The document provides an overview of CSC's social business strategy and the benefits it provides. It discusses how CSC uses internal employee communities, external customer communities, and public social media channels to maximize collaboration and co-created value. Some key outcomes of CSC's social business approach include improved innovation, increased productivity, enhanced customer relationships, and new business wins tied to their brand-owned communities.

1. SOCIAL FOR BUSINESS?
A STRATEGIC FRAMEWORK FOR A
SUCCESSFUL SOCIAL BUSINESS
STRATEGY, INSIDE AND OUT
Monday, June 11, 2012
Claire Flanagan
Director, Social Business &
Community Strategy
Twitter @cflanagan
Patricia Brown
Director, Digital Content
Strategy
@PattyDBrown

2. Agenda
I. Does Social Business Matter?
II. What Is Social Business?
III. CSC’s Social Business Community Program
IV. CSC’s Social Media Program
V. Framework For Success
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3. Does Social Business Matter?
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4. Does Social Really Matter?
Social Revolution
Political Revolution
Business Revolution
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5. “ By 2014, social networking services will replace
“
e-mail as the primary vehicle for interpersonal
communications for 20 percent of business users.
Gartner Predicts 2010
“Social Software Is an Enterprise Reality”, December 2009. http://bit.ly/LBPl5H
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6. What is Social Business?
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7. Social Business Is …
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8. A Social Business Is …
“ …An organization that has put in place
strategies, technologies and processes to
systematically engage all the individuals of its
ecosystem (employees, customers, partners,
suppliers) to maximize the co-created value.
“
"What is Social Business", Social Business Forum, 2012. http://bit.ly/LstTSJ
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9. “
A social business does more than implement new
social technologies.
It learns how to monitor the social commentary
around its firm … to shape and act with a speed that is
consistent with the speed that modern social
companies are expected to act
“
… it’s driven by new constituents, with new media,
using new sources of information and collaboration. It’s
definitely not the insular, closed and uncommunicative
company of yore.
“Business, Social Business and Beyond…”, Brian Sommer, Zdnet http://zd.net/MfUKlG
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10. A Good Social Business Strategy Includes
Market and
Enterprise
External (Customers/Partners)
and Internal (Employees)
Public and
Private
Social Media Outposts and
Owned Community Channels
Community and
Collaboration
Dell
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11. Is There Really Business Value?
Business Value Business Driver
• Process efficiency, improved performance
Productivity • Ad hoc, zero-overhead collaboration
• Co-innovation with customers, employees
• Reduced reliance on multiple legacy systems
Cost Savings • Improved productivity in key functions
• Low-cost, flexible infrastructure platform
• Improved innovation, creativity in workforce
Growth • Speed to market with new ideas/products
• Reduced administration, more focus on growth
• Enhanced employee morale, retention
Satisfaction • Improved customer satisfaction, brand affinity
• Improved talent acquisition and retention
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12. Is There Really Business Value?
The “Networked Enterprise” Realizes Real Payback
Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010, http://bit.ly/L3zChw
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13. CSC’s Social Business Communities
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14. Who Is CSC?
