Social Business Use Cases

© 2011 IBM Corporation

IBM Social Business

#ibmsocialbiz

© 2011 IBM Corporation2

Mainframe

PCs

InternetSocial

Departmental

The era of Social Business


Social BusinessSocial MediaPrincipalmente Marketing.Organização e Processos de

Negócio

Social Media vs. Social Business

3


It’s not important what you know only….It’s important Who Knows what you know

Ginny Rometty – IBM CEO – August 2012


Desenvolvimento de produtos/serviços

Marketing, Servicio ao cliente

OperaçõesRecursos Humanos

Negocio tradicional Resultados

Social Business

Comunidades ativasEmpregados participam da ConstrucaoEngajamento

Marketing “one-way”Controle de marca

Investimento em PesquisasIdéias Internas

SilosInflexível

Atento ao mercadoFidelização de clientes

Social Inserido aos processosConectado ao exterior

Tecnologia social aplicada aos processos


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

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IBM Connections

Home pageSee what's happening across your social network

BlogsPresent your own ideas, and learn from others

CommunitiesWork with people who share common roles and expertise

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

Micro-bloggingReach out for help your social network

ProfilesFind the people you need

WikisCreate web content together

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

ActivitiesOrganize your work and tap your professional network

BookmarksSave, share, and discover bookmarks

ForumsExchange ideas with, and benefit from the expertise of others


Omron: Cultural shift & tsunagi (“linkage”)

Goals:

Approach & Results:

Shift from multi-local to Pan Geographic

Integrate division model for “1 Omron to Client”

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CULTURE eats strategy for lunch!


Engaging to amplify rewards and motivation

IBM - BlueThx TD Bank – WOW Moments

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Communicating Vision

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• TD Bank Examples–Executive Social Handbook–Conversation Guide–Executive FAQ–Etc.

• Key Messages–Business Value–Why they are doing this–Roadmap–What questions have been asked–Use what tool for when


Dutch Tax: “Connect People”Communications to build trust across boundaries

GGGG

• 30K employees

• Siloed

• Predicted turnover - loss of experience

• Embedded expert recommendations in core apps extending relationships

• Visionary videos creating understanding of value to organization

• QR codes, comics, etc. to drive adoption


Creating trust with patient support communities

• Customer advocates redefined patients care

• Private patient support communities by disease

GGGG

75% Reduction in clinic phone calls

5% Increase in referrals


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

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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

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Becoming a

Social

Business.

Becoming a

Social

Business.

SVP Steve Mills –” harness our collective intelligence across IBM and ultimately across our eco-system”

SVP Steve Mills –” harness our collective intelligence across IBM and ultimately across our eco-system”

We want to be a online

“Business Network”

We want to be a online

“Business Network”“Stocks of info turning into Flows of new info”

“Stocks of info turning into Flows of new info” Irving Wladawsky-Berger

Network Behavior

CompanyInnovation Think Tank

CompanyInnovation Think Tank


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

GGGG

Much more likely (31%

More likely (51%)

No difference

(16%)

Less likely (2%)

Likelihood of trusting CEO & leadership who openly communicate on Social*




Regional communities to centralize Regional communities to centralize efforts, share knowledge and efforts, share knowledge and

connect peopleconnect people

More than 4K More than 4K participantsparticipants




Digital Reputation / RecognitionDigital Reputation / Recognition


Ideation – Feature Requests - CrowdSourcing

Faster time to market for products & services


Mobile Social

Leverage existing investments in mobile technology to engage socially

– Freedom to stay connected with your network from your choice of smartphones & tablets

Participate in social process while you are disconnected

– Offline access to secure and encrypted socially shared files

Extend corporate branded social platform to your mobile experience

– Easily manage your branding across all devices from a single point

© 2012 IBM Corporation

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Employee Onboarding


Allowing the Teams to compete Better


Managing the Business


Managing Events


Expediting Support


Speed to Find info


Speed to find information


Badges / Recognition


Friendly reminder this is a Corporate Tool…


Social Business PlatformSocial Business Platform


Social Business AGENDAS

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s Align Organizational Goals & CultureAAAA

Gain Social TrustGGGG

Engage through ExperiencesEEEE

Network Your Business ProcessesNNNN

Design for Reputation & Risk ManagementDDDD

Analyze Your DataAAAA

Technology

Social Business Use Cases