1. © 2013 IBM Corporation
Catching the Wave:
Trends & Strategies for Social & Mobile
Sandy Carter
Vice President, Social Business Evangelism
IBM Corporation

2. © 2013 IBM Corporation
2
What is a Social Business?
Engaging, Transparent, and Nimble
1. Business and Web 2.0: An interactive feature, McKinsey Quarterly, 2013; 2. Harvard Business Review Analytics Services; 3. Conspire, Mobile Millennials Want Consumer
Tech at Work, and They Want It Now, March 2013, https://ibm.biz/BdxeFL; 4. IBM® 2012 Social Business Study
ROI is REAL!
McKinsey Highlights! 1
↑↑↑↑ marketing effectiveness 20%
↑↑↑↑ sales revenue 15%
↑↑↑↑ customer sat 20%
Social by the Numbers
79% using 2
45% take lower pay 3
73% CEOs #1 Customer
Engagement 4

3. © 2013 IBM Corporation
Consider this new world:
• A police department reduces the incidence of rape – by moving pay
phones inside of convenience stores
• A Mexican cement maker launches its first global product in record
time – not by building a new factory, but by building a social network.
• A U.S. Presidential campaign doesn’t rely on opinion polling – and
yet predicts the final vote in a key swing state within 0.2 percent.

4. © 2013 IBM Corporation
The New World Sees Convergence!
Analytics
Big DataSocial
Business
Business
Process

5. © 2013 IBM Corporation
Value will be created not for “market segments”
or demographics, but for individuals4
Results require leadership
1
5
The power of social sharing information:
Expertise and Trust
3
Innovation is becoming part of Corporate
Culture: Predictive Capabilities & Ideation
Social Networks are the new production line
2
5 Ways Convergence Matters to Your Company

6. © 2013 IBM Corporation
5 The power of social sharing information:
Expertise and Trust
From Memorizing to Finding Trusted Sources

7. © 2013 IBM Corporation
5 Trust = reactions; not followers
Courtesy of DeepMile Corporation

8. © 2013 IBM Corporation
5 Social Network Analysis visualizes based
on interactions
identifying experts and relationships

9. © 2013 IBM Corporation
Favorite the expert
5 Discovering Expertise: The ROI of an Answer
Home pageHome pageProfileProfileMessaging
work:
mobile:
message:
(212) 555-2633
(212) 555-4860
(212) 555-7512
w.smith@air.comemail:

10. © 2013 IBM Corporation
4 Value will be created not for “market
segments” or demographics, but for individuals

11. © 2013 IBM Corporation
4 Targeting individuals through analytics
dramatically increases customer satisfaction
Personalized
based on analytics
Customer able to access
service experts
Customer satisfaction
increased from
#5 to #1*
*Forrester Public Bank Rankings

12. © 2013 IBM Corporation
4
To Ensure Individual Needs are met, Big Data
enables you to Optimize and Engage on an
Individual Basis

13. © 2013 IBM Corporation
4 Analytics Helps You Understand & Anticipate;
Giving You the Conviction to Act
Social Hanger

14. © 2013 IBM Corporation
3 Innovation is becoming part of Corporate
Culture: Predictive Capabilities & Ideation

15. © 2013 IBM Corporation
3 Ideation: Using the power of the crowd

16. © 2013 IBM Corporation
3 Innovation is now part of Corporate
Culture
Networks aligned to Innovation Initiatives
New global
brand in one-
third of the time

17. © 2013 IBM Corporation
Social networks are the new production
line2
Recruiting
Marketing
Product
Development
New
Old
Customer
Service
• 'Push' marketing
• Market Segmentation
• Brand advocates
• Segments of one
• Invest R&D
• Ideas from inside
• Crowdsource
• Predictive markets
• Paper resume
• Executive search
• Social reputation & influence
• LinkedIn
• Call center
• Online self-service
• Twitter & other social channels
• Customer communities
Production Line Means Embed in Process

18. © 2013 IBM Corporation
2 Embed social into core work process to
drive efficiency and increase engagement
228K employees Leverage Social:
Inclusive on Business Value

19. © 2013 IBM Corporation
2 Engage with Mobile and Gaming
Comprehensive
Analysis
Sentiment
Evolving
Topics
Affinity
Analytics
Seton Hall
Source: http://www.shu.edu/offices/loader.cfm?csModule=security/getfile&pageid=156753
25% increase in tuition deposits 13% Increase in enrollment

20. © 2013 IBM Corporation
Results require leadership
1
1. Transparent
2. Non believer in silos
3. Authentic
4. Likeable
5. Collaborative
6. Comfortable with fast decision making
7. Explorer of new tools
8. Active in internal & external networking
9. Actively looks for new ideas from employees and clients
10. Passionate about engagement & dialogue Servant Leader
Top 10 Attributes of a Social Leader

21. © 2013 IBM Corporation
Culture Assessment
Cultural Theme Culture Questions
C = Current D = Desired
1 2 3 4 5
Boundaries Isolated functions Cross functional cooperation
Teaming Individual competitive Team oriented
Learning Slow adopting new skills Continuous Learning Culture
Management Style Controlling Delegating
Vertical Comms Bureaucratic, formal channels Free communication up the org
Open Comms Guarded Communication Open Communication
Initiative Follow specific instructions Take initiative
Risk Tolerance Punish mistakes Learn from mistakes
Pace Slow, cautious pace Fast pace
Rules / Process Keep to rules Ignore rules
Hierarchy Many organizational layers Few organizational layers
1 A leader drives Culture

22. © 2013 IBM Corporation
Leaders set Strategy with a Social
Business Agenda1

23. © 2013 IBM Corporation
Enable the convergence of social with analytics and commerce

24. © 2013 IBM Corporation
Our unparalleled experience provides resources on
how to achieve success
Learn from
CXO Studies
Define Business
Value
Establish
Strategy
Accelerate
Adoption

25. © 2013 IBM Corporation
Follow me @ sandy_carter
http://twitter.com/sandy_carter
Subscribe to my blog
http://socialbusinesssandy.com
Available Now
ISBN-10: 0132618311
ISBN-13: 9780132618311