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Social Collaboration: Opportunities, Best Practices and the Future

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A presentation on IBM's point of view in social collaboration, social business, transformation of the workplace and how business should leverage the power of social to create new opportunities. I show some best in class examples and close with some impulses on where digital transformation be five years from now.

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Social Collaboration: Opportunities, Best Practices and the Future

  1. 1. Opportunities, Best Practices and the Future Stefanie Heyduck, Managing Consultant – Social and Digital Transformation March 16th, 2015 @verschattet Social Collaboration
  2. 2. A new way to work Unleasing the potential of social collaboration
  3. 3. The workplace is getting more complex * The State of Workplace Productivity Report, Cornerstone OnDemand, 2012 Millennials feel information and technology overload, and prioritize ease-of-use in work applications* Workforce is spread around the globe Open work models raise new demands on security Integration must be seamless in the office, home, and on the go Social approaches are brought from home to work The future of work focuses on the individual … and the community. 3
  4. 4. When was the last time you felt truly productive at work? Every day, information overwhelms us. Tasks get left undone. Messages go unanswered. Meetings dominate our time. The emails pile up. Today’s tools are not adequate for the workplace of the future. The average interaction worker spends an estimated 28% of the work week managing e-mail.1 Up to 30% of email time could be repurposed by adopting social collaboration tools for communication.2 1 McKinsey Global Institute - The social economy: Unlocking value and productivity through social technologies, July 2012, and Susan Felman, Hidden cost of information work: A progress report, International Data Corporation, May 2009 2 McKinsey Global Institute - The social economy: Unlocking value and productivity through social technologies, July 2012 4
  5. 5. …a clear sense of where to focus the time we have. …an easy way to collaborate with the people that matter to us most. …a way to take back control of our day. What we need is… 5
  6. 6. Break free of the cubicle mindset Too often knowledge is stuck in heads, on hard drives, in folders and in emails. Working across departments, regions and time zones becomes a burden.
  7. 7. Connect and be inspired Collaboration platforms help us to access information and expertise across department silos, borders and time zones for mutual benefit.
  8. 8. Productivity is a top focus of global CEOs * Engaged Employees and Satisfied Customers Dominate Thinking of CEOs in 2014,” The Conference Board, https://www.conference-board.org/press/pressdetail.cfm?pressid=5055 As enterprises seek opportunities for growth, worker productivity takes center stage. 8
  9. 9. “Understand the social network not as your new water cooler, but as your new production line” Ginni Rometty IBM CEO March 2013
  10. 10. COLLABORATIVE ECONOMY SOCIAL MEDIA SOCIAL BUSINESS DIGITAL TRANSFORMATION Social is not about cat content 10
  11. 11. Trust People Bring customers and partners into the conversation Empower People Work with anyone, anytime, anywhere, even offline Engage People Filter out the noise, illuminate ideas Extend Technology Easily integrate existing and new applications and capabilities IBM Connections – a platform for social business 11
  12. 12. Transforming the workplace from push to pull: It‘s not information overload. It’s filter failure “You will need to know this sometime, so I will send it to you now” “…and me” “…and me” “…and me” “…and us, too” “I know I can discover what I need, when I need it” “We share what we know” 12
  13. 13. At home, I check my e-mail and appointments on my smartphone. I share a status update about my travel to Essen and the topic of my presentation on Connections. 7:30 AM 8:00 AMWhile driving to the train station I participate in a video conference via smartphone and hands free kit, which for me is an audio conference as I am driving. On the train l check my Connections updates and find a brand new study. I add these slides to my presentation, upload it to Connections and share it with my team. 8:50 AM 10:30 AMPresentation in a customer workshop. Taxi ride to the IBM location. A colleague saw my status update. Since he is also in Essen he asks for a quick meeting. I find his contact via the Expert Locator app on the Smartphone. 12:00 AM 1:00 PMIBM Location: Discussion of the project goals. Meeting minutes are captured in an Activity in Connections and shared with the team. 3:00 PM Driving home by train. Working on a new presentation on my tablet using IBM Docs. No WLAN on the train, therefore the sync will only happen later at home. 6:30 PMAt home I have dinner with my family. Afterwards a walk in the park enjoying spring in Munich (completely offline). 9:00 PM Back home I participate (as an exception) in a conference call with US peers from my laptop, who demonstrate some new cool product features. How I work today 13