a $16B, Fortune 200 global
Recognized IT services powerhouse. Our people do amazing things to help
By Industry businesses, government and communities solve their toughest
Analysts As
A Leader challenges…
Across Our
6
Portfolio
...covering over
… 100+ major industries
90 countries…
global alliances
with
best-of-breed
…with a 50
track record of client
year
98,000
partners… Employees Worldwide
service excellence
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15. CSC Social Business Footprint
Social Strategy Includes Participate, Manage and Own
Short
PARTICIPATE 3RD PARTY CHANNEL
SOCIAL MEDIA
Listen,
Level of Engagement
STRATEGY
Establish Reputation
MANAGE 3RD PARTY CHANNEL
SOCIAL MEDIA
Listen, Support,
STRATEGY
Build Reputation/Relationships, 50+ Branded Channels
Engage
OWN OWNED CHANNEL
CSC COMMUNITY STRATEGY
Listen, Support, CSC Engage Public
Build Reputation/Relationships, CSC Engage Secure
Engage, Collaborate, CSC Engage C3 (Employee)
Co-Innovate CSC.COM Deep
Adjusted based on "Social Media & Associations: Moving Forward by Getting Back to the Basics", Cecilia Edwards, Dec 14, 2011. http://bit.ly/u8gH9t
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16. CSC: Successful Social Business Inside, Out
Innovation Through Industry Award Winning Eco-System
Business results, innovation achieved when collaboration isn’t just inside,
outside, but also across a company’s firewall
Employee Communities
Are core and drive knowledge sharing across all lines of business
Customers and Business Partner Communities
Are created to facilitate secure interaction, co-collaboration with CSC
Public social media and on-brand community channels
Are created to collaborate on thought leadership topics/business content,
develop leads and strengthen customer relationships and loyalty
Alumni and Specialists
Are connected to feed innovation, recruiting, research and opportunities
Segment by 1. Engagement goals 2. Audience 3. Reach 4. Intellectual Property/Security
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17. CSC: Successful Social Business Inside, Out
Business Drivers Map to Company Strategy
Social Media
WikonnecT (2008)
(Sept 2008) csc.com goes “social”
CSC Engage Secure (2012)
(Feb 2012) CSC Engage Public
• Client and Partner Enablement (Summer 2010, Expansion 2012)
• Innovation Acceleration
• Sales Enablement • Brand Preference
• Product Support • Lead Generation
• Account Management • Customer Relationships
• Co-solution Development • Thought/Market Leadership
• Track, Act on Sentiment
• Reach Market “Influencers”
C3 Employee
(May 2009) InTouch
(Summer 2010)
• Expertise, asset location
• Increase Productivity & Engagement
• Innovation Acceleration • Ideation, Innovation
• Harness Collective Intelligence • Lead Generation
• Project Collaboration/Communication • Recruitment
• Relationship building
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18. CSC: Successful Social Business Inside, Out
CSC Engage Communities
New way to collaborate and innovate
• Capture and share knowledge, in workflow
• Find information, answers, co-innovate, get product support
• Create communities or groups on demand to get work done
New way to communicate
• Enable corp comm, executive blogs, strategy alignment (internal)
• Drive richer customer engagement, holistic account view (external)
• Integrate video, ideas, and apps for rich context
New way to locate and network
• Locate and follow experts
• Build and expand professional network
New ways to connect
• Connect from browser, mobile device or tablet
New way to personalize, filter noise
• Subscribe/personalize activity feeds, find recommended people, groups, content
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19. TBSC 2012 – Goes “Social”
WHAT’S THE GOAL?
Leverage social networks to drive COMMUNITY,
ENGAGEMENT and CONTENT.
Meet your OBJECTIVES and MAXIMIZE your TBSC
investment.
Where relationships begin and continue beyond the conference halls . . .
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20. TBSC 2012 Goes Social
Discover thought Locate and engage in
leadership on this CSC channels
industry phenomenon
https://community.csc.com/
docs/DOC-1614
Keynote
/
Sessions
Social
Media
@
TBSC
Your personal Your on-site
connection to people, connection to the
content of TBSC community and your
conference guide
https://community.csc.com/
community/tbsc-2012
*Stop by CSC’s
MobilityEdge booth to
learn more
TBSC
Community
Integrated
Mobile
App*
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21. CSC: Successful Social Business Inside, Out
Early Mover Advantage Generates Thought Leadership, Business Outcomes
Award Winning
Industry Recognized
News Worthy
San Francisco, Las Vegas “Even
the
chairman’s
office
has
embraced
it...
communi9es
interact
more
easily,
allowing
people
to
reach
out
across
the
company
and
find
resources.”
Internal Evangelist
of the Year Award
November 2009
San Francisco, Boston
"As
a
technology
services
company,
being
seen
as
thought
leaders
and
innovators
…
one
which
C3
has
shown
strong
poten9al
to
fulfill…
hi>ng
a
sweet
spot.”
Frankfurt, Paris
Community Adoption Award
October 2009
Jive Champion Award
Montreal “CSC
Recognized
for
Social
Business
Achievements”
September 2010
Webinar
“Social
business,
organized
around
collabora9on,
innova9on,
two
con9nuous
themes
that
Virtual Conference runs
through
their
literature
and
their
work….They
have
a
clearly
delineated
process
and
framework
for
social
business.”
