Social Business Practices shared by IBM Vice President Sandy Carter

© 2012 IBM Corporation

Get BOLD Social Business Agenda

Sandy Carter | VP, Social Business Evangelist

IBM Corporation

Follow me @ sandy_carterhttp://twitter.com/sandy_carter

Subscribe to my bloghttp://socialmediasandy.wordpress.com/

http://twitter.com/sandy_carter

http://socialmediasandy.wordpress.com/




© 2012 IBM Corporation2

Social Media is changing interactions and creates

opportunities for new relationships


What is a Social Business?

3

Engaging

Transparent

Nimble

3


Industry leaders are disrupting their markets with Social

Business…


…and achieving ROI across the organization

Customer ServiceCan achieve 5% reduction in customer defection rate increasing profits by up to 68% (2)

Product

DevelopmentCan develop and bring new products to market in 1/3 time (3)

SalesCan increase sales manager revenue by 40% and improve efficiency by up to 50% (1)

Marketing Can achieve 100% increase in

market exposure (4)

Source 1: VCC case study, Source 2:TBC , Source 3: Cemex case study, Source 4. Amidori case study


Our market leadership…

of the top 10 banks

and retailers

of the largest telcos governments covering

all G8 nations

…provides unparallelled experience on how to achieve success

Expertise across all Industries & Geographies

#1Ranking by IDC for 3

consecutive years

60%of Fortune 100 use

IBM Social

Business

36,000+IBM Social Business

general business

customers globally

© 2012 IBM Corporation7 Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press

The Social Business AgendaS

oc

ial

Bu

sin

es

s Align Organizational Goals & CultureA

Gain Social TrustG

Engage through ExperiencesE

Network Your Business ProcessesN

Design for Reputation & Risk ManagementD

Analyze Your DataA


Omron: Cultural shift

Goals:

Approach & Results:

Shift from multi-local to Pan

Geographic

Integrate division model

for ―1 Omron to Client‖

A

CULTURE eats strategy for lunch!


Culture Assessment

Cultural Theme Culture QuestionsC = Current D = Desired

1 2 3 4 5

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

A


Asian Paints – Trust with Ecosystem

Our customers

Dealers

Architects/ Interior

DesignersPainters

End consumers

Tippers

Friends

Followers

Expertise

Responsive

&

Consistent

Transparent

&

Open

15%

Website for professionals

G


Executives leading the way to build trust

IBM’s CEO

• Dedicated Communication

Community called

“ThinkTogether”

• Video Blogs

– First day on job

– After every Qtr

• Recognition via micro blogging

G

Much more

likely (31%

More likely (51%)

No

difference

(16%)

Less

likely (2%)

Likelihood of trusting CEO & leadership who

openly communicate on Social*


Justin BieberTwitter Followers: 7.4 MillionReactions Generated: 294Reactions per 1K followers: 0.04

Twitter Followers: 86,000+Reactions Generated: 3,291Reactions per 1K followers: 38

MASS INFLUENCER / TIPPER

Twitter Followers: 6,900+Reactions Generated: 1,281Reactions per 1K followers: 186

38 186

0.04

Courtesy of DeepMile CorproationCourtesy of DeepMile Corproation

Trust = reactions; not followers

G


Shift from process automation to collaborative

processes

E

Process Automation Collaboration

Business Intelligence/analytics

Direct customer Interface

Systems of EngagementSystems of Record

*Balance to 100% is

non IT opportunity

Source: The Corporate Executive Board Company. IBM Strategy

Analysis based on APQC Process Classification Framework v5.0; n=550


CEOs Get Social!

Source: 2012 IBM CEO Study “Leading Through Connections

Percent of CEOs using Social

to Connect with Customers

Top 3 CEO Priorities:

Empowering employees

through value

Engaging customers

and individuals

Amplifying innovation

with partnerships

Primary Channel for Engaging

Customers within 5 Years

E


5

Deliver value to

empowered

customers

Foster lasting

connections

Capture value,

measure results

CMOs Signaled Three Key Goals

15Source: IBM Institute for Business Value, Global Chief Marketing Officer Study, 2011

71%of CMOs regard social

business as their #1 priority

in managing the shift to

digital technologies.


Engaging to amplify rewards and motivation

IBM - BlueThx TD Bank – WOW Moments

E


Integrated gamification creating engagement

More quickly realize the

value of social business

by engaging customers,

partners and employees

Spark Adoption for IBM Connections,

Spark Collaboration for IBM Connections

E


Engage with an Exceptional Experience;

Shift spectators into participantsSocial Gaming at AXA and IBM

Engaging students at SP Social Cloud at Panasonic

Setting a standard of services at Hilton

E


Integrated Social User Experience with the Best Social

Mobile Capabilitiy!

