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Social business: from #buzz to #benefits

  1. DigitalIntelligence SOCIAL BUSINESS
  2. What is the difference between social media & social business? Are there benefits in becoming a social business?
  3. ALTIMETER GROUP’S DEFINITION OF ‘SOCIAL BUSINESS’ “The deepintegration of social media & social methodologies into the organisation to drive business impact.”
  4. Social business maturity model 60% 30% 9% 1% SOURCE: Forbes March 2012 – Mark Fidelman
  5. The use cases drivingsocial business
  6. Applying social business across the organisation Create valued customer experiences • Engage and listen • Build the community • Shift toward sales & service SOURCE: IBM Institute for Business Value Accelerate innovation • Capture new ideas from anyone • Use internal communities to innovate • Enable structured innovation efforts Drive workforce productivity & effectiveness • Increase knowledge, transparency & velocity • Find and build expertise • Leverage capabilities beyond organisational boundaries
  7. Identified Benefits for Enterprise Collaboration 50% Greater alignment with organisational goals Increase in purposeful collaboration Reduction in operating costs 25 % Improvement in employee productivity 10% 50% Faster in finding information Increase in employee engagement/ job satisfaction 30% 30% 60% Increase in ability to collaborate with colleagues Sources: McKinsey Global Institute, The Social Economy: Unlocking Value and Productivity Through Social Technologies (2012) McKinsey & Company, Evolution of The Networked Enterprise (2013) Jive Software, The Business Value of Social Business (2010Salesforce Chatter, 50 Ways to Transform Every Department with Chatter (2011) Forrester, Social Enterprise Apps Redefine Collaboration (2011); Gartner, Predicts 2013: Social and Collaboration Go Deeper and Wider (2013) Altimeter, Making the Business Case for Enterprise Social Networks (2012), Gallup, State of the Workplace report (2013) Gartner, Reveals Five Social Software Predictions for 2010 and Beyond (2010)
  8. Tap into untapped potential McKinsey Global Institute: Unlocking value and productivity through social technologies…
  9. The untapped potential in social technologies $1. 5T+ Annual value that could be unlocked using social technologies $1. 5B+ Number of users, using social networks globally 2x Potential value from enabling better enterprise collaboration 80% Proportion of total online users who interact with social networks regularly 3% Share of companies that derive substantial benefit from social technologies 90% Proportion of companies reporting benefits from using social technologies 20% Estimated potential improvement in employee productivity 28 hrs Time spent each week by staff emailing, looking for information, etc. SOURCE: McKinsey Global Institute – The Social
  10. “When we thought ahead to the next generation of employees and their social media usage outside the company, we knew that at some point not having a collaboration platform based on social business software would be similar to being among the last companies to have email.” Anu Elmer: Vice President Communications at Swiss RE
  11. DigitalIntelligence SOCIAL STRATEGY
  12. The Seven Success Factors of Social Business Strategy Simon te Brinke Digital Communications & Social Business Strategist Gramercy Park Consulting Twitter: @GramercyPark 4 April 2014 Altimeter Group provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models. Visit us at or contact Presented by Simon te Brinke with permission of Altimeter Group, USA.
