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IBM Social Business

© 2013 IBM Corporation

Brandon Seppa Executive Consultant

IBM CEE

Making it Real for You

Social Business

Context for most of

my recent consulting

Work has become increasingly collaborative

Decision making is increasingly social

Knowledge Management is back!

The volume of information is staggering and growing rapidly

This information is critical to decision-making but it competes for our time!

Knowledge work has changed

The tools we employ must reflect the changing nature of our work

Why Now?

#1

Organizational structures have changed

Traditional org. charts do not reflect the way business really gets done

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Social Network Analysis

#2

Why Now?

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Critical Business Processes have changed

The next phase of Business Process improvement will focus on human interaction

#3

Why Now?

Traditionalists Boomers Gen X Millenials

Born 1922 – 1945 1946 – 1964 1965 – 1980 1980 – 2000

Training The hard way Too much and I’ll leave

Required to keep me Continuous and expected

Learning style Classroom Facilitated Independent Social and networked

Communication style Top-down Guarded Hub and spoke Collaborative

Problem-solving Hierarchical Horizontal Independent Collaborative

Decision-making Seeks approval Team informed Team included Team decided

Leadership style Command and control

Get out of the way Coach Partner

Feedback No news is good news

Once per year Weekly/Daily On Demand

Technology use Uncomfortable Unsure Unable to work without it

Unfathomable if not provided

Job changes Unwise Sets me back Necessary Part of my daily routine

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Purpose-built Social Collaboration tools are key to leveraging such a workforce

Workforce demographics have changed

“By 2014, 50 percent of

all employed people will

be Millennials”

Source: Millennials: 50% of Workforce

by 2014 February 2011

#4

Why Now?

Collaboration itself has changed

While not directly relevant to business, we must learn from their adoption

#5

Why Now?

70%recruiting

hiring

onboarding

professional

development

training

advancement

internal recruiting

succession planning

leadership development

benefits

offboarding

retirement

We have a mandate to get more out of our most expensive asset, our people

Why Now?

Recent Change: The degree to which Social is being employed to advance KEY business priorities!!

• “We will use Social to share files and reduce email attachments”

From ...

To ...

• “We will use Social to engage our key clients more meaningfully and drive a 25%

increase in customer satisfaction survey results by 1 Mar 2014”

• “We will use Social to create Wiki pages for documentation”

• “We will use Social to merge the cultures of our newly acquired companies”

• “We will use Social to test-market our campaigns and promotions to

maximize business impact”

• “We will use Social to increase the yield on our 4Q Sales pipeline by 15%”

• “We will use Social to increase the amount of policies that independent agents

write for us by 25% by EO2Q 2014”

Challenges &

Opportunities I see

Why are organizations betting BIG on Social Business?

Social Business

Challenge: “Who's Who in the Zoo?”

Challenges & Opportunities

Challenge: “I know the type of person I need to help me, but … “

How do people find people

beyond the walls of their cubicle?

Do employees spend too much time

looking for expertise?

How do employees find people with the

right skills or knowledge across time

zones, projects, and organizational

boundaries?

How do colleagues find you and

ascertain what you know?

What are the people and teams around

you working on, and how can you

benefit?

Challenges & Opportunities

Opportunity: Create people profiles

Challenges & Opportunities

Opportunity: Encourage status and project updates

Challenges & Opportunities

Opportunity: “Who else is interested in this topic?”

Challenges & Opportunities

Opportunity: Foster the development of professional networks

Challenges & Opportunities

Challenges & Opportunities

Challenge: How to give experts a voice

“People want to both hear and be heard”

Are people encouraged to share what they

know?

Are employees empowered with tools that allow

them to socialize their experience to benefit

the business?

How do business leaders share their vision

and solicit feedback today?

Could the effectiveness of corporate or

executive communications be improved?

Opportunity: Inspire experts to share their knowledge

Challenges & Opportunities

Opportunity: Give everyone a voice

Challenges & Opportunities

Opportunity: Create more opportunities for feedback

Challenges & Opportunities

Social Business drives expertise identification and utilization

ROI

• 30% Increase Speed to access Experts 1

• 20-25% increase in productivity 2

• Up to 80% increase in engagement through recognition & rewards 2

Challenges & Opportunities

1 “Evolution of the networked enterprise”, McKinsey & Co, March 2013

2 “The social economy: Unlocking value and productivity through social technologies”, McKinsey & Co, July 2012

• A leading automobile manufacturer…

• One of the largest Telcos in Russia...

