Charting the social universe: Social ambitions drive business impact

© 2014 IBM Corporation

September 2014

Charting the social universe Social ambitions drive business impact


Enterprises are rapidly adopting social capabilities to accomplish their business goals

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In the past two years, social deployment has

more than doubled:

And organizations are

achieving a wide range of

objectives from social:

Adoption Outcomes

Enhanced

collaboration

Accelerated

innovation

Expanded into new

markets

72%

64%

67%

Outcomes

% of leading orgs* achieving

Source: IBM Center for Applied Insights Raising the game: The IBM Business Tech Trends Study | For more info, visit: www.ibm.com/ibmcai/biztechtrends

* Leading organizations or “Pacesetters”, defined in the 2014 Business Tech Trends Study; view transformational technologies (e.g., Mobile Computing,

Cloud Computing, Big Data & Analytics, and Social Business) as critical to their organization's business success, and they are outpacing competitors in

adopting

http://www.ibm.com/ibmcai/biztechtrends


74% of respondents define

a "social" business as one

that uses social technology

to foster collaboration

among customers,

employees and partners.

Only 20% believe their

organization is currently

acting truly "social".

But many don’t know where to start or how to advance their goals

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Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact

For more info, visit: ibm.com/ibmcai/socialstudy

21%

C-level

LOB

9%

VP, Director,

Manager

LOB

44%

VP, Director,

Manager IT

26%

C-level IT

Distribution by role1

(spanning 5 countries and 18 industries)

To understand how enterprises

are deploying social, we

surveyed 372 IT and business

decision makers

http://www.ibm.com/ibmcai/socialstudy



Social Ambitions








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

6

• Employee engagement/

satisfaction surveys

• Customer retention/

opt-out rates

• Customer engagement

(comments, likes, posts,

repeat access)

Decide: CEO

Fund: IT

Use: Marketing/IT

Assess: CMO/IT

• Collaborative applications

• Enterprise social

networks

• Social media marketing

• Start with collaboration: it’s the most

commonly deployed ambition

• Deploy via cloud to scale capabilities

• Make these apps more accessible

via mobile






Increase employee

productivity Optimize workforce talent

For equipping the workforce, social capabilities, such as recruiting, often include heavy involvement from the CHRO

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• Employee usage, feedback

• Workforce performance

Decide: CEO

Fund: IT/HR

Use: HR

Assess: CIO/HR

• Security intelligence

• Workforce training

• Recruiting

• Policy communication

• Make social a key component of your

recruiting strategy

• Drive employee adoption of these

social apps through training




11% 80% 7% 2%




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

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• Customer satisfaction,

retention, conversion,

yield, win/loss rates

• Sales volume

• Share of wallet

Decide: CEO

Fund: Marketing

Use: Marketing

Assess: CMO

• Customer analytics

• Customer support

• Social CRM

• Social analytics

• 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




24% 69% 5% 2%




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

9

• Employee participation

rates

• Innovation metrics (number

of new ideas,

enhancement of

processes)

• Skills training test scores

Decide: CEO

Fund: IT

Use: HR

Assess: CFO

• Onboarding

• Locating experts

• Crowdsourcing/Idea

sourcing

• Leverage employee evangelists to

develop and maintain communities

• Don’t underestimate the importance of

mobile-enabled social apps




19% 77% 2% 2%




Reduce costs Increase sales

The most advanced ambition involves embedding social in business processes such as accounting and the supply chain

10

• Business process

performance

• Revenue

• Cost reduction

Decide: CEO

Fund: IT/Sales

Use: IT

Assess: CFO

• Workforce analytics

• Sales software

• Supply chain

• Business process

management

• Workforce performance

• Plan ahead – this is the most

challenging ambition

• Embed social ways of working into

business applications




20% 76% 5%



© 2014 IBM Corporation 12

Pursue an enterprise-wide

social strategy

Although only 8% of respondents have one, they

know it’s important; 45% plan to have one in the next

2-3 years

What are your most pressing organizational issues

or pain points?

What’s your biggest social ambition?

Create a deployment plan that

drives continuous adoption A top two concern across Ambitions was that the

capabilities won’t be used enough

Engage leaders across

the business Each Ambition had a variety of leaders making

decisions, funding, using, and measuring effectiveness

(e.g., CEO, CIO, CFO, Marketing, HR, Sales)

How will you get line-of-business and IT executives

working together?

How will you create a network of social leaders and

proponents?

Prove value through metrics Uncertain ROI is a top two concern across Ambitions,

yet few (34%) have established formal metrics

What metrics will you use to track your progress?

Which decisions will these metrics affect?

How will you encourage people to use the social

technologies you deploy? What design features

will you build into them, and how will you

manage the rollout?

How will you identify employee evangelists who

can show others the way?



Lessons from the front lines




To learn more about the study, please visit

13

ibm.com/ibmcai/socialstudy

(Short URL): ibm.biz/SocStudy


For more info, visit: ibm.com/ibmcai/socialstudy © 2014 IBM Corporation



http://www.ibm.biz/SocStudy





© 2014 IBM Corporation 14

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September 2014

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Notes and sources

1 “Frontier Medical Group works smarter with IBM social software.” IBM. May 2013.

ftp://public.dhe.ibm.com/software/uk/pdf/swd00/Frontier_Medical_Group_works_smarter_wit

h_IBM_Social_Software.PDF 2 “AMD: Social learning speeds up sales process.” IBM. January 2014.

http://public.dhe.ibm.com/common/ssi/ecm/en/loc14349usen/LOC14349USEN.PDF 3 Sky Italia Video. IBM. February 21, 2014. http://www-

03.ibm.com/software/businesscasestudies/us/en/corp?synkey=W604384Q48692R30 4 “Boston Children’s Hospital and IBM harness social education.” IBM. December 2013.

http://public.dhe.ibm.com/common/ssi/ecm/en/loc14373usen/LOC14373USEN.PDF 5 “IBM Teams with Eurobank to Deliver First-Ever Cloud-Based Digital Experience for

International Trade.” IBM. December 19, 2013.

http://www-03.ibm.com/press/us/en/pressrelease/42792.wss





Charting the social universe: Social ambitions drive business impact

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