workshop ● Provide business support
candidates Facilitate Community during content population
● Identify candidate adopter ● policies/guidelines
●

groups ● Identify specific 'use- ● communications
Jumpstarts by the advocates (approx
cases' Launch Community Mgr two weeks duration)
● Schedule interviews and ● advocate and user
●

workshops ● Finalise selection of lead Training ● Provide weekly mentoring/
education
user adopter groups training to Community Mgrs
● Plan Community Mgr
● Identify Community Mgrs Training
for early adopter groups

Project Management
Option to include Deployment Services © 2012 IBM Corporation

IBM is transforming itself into a Social Business
IBM Internal Social Business Story
Organize Key
• 1997: Recommends that its employees get out onto the Internet – at a time when many
Content
companies were seeking to restrict their employees’ Internet access
• 2005: Makes a strategic decision to encourage IBMers to participate in the blogosphere
Broadcast • 2007: Launches Connections, its own enterprise social networking platform
Information • 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
Find collaborate with corporate residents, university students and faculty
Information

Find Experts IBM Employee Social Media Usage
• 75% IBMers use w3 (IBM intranet) every day
Share • 1m daily page views of internal wikis
Knowledge • 17,000 individual blogs
• 198,000 IBMers on Facebook
• 25,000 tweeters
Ask and • 300,000 LinkedIn (most in world)
Answer • 15m downloads of employee-made podcasts
Questions • 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 now advise their clients from a ‘having been there / having done it’ perspective


IBM Connections in IBM
Profiles
IBM’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.
Communities
IBM hosts over 85,177 online communities, each with shared resources and
discussions. More than 38,422 are private [restricted] communities.

Blogs
IBM’s blogging platforms host 42,929 blogs, 303,296 entries with 106,736 users
and 84,439 tags.

Bookmarks
IBM’s internal social bookmarking system has 1,370,336 total bookmarks with
3,908,271 tags and with 76% of them publicly shared.
Activities
IBM’s internal Activities service contains 25,9013 unique activities with 4,169,728
entries and with 556,429 registered, 'distinct', members.
Files
IBM’s internal social file sharing & storage service contains 581,081 files, shared
1,501,706 times with 338,903 files added to folders [collections].
Wikis
IBM’s internal Connections Wiki platform hosts 672,968 pages viewed 42,993,500
times. * employees & contractors
Data updated: March 1st, 2012

Create Social Business
Usage Guidelines
(Internal and/or External)

EXAMPLE
IBM’s Social Media Strategy
“Use social media as a means to
expose IBM's experts
- and expertise –
to the world,
to learn, engage, influence
and 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
http://www.ibm.com/blogs/zz/en/guidelines.html

Best Practice: A Formal Early Adopter Program
(rather than running a conventional pilot)

 Example: IBM Technology Adoption Program
A 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 & Compliance
Kill 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
Every employee is a part of BlueIQ
– 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 Drive change top down,
facing teams & grow the community of evangelists
– Quantify IBM’s social collaboration ROI
bottom up, sideways …
– Capture success stories encourage experimentation

Comprehensive Enablement Program

Lunch & Learn BlueIQ Resource BlueIQ Programs
Wiki Ambassadors

Regular webcasts BlueIQ Resource Wiki Community to help drive Face-to-Face Jumpstarts
adoption
Delivered by the experts at Learning modules, Reverse Mentoring by
using the tools to do their Webinars, Podcasts, Get them to enable or BlueIQ Ambassadors
jobs Presentations mentor your team
Train the trainer
Solutions Guide to get you Consider becoming an
Ambassador enablement
started ambassador (by joining the
Community) Manager training
Success stories to inspire
and convince Use the enablement
materials
Share success stories (User
Scenarios)

126

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.

Success Story -- Example

Sales prospecting and customer-facing
interactions
Jeannette Browning,
Tele-sales / Inside Brand Sales Specialist

 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


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)

130

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


Social Business inside IBM

132

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 barriers
Management barriers
Process barriers

133

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)
● http://ibm.co/NxpP52
IBM's Social Computing Guidelines
● http://www.ibm.com/blogs/zz/en/guidelines.html

134

Thank You.
Stuart McRae
Executive Collaboration & Social Business Evangelist
IBM Collaboration Solutions
ibm.co/smcrae
stuart.mcrae@uk.ibm.com
www.twitter.com/smcrae
www.linkedin.com/in/stuartmcrae
www.facebook.com/sjmcrae
www.smcrae.com 2011
© IBM Corporation

Social Business: Engaging Customers and Putting your Content into a Social Context

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