Social Business Use Cases
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Transcript of Social Business Use Cases
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© 2011 IBM Corporation
IBM Social Business
#ibmsocialbiz
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© 2011 IBM Corporation2
Mainframe
PCs
InternetSocial
Departmental
The era of Social Business
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© 2011 IBM Corporation3
Social BusinessSocial MediaPrincipalmente Marketing.Organização e Processos de
Negócio
Social Media vs. Social Business
3
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© 2011 IBM Corporation4
It’s not important what you know only….It’s important Who Knows what you know
Ginny Rometty – IBM CEO – August 2012
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© 2011 IBM Corporation5
Desenvolvimento de produtos/serviços
Marketing, Servicio ao cliente
OperaçõesRecursos Humanos
Negocio tradicional Resultados
Social Business
Comunidades ativasEmpregados participam da ConstrucaoEngajamento
Marketing “one-way”Controle de marca
Investimento em PesquisasIdéias Internas
SilosInflexível
Atento ao mercadoFidelização de clientes
Social Inserido aos processosConectado ao exterior
Tecnologia social aplicada aos processos
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© 2011 IBM Corporation7
Value of Social Business
30%
20%
20%HR & Talent Management Increase speed to access knowledge;Increase speed to access experts
Customer ServiceIncrease Customer Satisfaction
R&DReduce time to market;Increase number of successful innovations
Source: Business and Web 2.0: An interactive feature, McKinsey Quarterly, 2011
NNNN
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© 2011 IBM Corporation8
IBM Connections
Home pageSee what's happening across your social network
BlogsPresent your own ideas, and learn from others
CommunitiesWork with people who share common roles and expertise
FilesPost, share, and discover documents, presentations, images, and more
Micro-bloggingReach out for help your social network
ProfilesFind the people you need
WikisCreate web content together
Social AnalyticsDiscover who and what you don’t know via recommendations
ActivitiesOrganize your work and tap your professional network
BookmarksSave, share, and discover bookmarks
ForumsExchange ideas with, and benefit from the expertise of others
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© 2011 IBM Corporation9
Omron: Cultural shift & tsunagi (“linkage”)
Goals:
Approach & Results:
Shift from multi-local to Pan Geographic
Integrate division model for “1 Omron to Client”
AAAA
CULTURE eats strategy for lunch!
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© 2011 IBM Corporation10
Engaging to amplify rewards and motivation
IBM - BlueThx TD Bank – WOW Moments
EEEE
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© 2011 IBM Corporation11
Communicating Vision
AAAA
• TD Bank Examples–Executive Social Handbook–Conversation Guide–Executive FAQ–Etc.
• Key Messages–Business Value–Why they are doing this–Roadmap–What questions have been asked–Use what tool for when
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© 2011 IBM Corporation12
Dutch Tax: “Connect People”Communications to build trust across boundaries
GGGG
• 30K employees
• Siloed
• Predicted turnover - loss of experience
• Embedded expert recommendations in core apps extending relationships
• Visionary videos creating understanding of value to organization
• QR codes, comics, etc. to drive adoption
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© 2011 IBM Corporation13
Creating trust with patient support communities
• Customer advocates redefined patients care
• Private patient support communities by disease
GGGG
75% Reduction in clinic phone calls
5% Increase in referrals
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© 2011 IBM Corporation14
Integrated gamification creating engagement
More quickly realize the value of social business by engaging customers, partners and employees
Spark Adoption for IBM Connections, Spark Collaboration for IBM Connections
EEEE
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© 2011 IBM Corporation15
Engage with an Exceptional Experience;Shift spectators into participantsSocial Gaming at AXA and IBM
Engaging students at SP Social Cloud at Panasonic
Setting a standard of services at Hilton
EEEE
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© 2011 IBM Corporation16
Becoming a
Social
Business.
Becoming a
Social
Business.
SVP Steve Mills –” harness our collective intelligence across IBM and ultimately across our eco-system”
SVP Steve Mills –” harness our collective intelligence across IBM and ultimately across our eco-system”
We want to be a online
“Business Network”
We want to be a online
“Business Network”“Stocks of info turning into Flows of new info”
“Stocks of info turning into Flows of new info” Irving Wladawsky-Berger
Network Behavior
CompanyInnovation Think Tank
CompanyInnovation Think Tank
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© 2011 IBM Corporation17
Executives leading the way to build trust
IBM’s CEO•Dedicated Communication Community called “ThinkTogether”•Video Blogs
– First day on job– After every Qtr
•Recognition via micro blogging
GGGG
Much more likely (31%
More likely (51%)
No difference
(16%)
Less likely (2%)
Likelihood of trusting CEO & leadership who openly communicate on Social*
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© 2011 IBM Corporation18
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© 2011 IBM Corporation19
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© 2011 IBM Corporation20
Regional communities to centralize Regional communities to centralize efforts, share knowledge and efforts, share knowledge and
connect peopleconnect people
More than 4K More than 4K participantsparticipants
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© 2011 IBM Corporation21
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© 2011 IBM Corporation22
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© 2011 IBM Corporation23
Digital Reputation / RecognitionDigital Reputation / Recognition
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© 2011 IBM Corporation24
Ideation – Feature Requests - CrowdSourcing
Faster time to market for products & services
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© 2011 IBM Corporation25
Mobile Social
Leverage existing investments in mobile technology to engage socially
– Freedom to stay connected with your network from your choice of smartphones & tablets
Participate in social process while you are disconnected
– Offline access to secure and encrypted socially shared files
Extend corporate branded social platform to your mobile experience
– Easily manage your branding across all devices from a single point
© 2012 IBM Corporation
EEEE
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© 2011 IBM Corporation26
Employee Onboarding
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© 2011 IBM Corporation27
Allowing the Teams to compete Better
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© 2011 IBM Corporation28
Managing the Business
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© 2011 IBM Corporation29
Managing Events
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© 2011 IBM Corporation30
Expediting Support
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© 2011 IBM Corporation31
Speed to Find info
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© 2011 IBM Corporation32
Speed to find information
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© 2011 IBM Corporation33
Badges / Recognition
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© 2011 IBM Corporation34
Friendly reminder this is a Corporate Tool…
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© 2011 IBM Corporation35
Social Business PlatformSocial Business Platform
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© 2011 IBM Corporation36
Social Business AGENDAS
oci
al B
usi
nes
sS
oci
al B
usi
nes
s Align Organizational Goals & CultureAAAA
Gain Social TrustGGGG
Engage through ExperiencesEEEE
Network Your Business ProcessesNNNN
Design for Reputation & Risk ManagementDDDD
Analyze Your DataAAAA