  13. eBook Webinar / Slide deck E: Tw: @GramercyPark
  14. DigitalIntelligence IMPLEMENTING SOCIAL
  15. Gartner Research: The Social Organization: How to Use Social Media
  16. Barriers that stand in the way privacy purpose change control culture motivation
  17. Building the businesscase to gain support
  18. Social Business Framework PEOPLE Create a measurable increase in productivity & performance effectiveness by connecting people to people, work like a network PROCESS Create an environment that supports the identification of opportunities or problems to trigger just in time knowledge processes that enable organisational learning CONTENT Facilitate knowledge creation & sharing via a rich user experience that intrinsically motivates employees to contribute through reward & recognition initiatives aligned to objectives. TECHNOLOGY Leverage knowledge technologies which provide rich user experiences and simplify access to people, information and knowledge relevant to the business need to drive competitiveness & long term value
  19. Develop your plan Quality of information Staff productivity Economic sustainability User experience Reach, Sentiment Likes, Shares Alignment Tasks Discussions Knowledge Single source of the truth Accuracy Mobility Self-service What I want, when I want it, in the format I want Improved productivity, richer data sets, simplified integration Any device. anywhere Online, Offline BYOD Relevant, timely, easy to publish, single source of truth Crowd Sourcing Internal and External Communities Quality Timeliness Relevance Context Outcomes Customer engagement
  20. Four factors for success
  21. SOURCE:
  22. Reason number one: no real buy-in from senior executives. They don't endorse It; They don't use it; SOURCE: They don't see the business value
  23. You are not alone. Research firm Gartner estimates that through 2015, 80 percent of social business efforts will not achieve the intended benefits due to inadequate leadreship and an overemphasis on technology. SOURCE:
  24. And because senior executives are not involved: staff sit on the fence whether to use it or not; the network is not Used as part of business process; and there are not enough resources to support adoption... SOURCE:
  25. I heard this Yammer thing is somehow Official. I don't see the CEO using it. Looks like a Marketing department thing. I'm working on the network in my lunch breaks – internal communications officer and part-time internalSocial network Champion. SOURCE:
  26. SOURCE:
  27. Pilot team. An Enterprise Social Network is perfect for your cross-functional team! SOURCE:
  28. “Don’t get stuck in a pilot for too long…if you always dabble, it will be a failure.” Don Bulmer: VP Communication Strategy , Royal Dutch Shell
  29. Social Pilot or Program Delivery Results & governance • Monitor & measure activity • Analyse and learn from the success of the program • Incorporate findings • Continue to adapt the strategy, models, processes and methodologies as required • Celebrate & communicate your success Execute the plan • Document the functional requirements • Develop interaction model • Implement organisational structure required to manage the project and risk • Identify, gather or create the required content • Build awareness and train relevant staff • Configure technology • Test & deploy Characteristics & usage • Develop segmentation/ what are the characteristics of your target audience (Persona Development) • Context/ where do they live online, how do they use social media • Value/ Why will they want to connect, engage • Assess c social maturity of the organisation/staff • Identify the most relevant tools/technologies Challenges & Opportunities • Get all stakeholders involved from the beginning • Assess business goal and agree the social objectives • Pinpoint the risks and issues you think may arise • Identify success criteria • Agree the governance model • Ensure you have executive sponsorship Roadmap & business case • Develop participation strategy including: • Storylines • Issues or topics • Supporting information • Content requirements • Legislative or policy requirements • Promotion strategy • Production schedule • Timeframe & resources • Budget • Outcomes
  30. The conversation prism SOURCE: Brian Solis & JESS3
  31. Gartner ’s take on the ESN landscape  Established enterprise collaboration vendors  Best-of-breed, pure-play vendor  Global SaaS vendors  Familiar middleware vendors SOURCE: Gartner Magic Quadrant for Social Software in the Workplace 2013
  32. SharePoint Yammer & Newsgator
  33. OSLO
  34. IBM Connections
  35. Chatter
  36. Tibbr
  37. Jive
  38. Magic Quadrant Social Software in the Workplace September 2013 Aragon Research Globe Social Software June 2014 Neurascope Enterprise Social Networks April 2014 Forrester Wave Enterprise Social Platforms June 2014 * All reports published within the last year, and available upon request Ovum Decision Matrix Enterprise Social Networking January 2014 Jive is the clear leader Enterprise Social
  39. DigitalIntelligence DOING IT IN THE CLOUD
  40. What is Social Business? 42 INHOUSE Intranet ERP KB CRM Mail Support Training SaaS SFDC Marketo WEB Facebook LinkedIn Twitter Merge & Filter: Insights Forum Content Projects Discussions Collaboration Social business | Social Experience Efficiency Visibility Value + + + User Exp. + Involvement
