Social Business Adoption
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Transcript of Social Business Adoption
© 2013 IBM Corporation
Social Business JourneySocial Business Adoption
3rd Global Learning Coffee Session
© 2013 IBM Corporation
Socialize in Today’s Smart Cloud Meeting
question to ask or point to make
connect and watch presenter’s live image
comments, questions, supply information, report system problems
© 2013 IBM Corporation
MICHAEL MARTINE
Michael is a Director in the Supply Chain Transformation CIO organization. His team delivers the portfolio of business transformation initiatives across Procurement, Global Hardware and Software Manufacturing, Demand/ Supply Planning, and Global Logistics processes.
Michael is a patent-holder of several patents granted in the United States. He also holds an MBA in International Business from the Thunderbird School of Global Management, and a Bachelor of Arts in International Studies, with concentration in Economics, degree from the University of North Carolina at Chapel Hill.
One of his papers is: http://blogs.hbr.org/2008/04/how-ibm-uses-online-games-for/
He is currently on assignment serving as the CIO Location Executive for Hungary.
Michael is a passionate Social Business Ambassador and Evangelist and has a huge experience in adopting Social Business.
Get to Know Our Guest Speaker
© 2013 IBM Corporation
How Millennial are you?
FROM BOOMERS TO MILLENNIALS: MAKING THE GENERATION GAP WORK
• Q1: Experts say we have 5 generations in some of today’s workplaces. How do we make that work?
• Q2: What are the positive aspects of a multigenerational workforce? Can they achieve results that heterogeneous EEs can’t?
• Q3: What kinds of work are best suited to a multigenerational workforce?
• Q4: How can organizations fully utilize their employees’ diverse strengths in business strategies?
• Q5: What generation are you? What type of motivators and drives inspire your best work? • Bonus: Do you have any examples of
“reverse mentoring” success stories?
© 2013 IBM Corporation
Engage to Fit into Work Style and Culture
• Motivate and engage with great experiences
• Reverse mentor leaders with high potentials
• Extend external participation by engaging a brand army
• Measure value; focuson outcomes
© 2013 IBM Corporation7
Educate non-social leaders and raise profile of high potential employees
The front-line, social employee
How can I more effectively help
change the way we work in IBM?
Why are we not better at using technology in a
business setting?
How do I communicate effectively with
my team?
Is this private or business?
Should I use a wiki, blog,
community…?
The business leader,
executive
How do I communicate effectively with
leadership?
Is Facebook really for
me?
How about LinkedIn? I get
so many requests all the time!
© 2013 IBM Corporation
Evangelize & enable across audiences:
• Spread evangelism from early adopters with formal peer enablement
• Enable through multiple media and channels
• Provide Forums, Blogs, Communities, Bookmarks, Reference Folders, Educational Sessions, “FAQs” , etc. for employees & executives
Evangelize and Enable
© 2013 IBM Corporation
Leaders Show the WayExecutives actively lead culture change to establish social business:
1. Enlist senior management to “live social”
2. Give weight to why social matters to the business
3. Participate through content in blogs, video, and other media
© 2013 IBM Corporation10
Social Executives Are Trusted More
Likelihood of trustingCEO & leadership who openly
communicate on Social*
Much more likely (31%)
More likely(51%)
No difference
(16%)
Less likely (2%)
* 2012 CEO, Social Media & Leadership Survey, BRANDfog, March 2012, p11
© 2013 IBM Corporation
Social Business
*From the November 2012 IBV Report Presentation: The Business of Social Business: What works and how it’s done
Social business is defined as “embedding social tools, media, and practices into the ongoing activities of the
organization”*
So how do we do this?
