Presentation for: United Nations Women United States National Committee , annual conference. Get Social, Do Business: Social networking helps people connect, share information, and collaborate more effectively. At IBM and other "social businesses", organizations have the ability to build relationships, service customers, and drive innovation faster than competitors. In this session you'll learn elements of a successful social business strategy: how you can apply social to your business.

1. June 11, 2011
Get Social, Do Business
Developing a successful social business strategy
Jeanne Murray
Program Manager, IBM
Presentation for: UN Women National Committee
United States Annual Conference
© 2011 IBM Corporation

2. Social networking helps people connect,
share information, and collaborate more
effectively.
At IBM and other "social businesses",
organizations have the ability to build
relationships, service customers, and
drive innovation faster than competitors.
In this session you'll learn elements of a
successful social business strategy: how
you can apply social to your business.
2 © 2011 IBM Corporation

3. http://youtu.be/qY23QxJLWgY
© 2011 IBM Corporation

4. 4 © 2011 IBM Corporation

5. Connecting people, breaking down
traditional boundaries and silos
geographical…organizational…
hierarchical…generational
© 2011 IBM Corporation

6. The most forward-thinking companies…
activate networks of people that apply relevant content and
expertise to improve and accelerate how things get done,
delivering unprecedented return for the time invested.
Why Social Business matters...
95% of standout Standout organizations
organizations will focus are 57% more
more on “getting closer likely to allow their
to the customer” over people to use social
the next 5 years. and collaborative tools.
– IBM CEO Study 2010 – IBM CHRO Study 2010
© 2011 IBM Corporation

7. “the workplace”
170 countries, 400K+ employees worldwide
70+ acquisitions since 2002
More than 50% regularly work away from
traditional IBM offices
73% of managers have remote employees
24 x 7 x 365
© 2011 IBM Corporation

8. Collaboration drives business value
Enabling people to work smarter together
Unlocking innovation through broad participation
Fostering deep insightful relationships
© 2011 IBM Corporation

9. External internet Internal intranet
Team Share
Communities
Activities
Smart collaboration Individual
Share
Innovation
Relationships Wiki
Blog
Files
Person Bookmarks Forums
Profile Micro-blogging
© 2011 IBM Corporation

10. Working smarter together
© 2011 IBM Corporation

11. Innovation through broad participation
© 2011 IBM Corporation

12. Fostering relationships
Jeanne Murray
© 2011 IBM Corporation

13. About*
About*
• • Collaboration 2.0 available toto 400k of us
Collaboration 2.0 available 400k of us
• • 1170 countries, 2k locations, 140k+ remote workers
1170 countries, 2k locations, 140k+ remote workers
• • Profiles: 631,000; 1 1 M+ searches/week
Profiles: 631,000; M+ searches/week
• • Communities: 33,600; 329k members,
Communities: 33,600; 329k members,
80k users/month
80k users/month
• • Blogs: 32,000; 10,400 very active bloggers,
Blogs: 32,000; 10,400 very active bloggers,
74k users/month
74k users/month
• • Files: 225,000; 5.2M downloads,
Files: 225,000; 5.2M downloads,
211k users, 71k user/month
211k users, 71k user/month
• • Activities: 171,000; 2.3M entries,
Activities: 171,000; 2.3M entries,
346K members, 70k users/month
346K members, 70k users/month
• • Wikis: 29.800 with 263.000 pages and
Wikis: 29.800 with 263.000 pages and
69k users/month
69k users/month
• • Bookmarks: 1.1M; 3.1M tags,
Bookmarks: 1.1M; 3.1M tags,
32k users
32k users
• • Instant Messages: 11M+ a a day
Instant Messages: 11M+ day
• • Web Conferences: 19k with 103k users and
Web Conferences: 19k with 103k users and
8.3M connection minutes per month
8.3M connection minutes per month
© 2011 IBM Corporation

14. Developing your social business strategy
1. Decide where to focus
2. Understand key components of a social culture
3. Develop capabilities that lead to the business value
© 2011 IBM Corporation

15. 1. Focus your strategy
Acquire new Retain best Leverage
customers customers loyalist
customers
customers
Improve Get current Deal better
Customer marketing
effectiveness
customers to
buy more
with blows to
reputation
more reputation
Value
Improve Improve
Improve Find unmet
sales customer customer
effectiveness service needs
© 2011 IBM Corporation

16. 1. Focus your strategy
Acquire new Retain best Leverage Reduce cycle Capitalize on Improve
customers customers loyalist time for innovative company
company
customers product approaches processes
customers
development
Improve Get current Deal better Provide Encourage Improve Operating
Customer marketing
effectiveness
customers to
buy more
with blows to
reputation
employees
with better
endorsements
endorsements
of products
shared
shared
services
Efficiency
more reputation
Value information by loyalists
Improve Improve
Improve Find unmet Improve Deal with
with Reduce labor
sales customer customer effectiveness reputational time on
effectiveness service needs of sales risks processes
channels
© 2011 IBM Corporation