  41. Social Business Platform? I can’t wait! 43 Product features (Architect) Roadmap (Prod Team) Product Documentation (Prod Manager) Sales Collaterals (Sales Support team) Use Cases (Principal TC’s) Sales Trainings (Sales Managers) Campaigns (Marketing) Prod Strategy (All) Public (Twitter, Facebook) Public (Web Site team) Public (SEO team)
  42. 44 Meet Share Participate OFFLINE Train Collaborate Connect
  43. 45 Social Business Solution + Aligned to business goals and objectives Aligned business processes Increased business value and outcomes Increased dependency on social business platform +
  44. 46 Security: - Content Protection - Access - Threats - DDoS Business Continuity: Disaster Recovery Disaster Avoidance User Experience - Uptime - Latency - Performance Management: - Support - Management tools - Monitoring Interoperability: Hybrid Hosting Low latency networking
  45. DigitalIntelligence LESSONS FROM THE FRONT LINE
  46. ” Enabling next” generation knowledge management. BP CEO John Browne “All companies face a common challenge: using knowledge more effectively than their competitors.”
  47. SOURCE:
  48. The Business Problem: Everyday a better idea goes unused is a lost opportunity. We have to share more, and share faster.
  49. The new Knowledge Management Model is Social Knowledge Claim Formulation Problem/Opportunity Recognition Knowledge Transfer Initiate Knowledge Processes Business Processing Environment (Knowledge Use) Knowledge Use Business Outcomes Distributed Organisational Knowledge Repository Information Acquisition Knowledge Production Knowledge Claim Evaluation Individual and/or Group Learning Knowledge Lifecycle
  50. Social KM enabling cross functional innovation • A member of the Cost Engineering Group has an idea which could significantly reduce the cost of on-boarding new staff on projects. • He initiates a discussion by posting his idea to the Group • The idea is promoted to the Functional Authority for evaluation • The idea’s value is verified by the Standards Committee and the Cost Engineering Group is asked to revise the existing Standard to improve Project Start Up processes. • The Cost Engineering Group collaborate on the creation of the new Standard which is published for review by the KM Administrator • The new Standard is authorised, #tagged and published to the Knowledge Repository which automatically updates the activity stream. • Users subscribing to the #tag are automatically notified and see the new Standard. • The PM for Project Y applies the new Standard on-boarding new staff reducing the capital intensity of his project significantly. • He post a news item calling out the effectiveness of the new Standard in reducing Project Start Up costs • The Project Manager for Project X sees the update on his mobile • He is seeking help on Cost and Compliance issues on his project. • He views the profile card of the Author of the Standard and sees the Cost Engineer is a recognised SME with specific expertise in the area relevant to his Project. • He direct messages the Cost Engineer who receives the invitation to assist on Project X in his newsfeed. • He replies immediately and assists with cost analysis and compliance requirements which result in time saved. Cost Engineer Idea is adopted as a ‘Revised Standard’ Knowledge Repository Project Manager see’s update in Activity Stream ‘Can you assist me on my Project?’ Y “The new Standard has significantly reduced start up costs on Project Y’ Cost Engineer Posts Idea to Group Cost Engineering Group Project Y Team “Being able to locate expertise improves Project productivity’
  51. The new Knowledge Management Environment Support learning through the use of video and worked examples Fast access to lessons & expertise Unlock existing knowledge through data visualisations Central access to all business critical information & knowledge Search people, conversations, documents Line of Business Systems: Data Storage, Information Repositories, Workflow & other Core Projects Processing Systems
  52. Value Map Improve Business Competiveness KM Strategic Become a Learning Organisation Accelerate Objectives Business Capabilities Technical Capabilities Individual/Team On-boarding Connect People Activity Based Updates Governance & Access Controls Gamification Community Spaces Social Networking News Feeds Leverage Scale & Expertise Information Tagging Usage Metrics & Analytics DIRECT BENEFITS • Easier/faster to find information • Easier/faster to find people/expertise • More efficient use of internal resources INDIRECT BENEFITS • Lift in employee engagement/retention • Accelerated time to competency • Increase in valuable ideas/insights BEHAVIOUR • Increase in knowledge sharing/collaboration • Structured/actionable discussions • Closer alignment with business objectives Centralised Search Ideation & Innovation On any Device Knowledge Base Expertise Identification Knowledge Networks CoPs
  53. Aligned to business need
  54. Supporting targeted audience engagement. Large public sector agency: Implementing social business strategy for increased community education and engagement.