CSC
CRM
Watchlist
2012
Winner
Philadelphia, Denmark
Finalist 2010
“I
especially
liked
this
vigneFe
of
community
management
at
CSC,
a
large,
well-­‐known
business
services
company.
.
.
“
Washington DC
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22. CSC: Successful Social Business Inside, Out
C3 Adoption Best Practices Fuel Viral, Global Growth C3 Goes Viral
Q1 2012 Activities* on Pace to Exceed 2011
50,000,000
C3 Reaches Full Adoption C3 Goes Global
Latin 40,000,000
100 Other é 250%
America
1% Asia
1% India
80 Pacific 30,000,000
22% 10%
Employees in
60
Thousands
40 20,000,000
North 1st Q 2012=
20 EMEA
America 44% 2011 YE
24% 10,000,000
0 42%
June Dec June Dec June Dec April
'09 '09 '10 '10 '11 '11 '12
0
Active users Total Reg Users Activities
2010 2011 First Quarter 2012
C3 Wins Hearts and Minds
“Proud to be CSC” C3 Delivers Business Outcomes
“I went from being a skeptic to a convert. It just makes you want to get involved!” 100% Adoption Increased innovation
All Business Units, Geographies Improved Asset / Expertise Location
“C3 is the de facto standard for how we collaborate. It's the language of the
Executive Bloggers, Strategy Alignment Transition Account Onboarding
company.” – Lem Lasher, President, CSC GBS
Decreased costs / consolidation 2011 Wins Hearts and Minds
“It is a key tool to achieve the ‘One CSC’ vision.” Leif Ulstrup, President, CSC FCP Collapses Time Zone/Distance Barriers “Way Work Gets Done”
*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.
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23. CSC: Successful Social Business Inside, Out
Early External Social Community Business Impact
New business wins directly tied to brand-owned communities
Expanded reach in new target accounts
Improved innovation or co-innovation with customers on our product offerings
Access to experts throughout the industry
Improved product offerings as direct result of customer input
Improved customer satisfaction and support
Increased engagement, account collaboration with customers (70 brands engaged
in CSC Engage Secure in only a few weeks)
6K Alumni community. 7.6% in CSC key accounts. 223 hires via alumni referrals
Most engaged clients on WikonnecT are among highest revenue-bearing clients
➡ Reduced project cycle time – questions / issues resolved more quickly
*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.
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24. CSC: Successful Social Business Inside, Out
Building Intellectual Property and Skills for the 21st Century
Organization Transformation
New roles, new skills for existing roles, retirement of web 21st Century Digital Literacy Skills Framework
1.0 tools
Engagement Model
New customer and employee engagement models
Digital Literacy
New skills in transparency, collaborating, “working in the
open”, “open leadership”
Brand Amplification
New digital marketing imperatives, business opportunities
and positive brand impacts
New Digital Marketing Capabilities
Social marketing, socialytics, social CRM
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25. CSC’s Social Media Program
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26. CSC Social Media
1
Amplify CSC Brand
Presence and Intensity
2
Amplify new rich media
content on CSC
3
Extend CSC Brand Reach
through CSC Voices
4
Activate and Engage
Community
http://www.go-gulf.com/blog/social-networking-user
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27. CSC Social Media
CSC Communities “Front Door” microsite
CSC is building and leveraging
a rapidly expanding social
sphere of influence
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28. CSC Social Media
Well-trained, dedicated content
managers for all key zones
(industries, solutions, geos)
Special focus on video, video,
video
Automated and manual web
content “pruning” rules
Tight editorial control for all
external facing content
Highly interactive, immersive
environments to command
Cohesive editorial viewer’s attention
calendar across all digital
channels (web, social, Increasing focus on
demand gen, advertising) infographics, LEF executive
summaries, expert blogs
Original, value-added content, time-
released around specific events,
surrounded by social activation
Anatomy of best in breed
digital content
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29. CSC Social Media
CSC Social Media “Embassies” and
“Ambassadors” where conversations
and participation are facilitated by key
CSC Social Media Embassies (regions
and verticals) with several CSC
Ambassadors (subject matter experts,
employees) of the brand or business
units who manages them.
