1. High Impact Social Business:
Stories and New Perspectives
Dion Hinchcliffe (@dhinchcliffe)

2. Social Business Summit 2011 Singapore | High-Impact Social Business
The drivers for next-generation business
• Pervasive global connectivity
• New friction-less interaction
platforms
• Next-gen mobility
• Focus on network effects
• Information superabundance
• Inherent transparency,
openness, and broadcast
• The rise of social capital

3. Social Business Summit 2011 Singapore | High-Impact Social Business
The current engagement landscape
Maturing
Competent
Webinars
online video
direct mail P2P video
social networks mobile
apps
Immature
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4. Social Business Summit 2011 Singapore | High-Impact Social Business
Social As The New Dominant Global Trend
Source: ComScore Global & Morgan Stanley
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5. Social Business Summit 2011 Singapore | High-Impact Social Business
Mobile Internet Ramping Up Faster Than
Desktop Internet by 5x
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6. Social Business Summit 2011 Singapore | High-Impact Social Business
Hundreds of public social networks...
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...channel fragmentation 6

7. Social Business Summit 2011 Singapore | High-Impact Social Business
Dozens of internal social channels
• E-mail
• Text messaging
• Instant messaging
• Meetings and conference calls
• Enterprise 2.0
• Social CMS
• Knowledge management
• Intranets
• Online communities
• Communities of Practice
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8. Social Business Summit 2011 Singapore | High-Impact Social Business
Channel Fragmentation Is Now The Norm
+
400 social networks with over 1 million users = 2 billion mobile Internet users + 100 million
aggregate audience of about 900 million next-gen smart phone users across hundreds of
device types
Have Become The De Facto Primary
Channels for Customer Engagement
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9. Social Business Summit 2011 Singapore | High-Impact Social Business
So Customers Have Moved...
And Companies Have Fallen Behind
• Mobile
• Social
• New Digital Channels
• Approximately 1 Billion “Digital Natives” Have
Migrated In the Last 3 Years
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10. Social Business Summit 2011 Singapore | High-Impact Social Business
Organizations Know
The Problem Will
Only Get Worse
 Outdated frameworks and operational strategies often relegate discussions to
incremental fixes and piecemeal approaches
 Although @ComcastCares has over 10 employees responding in new customer
engagement channels like Twitter, they can’t scale.
 A proliferation of new social networks and mobile apps are appearing at an
increased pace – organizations are falling further behind.
 The result – large amounts of waste in fragmented data, customer records,
touchpoints, and experiences – leaving companies unable to efficiently reach
customers, prospects, and partners.
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11. Social Business Summit 2011 Singapore | High-Impact Social Business
Change Keeps Coming:
The Rise of Social and Mobile Apps
PepsiCo Digital Chief: “The majority of social interaction will happen via mobile” - Feb
21, 2011
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12. Social Business Summit 2011 Singapore | High-Impact Social Business
The worldʼs most important channels...
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13. Social Business Summit 2011 Singapore | High-Impact Social Business
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14. Social Business Summit 2011 Singapore | High-Impact Social Business
What do these new engagement models really
provide to businesses?
• Radical reductions in cost of
doing business (i.e. 30% reduced
support costs)
• Dramatic improvements in
customer sat scores & partner
engagement
• Real-time response to
customer needs & critical
situations
• Access to deep pools of
innovation
• Revenue growth (increased
top-of-line sales and service
numbers)
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15. High Impact Social Business Stories
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16. Selected
Social Business Stories
• Open Source Software (OSS)
•
• The Search for Steve Fossett
• Innocentive (B2B)
• AOL
• Atlassian Lesson Social Talent Pool +
Problem = Innovation
• SAP B2B Community

17. Social Business Summit 2011 Singapore | High-Impact Social Business
Whatʼs the best way to interact with someone
under 30?
• #1: Have a mobile app on their
first screen.
• #2: Those under 30 rank text
messaging as their primary form
of communicating, followed by
Facebook.
• These are the critical and future
new channels in which to have
deep marketing effectiveness.
• The primary future of marketing
will be in “large scale social
experiences.”
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18. Social Business Summit 2011 Singapore | High-Impact Social Business
The Leading Edge of Customer Engagement:
Large Scale Social Experiences
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19. Social Business Summit 2011 Singapore | High-Impact Social Business
Case Study: HBO
• More than 750,000 additional visitors
• Increased Facebook engagement by 115%
(improvement in number of Likes to 3
million.)
• Tens of thousands in additional
merchandise sales
• Nearly doubled the number of 3rd season
premier viewers to 6.4 million
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20. Social Business Summit 2011 Singapore | High-Impact Social Business
Where is the social business opportunity in
workforce engagement?
• Increased levels of productivity that were inaccessible until now
• Enablement of tacit interactions on a previously unknown scale
(Source: McKinsey & Company)
Enterprise 2.0 has
the potential to
increase productivity
in complex
interactions, where
previous attempts
have largely failed
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21. Social Business Summit 2011 Singapore | High-Impact Social Business
The 50 Foot Collaboration Rule
• Workers are not likely to
collaborate very often if
they are more than 50 feet
apart:
Take Away:
Surmounting this
obstacle is now
• Even with traditional possible with social
electronic aids such as
telephone, e-mail, and technologies
remote video
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22. Social Business Summit 2011 Singapore | High-Impact Social Business
Significant Social Business Examples
• - 50x ROI in
high value scenarios
• - 29% reduction in e-
mail volume after making
social their primary
business channel
• and Atos
Origin - Eliminating e-mail
entirely while moving to
social channels
• Gold Corp - $3.5 billion in
value generated through

23. Social Business Summit 2011 Singapore | High-Impact Social Business
Social CRM: How can we have conversations
of value with millions customers?
Example:
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24. Social Business Summit 2011 Singapore | High-Impact Social Business
• Telecommunications giant wanted
workers to be much more collaborative From Greg Lowe, Enterprise 2.0 Lead:
• 77,000 employees scattered across the
globe previously using primarily process-
focused tools like SharePoint
• Began experimenting with Yammer back
in 2008, now over 9,300 workers using it
- Users began reporting Ibenefits: a problem.'”
“Yammer saved me three days of trying to find who should talk to about
• Spent 13 months working on formal E2.0
implementation, which rolled out earlier
in 2010 on Jive Software
• Users have been mobilizing and self-
organizing, such as sales groups that
have created social groups to share best
practices and internal techniques
• Now 30K+ engaged workers
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25. Social Business Summit 2011 Singapore | High-Impact Social Business
Human Resource Implications for Social Business
• HR is ground zero for internal and external social
media
• Example: CHROs we talk to are fielding requests from
employees to create Facebook groups to collaborate
- Primary Cause: Employees are not given basic
collab tools in most firms
- One CHRO at a large financial services firm has
received over 50 such requests in 2010 alone
• Increasingly, HR is actually getting in the driverʼs
seat
- Policies
- Guidance and Support
- Professional Development
- “Air Cover”
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26. Social Business Summit 2011 Singapore | High-Impact Social Business
Show Me The Value:
Latest Social Business ROI findings:
• 1700 executives from around the
world across a wide range of
industries
• 69 percent of respondents report
that their companies have gained
measurable business benefits,
including:
- More innovative products and
services,
- More effective marketing and
customer care
- Better access to knowledge
- Lower cost of doing business
- Higher revenues
Source: McKinsey, 2010
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27. Social Business Summit 2011 Singapore | High-Impact Social Business
How do we best organize for Social Business?
• CMO?
• Corporate
Communications?
• Human Resources?
• IT Dept?
• Where then?
• Social Business
Office
• “Triumvirate”
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28. Thank you