Throughout 2010 and early 2011, Standard Life has been rolling out a program to put in place a scalable digital enabling technology foundation based on IBM WebSphere Portal. The solution offers both business services for independent financial advisors and retail services for customers. The investment made by Standard Life came while delivering a new visual identity for the organization. Join this session to understand the business drivers, audience demographics, and how this organization successfully combined their digital strategy with the business case for WebSphere Portal as enabling technology, resulting in multiple business propositions to be developed in parallel. Learn how the enhanced digital platform integrates key data sources, web analytics, collaboration, and social channels leading to improved employee productivity, advisor, and customer service levels. Simon Quinton, Director of Delivery, Ascendant Europe

2. Using Social Business to drive
Innovation at Standard Life
Simon Quinton

3. What we are going to cover
• Who are Standard Life and what do they do
• Building the foundations – Portalise the Enterprise
• From Portalise to Socialise - Engaging with their audiences
• How are Standard Life approaching Social Business
• What does the future look like
• Questions

4. Who are Standard Life and what do they do

5. An established provider of long term savings & investments
All figure correct at 30 June 2011

6. Operating across the globe
All figure correct at 30 June 2011

7. Audiences include both B2B and B2C customers

8. Building the foundations – Portalise the Enterprise 2010-2011

9. UK Financial Adviser eCommerce Extranet

10. UK Financial Adviser eCommerce Extranet
• Intuitive Interface
• Enhanced personalisation and customisation
• New Business functionality
• Tracking Quotes and Funds
• Access to Client Portfolios
• “Investment Centre” for Fund Filtering, Fund
Fact Sheets, and Favourite Funds

11. UK Customer WebSite

12. UK Customer Website
• New and intuitive experience
• Simplify financial messages
• Allow everyday consumers to take control of their
investment decisions
• Front-end capability that is adaptive
• A platform that consumers can trust
• Improved performance and usability

13. BUT………
The changing environment in which we live
NEVER STOPS MOVING!

14. The industry is being shaped by a number of significant market forces
• Economic conditions
• Changing regulation and
legislation
• Changing customer needs
• Technology advances
• Competitive pressures

15. The linear approach is gone, replaced by a complex ecosystem
The Old Way… The New
Way...
entertain connect inform assist convert Brand
Banner

16. Even when a complex mix of the ‘Wild numerous
…there is categorised, the options are West’tools
But…it currently feels like channels and
Image credit: Brian Solis, http://www.briansolis.com/2008/08/introducing-conversation-prism/

17. Making sense of these opportunities is going to be vital to how
successful they become:
“Businesses will have to embrace all of the disruptive elements, such as
mobile and social technology, in a new, cohesive organization that is
focused outward and inward.”
- Brian Solis, Digital Analyst
The Altimeter Group
2012

18. From Portalise to Socialise
‘Engaging with their audiences’

19. Financial Services has always been social – but now with more channels

20. So what does this mean for Standard Life?

21. Social Media is changing the way customers engage with their
offerings at different stages of the purchase cycle
Value of
relationship
Depth of relationship

22. Social Media is changing the way they engage with the CONSUMER
audience
Established Affluent: Emerging Affluent:
% of the UK population •12% •13%
•Mainly older families and •Mix of young, mature and
Audience type singles single home-sharers and
families
•Spectators and critics; •Creators and critics; publish
Social Media traits read blogs, forums blogs and post updates on
reviews and tweets Facebook and Twitter
Social Media is being used to unbox products and explain complex changes to the financial
landscape, helping SL to engage more effectively.

23. Social Media plays a key role in delivering ADVISER propositions
helping to provide greater value to the relationship
Financial Advisers:
•Holistic Advisers and Traditional Advisers
Audience type •Supported by Business Writers, Paraplanners and
Administration Assistants
•Access to information quickly and effectively
Key needs •Client engagements
•Need to meet regulatory requirements
•Traditional channels
Social Media traits •LinkedIn, Twitter and blogs for information and peer-to-
peer conversations
Social Media allows SL to augment traditional product offerings with thought leadership and opinions
while helping advisers communicate more effectively with their clients

24. Social Media is helping CORPORATE clients engage with their employees
Employers: Employees:
Audience type •Mid-to-large companies •Wide range of customer types
•Wide variety of industries
•Access to benefits packages
•Cost effectiveness •Easy-to-maintain benefits
Key needs •Employee engagement packages
•Regulatory requirements
•Individuals use all forms of
•Use traditional channels Social Media
Social Media traits •Twitter and blogs to
source information
Due to the nature of the audience a wide variety of Social Media networks will be used to support the
delivery of the SL workplace benefits proposition.

25. INTERNAL demand for better collaboration and communication
Employees:
•Europe - 78%
Audience type •North America - 21%
•Asia – 1%
•Increase productivity
Key needs •Knowledge sharing
•Improved communication and collaboration
•Individuals use all forms of Social Media
•Growing desire to access these networks while at work
Social Media traits •Use of personal mobiles for work purposes
While it is still in its infancy, the provision of a Social platform has proved valuable; creating new ways
for staff to engage and work together across business units – and borders.

26. How are Standard Life approaching social business

27. Having clear business goals
To ensure Standard Life derives maximum value from any social activity a framework has been introduced:

28. The approach is to think long term, start slow and scale fast...
External Internal
•Educate widely •Focus on key problem
•Create a social •Define outcomes
framework
•Create sharing
•Focus on where the environment
traffic is
•Measure
•Measure and monitor
Top down buy-in and advocacy

29. External Social Media Interaction Points

30. Internal Social Business Interaction Points
“Recognising the need to enable employees worldwide, to communicate and
collaborate more efficiently, the choice was made to pursue the development of an
internal Social Business network”
Kevin O’Shaunessy – Digital Director, Standard Life

31. Their internal activity is led by connecting people within their
traditional organisational structure

32. Trialling Connections
• Who is involved:
• 730+ Evaluation participants
• 300+ Control group
• 7 lines of business, 5 with global participants
• All members of the Senior Leadership Team
• Our objective:
• Test the impact a Social Business tool has on:
• Increased productivity
• Knowledge sharing
• Improve communication
• Idea Generation
• Evaluation programme:
• Pilot programme (underway)
• Initial performance metrics are well above expected
averages
• Primary benefit of this evaluation:
• Ability to assess the impact Social Business
collaboration software provision has on existing
working structures

33. Good levels of engagement and changes in working practices

34. Lessons learnt
UK
Global
What went well • Executive buy-in
• Executive participation
• Established active profiles
across key platforms
• All initiatives set up properly, • 3-5 Curators per community
preparing for all eventualities
• Preparatory training facilitated
• Increased education and buy-in
understanding across the
What SL could do better business
• Greater promotion of our • Solution design meeting
profiles demands of system
• Undertaken a greater number
of ‘short-term’ campaigns • Mobile integration and Senior
deriving more learnings to aid Leadership access
internal buy-in
• Ensure on-boarding content
relevant and tailored to
audience

36. What does the future look like

37. The future is about going broader and deeper and fully
integrating into the way they do business
Global, Digital Audience Standard Life
Internal, Social
Business
Network

38. The future is about going broader and deeper and fully
integrating into the way they do business
Global, Digital Audience Standard Life
Collaborate
with
customers and
partners Intranet
integration &
Internal,
Social
Social
Business
Business
network
Network

39. Remember………..

40. Thank you and questions
Tack och frågor
* simon.quinton@atech.com
simon_quinton
atech_europe
Simon Quinton