We have been organic in
our approach to date
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30. CSC Social Media
We are building and leveraging a
rapidly expanding social sphere
of influence and momentum
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31. CSC Social Media — CSC VoicesText into These Layouts
How to Paste
Field/Solutions Sales Thought Leaders Corp Comm Client Employees
Facing
Marketing
“I interact regularly “I want networking “I have a strong “I understand “I interact regularly “I love my job and I
with partner field tools to create new knowledge of CSC relevant corporate with our clients. I like social
marketing teams. business and gain solutions and I have content and the want to maintain our networking. I want to
I can’t wait to share insight before an engaging online power of social good relationships share our
what’s next at CSC” meeting with clients.” personality.” media.” with clients.” accomplishments.”
Opportunity/Benefit Opportunity/Benefit Opportunity/Benefit Opportunity/Benefit Opportunity/Benefit Opportunity/Benefit
Creates added value Optimize social Positions CSC as a Positions CSC in the Important for Empower employees
in CSC social spaces profiles for sales leader in the industry. industry and humanizing our to use social
& expands CSC reach professionals . Humanize our increases our digital brand, creates value networks on behalf of
& awareness. Work Enable sales teams solutions. Increase footprint. Provide a in our social spaces CSC. Allows current
with partners on event to prepare for sales our organic search source for social with authentic brand CSC voices to
marketing and meetings and initial results. Increase media guidelines and advocates. Will set coordinate .Provides
leverage partner contact with client. awareness and create approved us apart from powerful reach and
networks. advocacy. content. competitors. brand advocacy
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32. CSC Social Media
Social Media Momentum
CSC Corporate Social Spaces: October 2011 – May 2012
é 34% increase Facebook Fans
é 53% increase YouTube Channel Views
é 33% increase Twitter Followers
é 67% increase Retweets
é 21% increase LinkedIn Followers
é 37% increase Google+ (since Nov)
é 89% increase Pinterest (since Jan)
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33. Strategic Framework for Success
You can’t plan to go viral.
You can’t go viral if you don’t plan well.
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34. Strategic Framework for Success
“IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive”
90%
“Companies that outperform their peers are
80%
30 percent more likely to identify openness 70%
é 256%
… greater use of social media as a key 60%
enabler of collaboration and innovation … 50%
40%
CEOs regard interpersonal skills of
30%
collaboration (75%), communication 20%
(67%), creativity (61%) and flexibility 10%
(61%) as key drivers of employee success 0%
to operate in a more complex, Face to
Face
Social
Media
Websites Channel
Partners
Call
Centers
Advisory Traditional
Groups Media
interconnected environment.”1 Today 3 - 5 Years
“CEOs believe social media will become one of the top two ways to
engage customers at the expense of traditional media” 2
1. "IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive",
Mark Fidelman, Forbes, May 22, 2012. http://onforb.es/L3yvKN
2. http://ibm.co/KiC71O Start at the Top
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35. Strategic Framework for Success
Strategy
Metrics and
Measurement Leadership
Tools Culture
Policies & Community Plan Design Launch Manage
Governance Management
Content & Plan Business Strategy towards
Programming
“Networked” Enterprise
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36. Strategic Framework for Success
Secure Executive Buy-In Staff Community Manager Seed Use Cases Plan Organization Change
(Top Down Support) and Advocates (Seed Work Examples to Match (Education & Support)
(Build Groundswell) Business Goals)
Plan Org Change and Adoption
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37. Strategic Framework for Success
Identify “Trusted Advisors”, advocates, VIP
Curating Publicly recognize, reward
Create “Voice of customer”
Producing Reward, feature members, content, and “guest bloggers”
Allow comments
Commenting
Foster open dialogue. Manage spammers and trolls
Enable “ShareThis”/ Social share
Sharing Gamification, Leader Boards, rewards for content
Understand consumption patterns
Watching Create content to match needs
Map and Match Member Engagement Preferences
"Understand Your Customers’ Social Behaviors", Charlene Li & Jeremiah Owyang, Altimeter Group. Jan 2010. http://slidesha.re/swEyaB