  55. SOURCE:
  56. Team objectives Increase the frequency of successful outcomes on the site Help reduce barriers to engagement with the public sector agency Encourage community influencers to become advocates for the site Create a site that is engaging, credible and accessible to a diverse audience
  57. Time online/social media Rarely/Never Every 2-3 months A few times per month 0 100 200 300 400 Facebook YouTube Snapchat Websites of your… Instagram Google+ Online chat such… Tumblr Twitter Blogs Q&A websites… Pinterest Online forums… LinkedIn None Less than 1 hour Between 1 and 3 hours 0 200 400 Accessing a social… Listening to music Chatting or IMing Playing games online Watching online… Watching TV shows or… Generally browsing… Researching products… Accessing news online Emailing Accessing…
  58. Social media activity The role of social networks for the target audience can’t be overstated – it’s every day, for multiple hours, and the focus by far and away is to communicate and engage with their friends.
  59. % of daily users and nominated ‘favourite’ sites… 78% 46% 30% 14% 50% And most popular messaging apps… 80% 63% 52% 20% 17% 16%
  60. Conversation Destination Website ca DIRECT ca Partner Orgs Website Social Outreach Campaigns ca PARTNERS ca SOCIAL Conversation Prism Partner Agencies Media Experiential ca CAMPAIGNS Peer 2 Peer Culture Family School Personal Interests Personal experience Target Audience Engagement & Outreach Channel & Tactics
  61. “Don’t ask what technology to use. Ask first who you’re trying to reach, what you’re trying to accomplish, and how you plan to change your relationships with your audiences. Then, and only then, can you decide what social technologiesto use” Source: Forrester Research
  62. P O S T PEOPLE Assess your audiences social activities OBJECTIVES Decide what you want to accomplish STRATEGY Plan for new relationships with audiences (and stakeholders) TECHNOLOGY Decide which social technologies to use
  63. All Audiences Partner Groups Listening Talking Energising Supporting Identify local advocates who are spreading / amplifying the message. Monitor conversation across social web to better understand issues. Facilitate communication, connection and broader public engagement. Leverage visual campaign assets across social networks. Provide a ‘private’ and anonymous engagement channel.  Google Alerts/ Trends/Blog Search  Tweetdeck/ Hootsuite  BuzzMetrics  RSS and image based Social Technologies  IM / Chat Leverage partners’’ social networks and footprint to facilitate information sharing. Develop a private community where partner organisations and other professionals can share ideas, contribute knowledge and gain access to credible information.  Customised downloadable widgets, badges or buttons for partner agencies to use on their own sites.  Private online community forum based social technologies.
  64. “In the future, there shouldn’t be a social strategy, there will just be a strategy for customer experience.” Martha Hayward VP Social Media, Fidelity Investments
  65. Guidelines to building effective engagement Success is not tied to technical deployment, but to organisational and cultural change. You will win when you make things simple, valuable, concrete and iterative. Focus on identifying your audience and getting buy in by the right people. Set objectives, measure to prove the ROI and celebrate your successes Using social tools will help you understand use cases and how to drive adoption.
  66. DigitalIntelligence THANKS & QUESTIONS