17. 1. Focus your strategy
Acquire new Retain best Leverage Reduce cycle Capitalize on Improve
customers customers loyalist time for innovative company
company
customers product approaches processes
customers
development
Improve Get current Deal better Provide Encourage Improve Operating
Customer marketing
effectiveness
customers to
buy more
with blows to
reputation
employees
with better
endorsements
endorsements
of products
shared
shared
services
Efficiency
more reputation
Value information by loyalists
Improve Improve
Improve Find unmet Improve Deal with
with Reduce labor
sales customer customer effectiveness reputational time on
effectiveness service needs of sales risks processes
channels
Increase Develop new Improve
return on businesses product
company differentiation
differentiation
assets
Generate Eliminate Improve
Operating income on
income on
intellectual
waste across
the v
brand
awareness
Excellence capital enterprise
Drive Shorten time Improve
effectiveness to market demand
of supply generation
chain activities
© 2011 IBM Corporation

18. 1. Focus your strategy
Acquire new Retain best Leverage Reduce cycle Capitalize on Improve
customers customers loyalist time for innovative company
company
customers product approaches processes
customers
development
Improve Get current Deal better Provide Encourage Improve Operating
Customer marketing
effectiveness
customers to
buy more
with blows to
reputation
employees
with better
endorsements
endorsements
of products
shared
shared
services
Efficiency
more reputation
Value information by loyalists
Improve Improve
Improve Find unmet Improve Deal with
with Reduce labor
sales customer customer effectiveness reputational time on
effectiveness service needs of sales risks processes
channels
Increase Develop new Improve Recruit Enable Develop
return on businesses product stellar employees to employee
company differentiation
differentiation employees represent the competencies
assets company
Generate Eliminate Improve Enhance Improve Engage in
Operating income on
income on waste across brand employee employee the People
intellectual the v awareness /leader
/leader v
performance community
& Culture
Excellence capital enterprise interactions
Drive Shorten time Improve Share best Improve Strengthen
effectiveness to market demand practices employee culture
of supply generation climate
chain activities
© 2011 IBM Corporation

19. 2. Key elements of a social culture
Transparent
Engaged
Removing unnecessary
Connecting people – whether boundaries inside and outside
customers, partners or employees the organization to allow your
– as networks to drive innovation people and culture to reflect your
brand and your values
Nimble
Leveraging these networks to
speed up business, gain real-
time insight, and make quicker
and better decisions
© 2011 IBM Corporation

20. 3. Build social business capability
the ability to create
Connect social networks by
finding people and
expertise, and by
identifying relationships
© 2011 IBM Corporation

21. 3. Build social business capability
the ability to create
Connect social networks by
finding people and
expertise, and by
identifying relationships
the ability to gain skill
and insight from people
and data in the social
Learn network, and apply it to
your work
© 2011 IBM Corporation

22. 3. Build social business capability
the ability to create
Connect social networks by
finding people and
expertise, and by
identifying relationships
the ability to gain skill
and insight from people
and data in the social
Learn network, and apply it to
your work
the ability to use social
networks to form groups,
discover available
Organize resources, and execute
work items across
organizational structures
© 2011 IBM Corporation

23. 3. Build social business capability
the ability to gather
the ability to create stakeholder input, build
Connect social networks by
Decide buy-in, convey authority
finding people and for, disseminate, and
expertise, and by respond to decisions
identifying relationships using the social network
the ability to gain skill
and insight from people
and data in the social
Learn network, and apply it to
your work
the ability to use social
networks to form groups,
discover available
Organize resources, and execute
work items across
organizational structures
© 2011 IBM Corporation

24. 3. Build social business capability
the ability to gather
the ability to create stakeholder input, build
Connect social networks by
Decide buy-in, convey authority
finding people and for, disseminate, and
expertise, and by respond to decisions
identifying relationships using the social network
the ability to gain skill
and insight from people the ability to evaluate,
and data in the social analyze, and respond to
Learn network, and apply it to Respond solicited and unsolicited
your work ideas, people, and data
in the social network
the ability to use social
networks to form groups,
discover available
Organize resources, and execute
work items across
organizational structures
© 2011 IBM Corporation

25. 3. Build social business capability
the ability to gather
the ability to create stakeholder input, build
Connect social networks by
Decide buy-in, convey authority
finding people and for, disseminate, and
expertise, and by respond to decisions
identifying relationships using the social network
the ability to gain skill
and insight from people the ability to evaluate,
and data in the social analyze, and respond to
Learn network, and apply it to Respond solicited and unsolicited
your work ideas, people, and data
in the social network
the ability to use social the ability to recognize
networks to form groups, opportunities and
discover available deficiencies, express
Organize resources, and execute Optimize perspectives, and
work items across implement changes to
organizational structures improve responsiveness
and accuracy
© 2011 IBM Corporation

26. In cultivating the capabilities, the culture matures
CAPABILITIES
 Start anywhere - maturity
progresses around the circle of
Capabilities, as well as within each
Capability
 As organizations become more
mature in their Capabilities, they
achieve the Social Business
Qualities of: Engaged, Transparent
and Nimble
 As the social business matures, the
Capabilities converge and become
co-dependent
© 2011 IBM Corporation

27. Get Social. Do Business.
http://youtu.be/PHX-HNTce6U
© 2011 IBM Corporation