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38. Strategic Framework for Success
Content
Conversation
Match member Seed conversations,
social behaviors
polls, Twitter
Reach “trusted” advisors, chats, Media, other
influencers, advocates, short form content
producers, curators
Plan “offline” programs to
Provide rewards, special access, drive “online” engagement
features
Support
Promotion
Include traditional
Consider total user
channels, emails,
experience
paid and earned
Provide tool support AND
coaching AND
media
advocate support
Use social media to drive word
of mouth
Plan for Engagement
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39. Strategic Framework for Success
HR, Business Ethics
Security, Privacy, IP
Social Media Policy
Community
Guidelines
Address Policy, Mitigate Risk
TBSC 2012 Twitter Hashtag #CSCTBSC July 3, 2012 39

40. Strategic Framework for Success
Vitality
+
Demographics
+
Perceived Value
+
Success Stories
+
Outcomes
Build Measurement Dashboard
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41. Strategic Framework for Success
Centralized Distributed Coordinated Multiple Hub, Holistic
• One dept. • Organic growth • Sets rules, best Spoke • Each employee
controls • Authentic practices, • Similar to empowered
• Consistent • Experimental procedures Coordinated but • Unlike Organic,
• May not be as • Not coordinated • Spreads widely across multiple employees are
authentic around the org brands and units organized
• Takes time
Organize for Social Business
"Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94
“Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv
TBSC 2012 Twitter Hashtag #CSCTBSC July 3, 2012 41

42. Strategic Framework for Success
Comment Take reasonable action
to fix issue and let
customer know action
taken
Positive Negative
Yes Yes
No
Do you want Assess the Evaluate the Does customer need/
to respond? message purpose deserve more info?
Yes Yes No
Unhappy Are the facts
No Response Gently correct the facts
Customer? correct?
No
Yes No Yes No
Can you add Dedicated Are the facts
value? Complainer? correct?
No Yes
Yes Explain what is being
Respond in Thank the Comedian Is the problem
done to correct the
kind & share person Want-to-Be? being fixed?
issue.
No
Yes
Have a Triage Plan Let post stand and
monitor
"Social Strategy: Getting Your Company Ready", Altimeter, 2010. http://slidesha.re/LehwYd
TBSC 2012 Twitter Hashtag #CSCTBSC July 3, 2012 42

43. Strategic Framework for Success
According to a report published by Digital Buzz Blog,
60% of employees would like to get help from
employer to share relevant content.
Source: http://www.edelmandigital.com/2011/12/19/social-media-trends-2012/
Empower Employees with Social Media Guidelines
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44. Strategic Framework for Success
Educate and Coach
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45. Questions?
TBSC 2012 Twitter Hashtag #CSCTBSC July 3, 2012 45

46. Thank You
Monday, June 11, 2012
Claire Flanagan
Director, Social Business &
Community Strategy
Twitter @cflanagan
Patricia Brown
Director, Digital Content
Strategy
@PattyDBrown
July 3, 2012 46

47. References
1. Gartner Predicts 2010, “Social Software Is an Enterprise Reality”, December 2009 http://bit.ly/LBPl5H
2. "What is Social Business", Social Business Forum, 2012. http://bit.ly/LstTSJ
3. “Business, Social Business and Beyond…”, Brian Sommer, Zdnet http://zd.net/MfUKlG
4. Social Business Eco-System Market / Enterprise courtesy with permission @BillJohnston, Dell.
5. McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010,
http://bit.ly/L3zChw
6. Social Media Stats http://bit.ly/JErF3z
7. "IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive", Mark Fidelman, Forbes, May 22, 2012. http://onforb.es/L3yvKN
and http://ibm.co/KiC71O
8. Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94
9. “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv
10. "Social Strategy: Getting Your Company Ready", Altimeter, 2010. http://slidesha.re/LehwYd
11. "Six Social Media Trends for 2012", David Armano, Edelman Digital, Dec 2011. http://bit.ly/KmbNn3
12. "Social-networking tools fuel business", Washington Technology, June 2009. http://bit.ly/xy3Vuw
13. “Getting social: CSC Australia”, CIO Magazine, Sept 2009.
14. “Community Management: Essential Capability”, Dion Hinchcliffe, ZDNet, Sept 2009. http://blogs.zdnet.com/Hinchcliffe/?p=913
15. “CSC Recognized for Social Business Achievements”, CSC News Room, Jan 2010. http://bit.ly/yOkfPe
16. “CSC CRM Watchlist 2012 Winner” , Paul Greenberg, Jan ‘12. http://zd.net/KDOqnR
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48. TBSC 2012 July 3, 2012 48