  14. 14. Then and now: New way of thinking and working Keep knowledge vs. share Org. Chart vs. agile CC-mails vs. networks Silo vs. crowd
  15. 15. 15 © 2014 IBM Corporation Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact For more info, visit: ibm.com/ibmcai/socialstudy The social universe is full of business opportunities
  16. 16. 18%72%8% 3% No way of assessing Failed Met Surpassed Increase employee productivity Increase customer loyalty and advocacy For many organizations, collaboration is the social entry point – and frequently these capabilities are deployed via mobile 16 • Start with collaboration: it’s the most commonly deployed ambition • Deploy via cloud to scale capabilities • Make these apps more accessible via mobile Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact For more info, visit: ibm.com/ibmcai/socialstudy
  17. 17. Increase employee productivity Optimize workforce talent For equipping the workforce, social capabilities, such as recruiting, often include heavy involvement from the CHRO 17 • Make social a key component of your recruiting strategy • Drive employee adoption of these social apps through training Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact For more info, visit: ibm.com/ibmcai/socialstudy No way of assessing Failed Met Surpassed 11%80%7% 2%
  18. 18. Increase customer loyalty and advocacy Increase sales Organizations are working to understand and engage customers, but most are not yet using that data to influence key engagement decisions 18 • Harness social data to influence marketing decisions • Create a formal customer engagement strategy – it’s essential • Communicate benefits of social by disseminating successful use cases Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact For more info, visit: ibm.com/ibmcai/socialstudy No way of assessing Failed Met Surpassed 24%69%5% 2%
  19. 19. Optimize workforce talent Increase employee productivity When it comes to communities, expertise location and crowdsourcing, organizations often rely on employee evangelists to help spread the word 19 • Leverage employee evangelists to develop and maintain communities • Don’t underestimate the importance of mobile-enabled social apps Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact For more info, visit: ibm.com/ibmcai/socialstudy No way of assessing Failed Met Surpassed 19%77%2%2%
  20. 20. Reduce costs Increase sales The most advanced ambition involves embedding social in business processes such as accounting and the supply chain 20 • Plan ahead – this is the most challenging ambition • Embed social ways of working into business applications Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact For more info, visit: ibm.com/ibmcai/socialstudy No way of assessing Failed Met Surpassed 20%76%5%
  21. 21. Learning from the best in class Best practices in becoming a social business
  22. 22. 50% faster to market, most profitable Engaged employees and new processes Most collaboration done away from HQ Ideation – 8 GTM strategies worth B’s Business Process from 40 to 6 days Drive culture with Social Business
  23. 23. Evonik: „Closed pilot? Never again!“ The beginning was slow and the project almost failed. The full power of collaboration could only be unleashed when opening the system to every employee.
  24. 24. Cool place to work = competitive advantage When communicating with branches social collaboration has completely replaced e-mails. Multilogue instead of monologue! Wifi + iPad = Social Intranet
  25. 25. External engagement with pre-hires Even before starting your job at IBM new hires are welcomed, onboarded and included into the community. Here they can engage with colleagues and get information.
  26. 26. 110 Mio. $ saved in IT-Support When Macs were not supported by the IT department users helped themselves by networking and collaborating. After our Apple partnership the community has become a strategic pillar.
  27. 27. What the future holds Where will digital transformation be 5 years from now?
  28. 28. Social Intranet Social will integrate deep into the digital ecosystem, creating a seamless user experience. More good news: ThyssenKrupp is already on track.
  29. 29. Omnichannel and mobile first Smartphone and tablets will oust laptops as the sole business machine. Enterprise apps and mobile infrastructure strategies are on the rise.
  30. 30. Analytics and Gamification Social will become more relevant when the its personal impact can be measured. My internal digital eminence will advance my career and offer exciting project opportunities. 31
  31. 31. E-mail? You are so 2014. The concept and usage of e-mail will change. Business communication will become more real- time and social. Systems will become smarter in focussing on things that matter to you most.
  32. 32. Less searching more finding Analytics and cognitive computing will mine the amounts of data. Instead of searching through the clutter, systems of engagement will point us to the right information at the right time.
  33. 33. 34 Questions?

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