Customer Examples

Challenge: How to break down organizational silos

Challenges & Opportunities

“We have hired and trained people to

work in silos. We need to identify future

leaders who can operate in a globally

integrated company, and train them to

think and work globally.”

SVP HR, Invacare Corporation

Challenges & Opportunities

Challenge: How to break down organizational silos (cont'd)

The tools we use today reflect organizational dysfunction

Challenge: How to break down organizational silos (cont'd)

Challenges & Opportunities

What are you doing to bring people

together around their shared

professional interests?

How can bringing people together

improve collective understanding of

markets, products, practices, and

competition?

Can better cross-organizational

awareness help mitigate duplicate

work/research/mistakes and share best

practices/successes?

“ … companies that used social software

to collaborate across organizational silos

and to share information more broadly

reported improved market share.”

McKinsey“The Rise of the Networked Enterprise”

Opportunity: Build communities of interest and practice

Challenges & Opportunities

Opportunity: Improve the amount and quality of cross-organizational collaboration

Challenges & Opportunities

• The largest energy provider in Southeast Europe

Challenge: How to stop reinventing the wheel .... over and over again

Challenges & Opportunities

Challenge: How to become more innovative

Challenges & Opportunities

Where do employees go today to share

ideas about existing/future

products/services?

… cost saving and revenue generating

ideas?

Is there a place where employees can go

today to see what ideas are being

developed and share their insight?

Do you have an effective mechanism to

harness employee input to drive

innovation?

Does your organization execute well on

new ideas?

“The way to get good ideas is to get lots

of ideas, and throw the bad ones away”

Linus Pauling

Opportunity: Stimulate conversations about projects and priorities

Challenges & Opportunities

Opportunity: Encourage the free and open exchange of ideas

Challenges & Opportunities

Opportunity: Streamline the collaborative execution of the best ideas

Challenges & Opportunities

• ROI

• Organizations WW lose “$31.5B/year failing to share knowledge and feedback in product development” 1

• Only 25% of organizations are good at generating & converting Innovations 2

“The Social Network is the New Innovation Production Line…” 3

…75% rely on social networks to vet new innovations for success 4

Social Business drives product and service innovation

Challenges & Opportunities

1 “Why Knowledge management is important to the Success of your company,” Lisa Quast, Forbes Online, August 2012, https://ibm.biz/BdxCF42 “The Global Innovation 1000: Making Ideas Work,” Barry Jaruzelski, John Loehr, and Richard Holman, strategy+business Magazine, Winter 2012, Booz & Company, Inc.3 Competitive Advantage in the Era of Smart,” Ginni Rometty, speaking at Council on Foreign Relations, NYC, March 7, 2013, https://ibm.biz/Bdx3nu4 “The Global Innovation 1000: Making Ideas Work,” Barry Jaruzelski, John Loehr, and Richard Holman, strategy+business Magazine, Winter 2012, Booz & Company, Inc.

• The leading bank in Russia …

Customer Example

So Why IBM for Social Business?

Commitment: IBM Smarter Planet

Social Business is as strategic as an initiative can

possibly be at IBM today.

Research: IBM Research Center for Social Business

The IBM Center for Social Software is a first-of-its kind Center of Excellence for collaborative and social software. The Center works closely with corporate residents, university students and faculty, creating the industry's premier incubator for the research, development and testing of social software that is "fit for business".

www.research.ibm.com/social

Investment: IBM Acquires Kenexa

“The acquisition bolsters IBM's leadership in helping clients embrace Social Business capabilities while gaining actionable insights from the enormous streams of information generated from social networks every day.”

$1.3 Billion

Offering: IBM Connections 4.5

HomeSee what's happening across your social network

BlogsLet your voice be heard, learn from the work of others

CommunitiesWork, share, and discover people with whom you share common professional interests

FilesPost, share, and discover documents, presentations, images, and more

Micro-bloggingReach out for help or share news with your social network

ProfilesFind the people and skills you need

WikisCreate web content together - quickly

ActivitiesOrganize your work and make completion of social ad-hoc tasks more efficient

ForumsAsk questions, and exchange ideas with and benefit from the expertise of others

MobileAccess Connections anywhere, anytime with smartphones & tablets

Social AnalyticsDiscover who and what you don’t know via recommendations and metrics

BookmarksSave, share, and discover peer-qualified content

Experience: Proven Adoption Methodology

IDC Worldwide Semiannual Software Tracker, 2H 2012

Leadership: 4th Consecutive Year

Brandon Seppa @bseppa

Executive Consultant

IBM CEE

Thank you.