New!E

Move from a river of news to

an interactive integrated

business stream

• Easy to integrate business

applications and workflow into stream

Integrate your Inbox view and your

social perspective into a single

experience

• Made it easy to keep track of your social

network and your correspondence

Extend corporate

branded social

platform to your

mobile experience

• Easily manage your

branding across all

devices from a single

point


(Social) Network Processes

N

21

Defining the unique character of the company’s core promise

Greenwell exists to nourish the soul,

providing organic foods that are gentle

on the earth—and healthy for the body.

With an all-local, farm-to-table approach,

the wholesale organization creates

products that retailers are proud to offer

their customers, at a price that everyone

can enjoy.

Greenwell works to provide

every employee with a

consistent understanding of

the company’s unique

character, from compelling

product differentiators to the

company’s core values.

Creating Community and Core Values

The wholesale organization engages

in ongoing social listening and applies

advanced analytics to understand gaps

that exist between the company’s brand

and how their ideals are being

perceived in the real world.

Social Media Listening and Sentiment Analysis

Social business collaboration tools enable the

wholesale organization to solicit ―best ideas,‖

concepts and voting from large groups across

the Greenwell organization and its partner and

local producer ecosystem.

Idea Generationwith Employees & Partners

The product launch community not only serves

as a collaboration platform, but also as an

executive management tool. Greenwell

employees are able to present the CMO with a

progress report, providing visibility into the

project, its participants, and its overall

popularity.

Shared Metrics and Reporting

Greenwell’s launch efforts have paid

off—the company has enhanced the

integrity and awareness of the Greenwell

brand. And because it is a social

business, word of the launch is lighting

up a network of advocates—employees,

partners, suppliers, and customers.

Customer and Employee Advocacy


Open Framework support for Business Applications integration

into unified activity stream drives process efficiency

• SAP

• Cognos

• FileNet

• IBM Forms

• Peoplesoft

• SugarCRM

• Websphere Portal

• Microsoft SharePoint

• Yammer, Jive, Chatter, …

• Websphere BPM, Lombardi

• Custom Workflow applications

• Domino xPages applications

• Twitter, Facebook, Google+

• Trilog (Business Partner Solution)

New!N


Value of Social Business

30%

20%

20%HR & Talent Management Increase speed to access knowledge;

Increase speed to access experts

Customer ServiceIncrease Customer Satisfaction

R&DReduce time to market;

Increase number of successful innovations

Source: Business and Web 2.0: An interactive feature, McKinsey Quarterly, 2011

N

© 2012 IBM Corporation29Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter,

ISBN: 0132618311, Copyright © 2011, IBM Press

D

Design for Reputation and Risk Management

• Develop Policies

• Management Oversight

• Regulatory Compliance

• Network Security


Analytics

Dimensional Analysis

Filtering

Voice

Keyword Search

Dimensional Navigation

Drill Through to Content

Relevant Topics

Associated Themes

Ranking and Volume

Relationship Tables

Relationship Matrix

Relationship Graph

COMPREHENSIVE ANALYSIS

SENTIMENT

EVOLVING TOPICS

AFFINITY ANALYTICS

100% Improved exposure

A


IBM

3

1

98% Positive Sentiment of IBM’s Social

Business messaging (Jan 17-23rd)


We are announcing...

Industry leading business outcomes from Social

– Ranked #1 by IDC for 3 years

– Delivering outcomes to 60% of Fortune 100, 36,000+

General Business customers

First-of-a-kind IBM Platform for Social Business

– Connections 4, Connections Suite, Intranet Experience

Suite

– Mobile, Integration, Social Content, Social Analytics

Smarter Social Ecosystem

– Broadest ecosystem of 39,000+ Partners

– Software Development Kit for IBM Social Business

– Ready for IBM Social Business Solutions Showcase

New!


IBM Announces the Intent to Acquire KenexaAs recognized leader in end-to-end talent management solutions, Kenexa

brings capabilities required to enable a smarter workforce

Top Recruitment Technology ProviderTop 20 Leadership Training

Companies

RPO Baker’s Dozen 20117th year in a row

Best Learning Content Management System

Product of the Year 2010Source 1: non-GAAP

• Industry leader with a unique combination of technology, services & content

• Only cloud-based talent management solutions provider with a proven RPO

business

• 25 years experience building teams, transforming organizations and

processes

• Blue-chip client base, including over half of the Fortune 500

• More than 8,900 clients across every industry

• Rapid growth: 29% CAGR1 since 2004

New!


What do you do now?

Social Business

Agenda Workshop

• Establish Strategy, Gain Buy-In

• Accelerate Adoption

Business Value

Assessment

Social Business QuickStart

Value Estimator &

Business Value

Assessment


Follow me @ sandy_carterhttp://twitter.com/sandy_carter

Subscribe to my bloghttp://socialmediasandy.wordpress.com/

Available Now

ISBN-10: 0132618311

ISBN-13: 9780132618311






Social Business Practices shared by IBM Vice President Sandy Carter

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