A Social Business uses collaborative tools, social media platforms and supporting practices to engage employees, customers, business partners and other stakeholders in an ongoing dialogue
This enables – Individuals to connect and share information and insights more effectively with others – Organizations to more effectively share resources, skills and insights within and across work
processes and organizational boundaries
Social business is a game changer – relying on significant individual behavior change to achieve the value
© 2013 IBM Corporation
Recommendation 1Implement key social business capabilities beginning with two priority capabilities
Recommendation 2Enhance IBM’s social business technologies to drive “irresistible” adoption and reuse
Collaboration with business purpose
NOT for collaboration’s sake
Change “how” we work
NOT additiveto work
SOCIAL BUSINESS
is how we will work
SOCIAL BUSINESS
enables us to personalize with scale
Leadership with business purpose
NOT just viral NOT ad-hoc
Rewards, motivations, and interactions that address behavioral change
NOT just technology
PROCESS PEOPLE
SOCIAL BUSINESS
is enabled by irresistible technology
TECHNOLOGY
Apps that are irresistible, simple, elegant, responsive
NOT untailored or unwoven into how we work
Core technologycapabilities including mobile and video
NOT constraining
Recommendation 3Deploy a change program and governance to enable ongoing transformation to a Social Business
Learning Breakthroughs and Guiding Principles
© 2013 IBM Corporation15
Social Adoption by the Numbers100
0
79%
27%22%
use, or plan to use, social media 1
have dedicated social role 2
of middle managers prepared 3
Social Adoption Challenge
Sources:1. Harvard Business Review Analytics Services; 2. Ragan Communications and NASDAQ OMX Survey; 3. IBM® 2012 Social Business Study.
© 2013 IBM Corporation
Create a New Way of Working• Integrate social into
business processes
• Model role interactions vs. process flows
• Tailor experience by audience
• Set governance to shift culture
• Create new social job roles
Create a New Way of Working
© 2013 IBM Corporation
Integrate into Processes
Embed social into high priority processes:
• Prioritize processes
• Focus on role interactions with process
• Generate ideas with use cases
• Measure before and after change
• Benchmark with others
© 2013 IBM Corporation
Customize the visual interface:
• Interview priority audiences on needs
• Develop multiple views - roles, departments & geographies
• Include your brand identity
Customize the Experience
© 2013 IBM Corporation
Drive Culture with Governance
Set guidelines & policies to shift culture to high participation:
• Create a cross-organization social council
• Define and communicate guidelines
• Prepare risk mitigation plans & responsibilities
© 2013 IBM Corporation20
Community Management
Center of Excellence
Reputation / Risk Mgmt
Metrics & Measurement
Content Management
Standards
Key Activities
Drive Culture with Governance
Executive SponsorsExecutive Sponsors
Social CouncilSocial Council
Focus on value to gain sponsors
• Social can add
>$1 Trillion annually across the value chain through efficiency improvements1
Bring the Governance Conversation to the Organization
• Social Business Jams
• Ideation Communities
• Crowd Sourcing Solutions
Source:1 McKinsey Global Institute, 2012
© 2013 IBM Corporation
Establish new job roles to grow adoption & value:
1. Build dedicated Social Business team
2. Staff new social business process job roles
3. Link team to Communications, IT, HR, managers and executive leadership
Social Job Roles
© 2013 IBM Corporation
What Are the New Roles?
Community Manager
Define scope, desired outcomes and boundaries
Balance the needs of knowledge contributors and seekers
Promote membership and reward active participation
Support active and appropriate content contributions
Monitor, measure and share engagement & business value
Educate and Advocate regarding community value
• Community Strategist
• Community Manager
• Social Analytics Manager
• Social Reputation and Risk Manager
• Social Customer Support Manager
• Social Innovation Manager
© 2013 IBM Corporation24
Show measurable value:
1. Track social metrics in terms of business goals
2. Focus outcomes and maturity more than activity
3. Use Social Network Analysis to show health of interaction
4. Share viral value stories with clear benefits
Show Metrics of Value
© 2013 IBM Corporation25
Leveraging Social Metrics and Analytics to Transform Employee Engagement
Real-time awareness of organization’s "pulse"
• Understand employee opinions
• Internal and external social
• Employees have more “voice”
© 2013 IBM Corporation26
Map role interactions for process domains
ROI by transforming work
Example: Regulatory Compliance
Social is measurable with Process Patterns