How can social technologies be used to drive processes and innovation?

How Social Business is Driving Innova4on

John Mancini, President, AIIM Blog = Digital Landfill Twi<er, LinkedIn & Facebook = @jmancini77 Email = [email protected]

How do I use social business to drive innovaJon?

A technology inflecJon point

ImplicaJons

Core Beliefs

1.  EffecJve informaJon management ma<ers. 2.  InformaJon professionals ma<er. 3.  CollecJve experience ma<ers. 4.  BOTH users and suppliers ma<er.

If you are an informaJon professional, AIIM is your place!


Systems of Record

Era

Years

Typical thing

managed

Best known company

Content mgmt focus

Mainframe

1960-‐1975

A batch trans

IBM

Microfilm

Mini

1975-‐1992

A dept process

Digital Equipment

Image Mgmt

PC

1992-‐2001

A document

Microsob

Document Mgmt

Internet

2001-‐2009

A web page

Google

Content Mgmt

???

2010-‐2015

???

???

???

Systems of Record

h<p://www.flickr.com/photos/mymollypop/2645589819

Social everywhere.

Social everywhere. •  Outside the firewall…

– 1,330 years worth of Jme spent every day on Facebook.

– 800M Facebook users. – 50% log in on any day. – 250M photos uploaded per day.

–  Inside the firewall (per AIIM Industry Watch)… – Only 38% have an enterprise social strategy. – But 27% now view social as infrastructure.

h<p://www.flickr.com/photos/sco<vanderchijs/4912947547

Mobile everywhere.

Mobile everywhere. •  Mobile subscribers have grown from 719M in 2000 (60% in developed world) to 5.6M today (70% in the developing world).

•  Only 835M out of 5.6M devices are smartphones. •  q4:10 -‐ smartphones + tablets > notebooks + desktops.

•  q2:10 -‐ Windows operaJng systems < 50% of Internet enabled devices.

•  Mobile is the only access point for 1/3 of Internet users.

Era

Years

Typical thing

managed

Best known company

Content mgmt focus

Mainframe

1960-‐1975

A batch trans

IBM

Microfilm

Mini

1975-‐1992

A dept process

Digital Equipment

Image Mgmt

PC

1992-‐2001

A document

Microsob

Document Mgmt

Internet

2001-‐2009

A web page

Google

Content Mgmt

Social and Cloud

2010-‐2015

An interacJon

Facebook

Social Business Systems

Systems of Record

Systems of Engagement

Considera4on Systems of Record Systems of Engagement

Focus TransacJons InteracJons

Governance Command & Control CollaboraJon

Core Elements Facts & Commitments Ideas & Nuances

Value Single Source of Truth Discovery & Dialog

Standard Accurate & Complete Immediate & Accessible

Content Authored Communal

Primary Record Type Documents ConversaJons

Searchability Easy Hard

Usability User is trained User “knows”

Accessibility Regulated & Contained Ad Hoc & Open

RetenJon Permanent Transient

Policy Focus Security (Protect Assets) Privacy (Protect Users)


ImplicaJons

A new CIO Mandate From risk/cost to value/engage

Marchand’s Strategic Informa4on Alignment Framework

Add value customers and

markets

Minimise Risks market, financial,

legal, operaJonal risks

Reduce Costs transacJon and

processes

Create New Reality Intelligence

(social, poliJcal, technological, etc)

Rising expectaJons

For end users and the business

18-‐30

31-‐45

>45

“I expect to use the same type of networking tools with my business colleagues as I do with my friends and family.”

47%

37%

31%

Source: AIIM

“I believe that the ‘wisdom of the crowds’ improves informa4on quality ”

57%

49%

33%

18-‐30

31-‐45

>45

Source: AIIM

Photo source = h<p://www.flickr.com/photos/noJonscapital/5225049493/

The challenge of compounding Reten8on vs. disposi8on

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Amount of IT budget spent on storage 17% Annual change in Storage costs 59.8 cents per gigabyte (Dec 2005) 8.2 cents per gigabyte (August 2010) 30%

Informa4on growth per IDC

A new risk/reward balancing act The pendulum swings

“…fully networked enterprises are not only more likely to be market leaders or to be gaining market share but also use management pracJces that lead to margins higher than those of companies using the Web in more limited ways…”

Stuck in the Paper Paradigm Knot

“Linked informaJon such as pictures and websites is not part of the archive, and the Library has no plans to collect the linked sites.”

