Social Business Adoption

© 2013 IBM Corporation

Social Business JourneySocial Business Adoption

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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

http://blogs.hbr.org/2008/04/how-ibm-uses-online-games-for/


EngagedNimble

Transparent


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?


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!


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


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


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


What are the values of Social Business adoption?



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


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


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.


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


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


Customize the visual interface:

• Interview priority audiences on needs

• Develop multiple views - roles, departments & geographies

• Include your brand identity

Customize the Experience


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


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


Establish Social Guidelines


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


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


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


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”


Map role interactions for process domains

ROI by transforming work

Example: Regulatory Compliance

Social is measurable with Process Patterns


High-Level Social Business Maturity Model


Thank you!