DigitalIntelligence
SOCIAL BUSINESS

What is the difference between social media & social business?
Are there benefits in becoming a social business?

ALTIMETER GROUP’S DEFINITION OF ‘SOCIAL BUSINESS’
“The deepintegration of
social media & social methodologies
into the organisation
to drive business impact.”

Social business maturity model
60% 30% 9% 1%
SOURCE: Forbes March 2012 – Mark Fidelman

The use cases
drivingsocial
business

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

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)

Tap into untapped
potential
McKinsey Global Institute: Unlocking value and productivity through social
technologies…

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

“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

DigitalIntelligence
SOCIAL STRATEGY

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 http://www.altimetergroup.com or contact
info@altimetergroup.com.
Presented by Simon te Brinke with permission of Altimeter Group, USA.

eBook
Webinar / Slide deck
E: stebrinke@gramercypark.com.au
Tw: @GramercyPark

DigitalIntelligence
IMPLEMENTING SOCIAL

Gartner Research: The Social Organization: How to Use Social Media

Barriers that stand in the way
privacy
purpose
change
control
culture motivation

Building the
businesscase
to gain support

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

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

Four factors for success

SOURCE: businessgoessocial.net

Reason number one: no real buy-in from senior executives. They don't endorse
It; They don't use it; SOURCE: businessgoessocial.net They don't see the business value

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: businessgoessocial.net

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: businessgoessocial.net

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: businessgoessocial.net

SOURCE: businessgoessocial.net

Pilot team. An Enterprise Social Network is perfect for your cross-functional team!
SOURCE: businessgoessocial.net

“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

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

The
conversation
prism
SOURCE: Brian Solis & JESS3

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

SharePoint
Yammer & Newsgator

OSLO

IBM
Connections

Chatter

Tibbr

Jive

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

DigitalIntelligence
DOING IT IN THE CLOUD

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

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)

44
Meet Share Participate
OFFLINE
Train Collaborate Connect

45
Social Business Solution
+
Aligned to
business goals
and objectives
Aligned business
processes
Increased
business value
and outcomes
Increased
dependency
on social
business
platform
+

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

DigitalIntelligence
LESSONS FROM THE FRONT LINE

”
Enabling next”
generation knowledge
management.
BP CEO John Browne “All companies face a common challenge: using knowledge more effectively than their competitors.”

SOURCE: businessgoessocial.net

The Business Problem:
Everyday a better
idea goes unused is a lost
opportunity.
We have to share more, and share faster.

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

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’

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

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

Aligned to
business need

Supporting
targeted
audience engagement.
Large public sector agency: Implementing social business strategy for increased community education and engagement.

SOURCE: businessgoessocial.net

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

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…

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.

% of daily users and nominated ‘favourite’ sites…
78% 46%
30%
14%
50%
And most popular messaging apps…
80% 63% 52% 20% 17% 16%

Conversation
Destination Website
ca
DIRECT
Google.com.au
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

“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

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

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.

“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

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.

DigitalIntelligence
THANKS & QUESTIONS