Is it a record? When is “social” a Federal “record?”

•  Is the informaJon unique and not available anywhere else?

•  Does it contain evidence of an agency’s policies, business, mission, etc.?

•  Is the tool being used in relaJon to an agency’s work?

•  Is there a business need for the informaJon?

•  Does it document a transacJon or decision?

Source = h<p://www.archives.gov/records-‐mgmt/bulleJns/2011/2011-‐02.html

If the answers to

ANY of the above quesJons are yes, then the content is likely to be a Federal record.


When the heck is social content NOT a Federal Record under this definiJon?


Considered remedies: •  87% Social Media Policy •  86% Employ training •  85% Capturing confidenJal data

•  85% Data loss prevenJon •  84% Data management technology

•  82% Archive sensiJve info

Source: Symantec h<p://bit.ly/niAPxy

How do I use social business to drive innovaJon?


ImplicaJons

IntegraJon of social into business processes Role Before the empowered era New opportuni4es

CEO OpJmize customer sales and expenses; manage top-‐down organizaJonal structures

Encourage direct engagement with customers; promote cross-‐organizaJonal collaboraJon

CommunicaJons Use email, Web, print and social channels for outbound communicaJon

Use video and social channels to promote interacJve communicaJons

Customer service Serve customers at the lowest possible cost

Engage customer directly using social and mobile technologies

HR Use teacher-‐based classroom or online training

Harness video and social technology for peer-‐led learning and development

MarkeJng Treat customers as a target populaJon to be reached and influenced

Harness empowered customers as a markeJng channel that influences others

Sales Use tradiJonal channels to speak directly with customers

Use mobile and social technologies to speak directly with customers Source: Forrester

Source = McKinsey Quarterly, The rise of the networked enterprise

The benefits of the networked enterprise Employee benefits

% repor4ng this

median improve

Inc speed of knowledge access 77% 30%

Reducing communicaJons costs 60% 10%

Inc speed of access to internal experts 52% 30%

Decreasing travel costs 44% 20%

Inc employee saJsfacJon 41% 20%

Reduce operaJonal costs 40% 20%

Reduce Jme to market 29% 20%

Inc # of successful innovaJons 28% 20%

Inc revenues 18% 15%

More than 35% of P&G’s new products come from customer and partner networks Source: Former CEO A.G Lafley, HBS

Use Case: Sales and MarkeJng Co-‐operaJon

•  Between 2.5x and 3x improvement in Sales and MarkeJng co-‐operaJon

Photo: h<p://www.flickr.com/photos/steve-‐brandon/382505744/sizes/l/in/photostream/

Photo: h<p://www.flickr.com/photos/gamingunion/5842848685/sizes/l/in/photostream/

Use Case: Enterprise Q&A •  38% of organizaJons get half or more of answers from unexpected sources.

Use Case: Open InnovaJon •  48% have surfaced major changes to internal processes

•  34% have come up with major changes to external offerings

Photo: h<p://www.flickr.com/photos/rlukebryant/2061264570/

Strategies for Success

www.aiim.org/roadmap

How to get started?

“Professional roles focused on informa8on management will be different to that of established IT roles. An informa8on professional will not be one type of role or skill set, but will in fact have a number of specializaJons.” Deb Logan and Regina Casonata, Gartner

Rise of the InformaJon Professional

Access/ Use

Capture/Manage

Collaborate/Deliver

Secure/Preserve

Architecture/Systems

Plan/Implement

Enterprise search, Business intelligence, Master data management, Text analyJcs

InformaJon capture, BPM, KM, Email management, Content management

CollaboraJon, Social media, Info workplace, IM, TelecommuJng support, Web conferencing

Security, RM, Data privacy, DRM, Archiving, eDiscovery

Info architecture, Technical architecture, Cloud compuJng, Mobile apps, Websites and portals

Strategic planning, Building business case, Impl planning, Req def, SoluJon design, Change mgmt

DOMAINS FOCUS AREAS

PROFESSIONAL CERTIFICATION covering the broad based body of knowledge that every informaJon professional needs to understand.

How Social Business is Driving Innova4on

John Mancini, President, AIIM Blog = Digital Landfill Twi<er, LinkedIn & Facebook = @jmancini77 Email = [email protected]