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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
ExplorationsWilliams
DrillingTaylor
ProductionStock
Senior Vice President
Jones
G & GCohen
PetrophysicalCross
ProductionO’Brien
ReservoirShapiro
PaineSmith Andrews Moore
Hughes Miller
Ramirez
Bell
Cole
Hussain
Kelly
Sen
Smith
Moore Ramirez
Kelly
Sen
Jones
Cross
Taylor
Williams
O’Brien
Stock
Paine
Hughes Miller
Bell
Cole
Hussain
Cohen
Taylor
Williams
Shapiro
Andrews
Social Network Analysis
#2
Why Now?
TLL
IST
PRG
VIE
LJU
?
yes
no
no
no
yes
yes
WAW
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.