Sb Overview Gartner Pcc Sept 2011

© 2011 IBM Corporation

Social Business: The Next Era of Business

Pam Chandor – Global Director, Social Business21 September 2011

© 2011 IBM Corporation2

Customers

Unlimited real-time access to ever-changing information and expertise

Employees

Engaging externally in waysthat are outside the traditionalscope of workPartners

Acting as anextension of the enterprise

Competitors

Entering new spaces quickly with new models and low barriers to entry

Traditional roles and processes across the business network are changing


As a result, the enterprise itself is changing forever

Talent as a cloud Digital reputation and individual brands Leadership by connections Real-time teams Collective intelligence


A 5th wave of IT-enabled business transformation is emerging: Social Business

MainframeDepartmental

PCsInternet

Social


E ngaged

T rans parent

Nimble

Social BusinessSocial Media

Primarily marketing and PR

Encompasses organization and

business processes

Social Media vs. Social Business

5


...with “Social Business” Being Driven By Corporate Objectives

“We have to enhance the horizontalcommunication and integrate data to remove the barriers across silos in my company.”Masahiko Kon, Director of Finance/IT/GA, Sumitomo 3M Limited

“Internal collaboration is a must, cultural issues have to be addressed, and knowledge has to be shared and used”Banking CIO in India

“For CIOs in top-performing Expand mandate organizations, collaboration and integration are especially important... Advanced collaboration suites with an array of functions — wikis, blogs, file repositories, event calendars, discussion boards, image and video galleries, collaboration spaces and others —are critical enablers...”

Source: The Essential CIO: Insights from the 2011 IBM Global CIO Studyhttp://www-935.ibm.com/services/c-suite/cio/cio-study-registration-2011.html

“CIOs are providing tools that enhance internal communications, such as real-time message exchange, company blogs and other types of electronic and mobile collaboration.”


A foundational set of capabilities are enabling social business

Reach people where they live and work

Use identities on consumer, b2b, and corporate social networks

Communicate through the associated channels

Enable people to engage productively in a business context

Develop personal insights and collective intelligence

Monitor and analyze social data to discover new business insights

Analyze identities, social graphs, communication channels, and social content

Identify opportunities, problems, solutions, valuations, etc.

Integrate social engagement and social intelligence into business processes

Act on new opportunities, make better decisions, and optimize processes in real time

Govern and manage risk


Social Business strategic technologies

Reach:

Social networks

Identity systems

Communication channels

Engage:

Engagement applications

Social connectors

Content services

Discover:

Social analytics

Social monitoring

Optimization

Integrate:

Process management

Information integration

Governance, risk and security solutions

Solution lifecycle management


Marketing / Customer Experience

Product & Service Innovation

Human Resources

A Traditional Business

A Social Business

Harvests insights from networks of people to create value

Builds trusted relationships and brand advocacy

Strengthen controls, increase transparency, reduce exposure

Opaque, uncontrolled

Knowledge silos,

ineffectiveness

Socially enabling business processes

Governance, Risk & Compliance

Sales

Push marketing, control

Unclear view of customer, limited avenues

Sell effectively, grow the business

Shares insights to generate breakthrough ideas and speeds time to market

Linear, unclear view of needs


A Social Business

Connecting 20,000+ consultants to staff new projects faster and realize startup cost savings

Socially business examples

Connecting employees and customers socially to find answers for customers in real time

Harnessing social networks that are accelerating new product development from 12 months to 4 months

Marketing

Human Resources

Product & Service Innovation

Customer Experience

Promoting brand identify to turn customers into advocates and expand your reach

11


100k mobile devices in use at IBM today

•65k Smartphones and Tablets•35k Blackberry

IBM CIO Office study:•Mobile access increases sales productivity by 11 hours per opportunity!

Estimated 3 year ROI of 195%

2015 goals:•500k users•80% of all enterprise capabilities accessible from mobile devices

1212

IBM Social MobileInteractive access increases adoption


Source: “Designing for the Social Web” by Joshua Porter

1st Time ParticipantInterestedUnaware

RegularParticipant

PassionateParticipant

Consumption

Engagement

Engage through ExperiencesWhat is an Exceptional Experience

Integrated: Consistent online and offlineInteractive: Gaming, Video Mobile, Virtual GiftingIdentifying: Personalized, knowledge of you

The Usage Life Cycle

1313


IBM Exceptional Web Experience StrategyUser Expectations Define the Experience

People - not technology - are the center focal point of an exceptional experience

People – whether internal or external users – have certain expectations for online experiences

Capabilities are employed as necessary to help achieve experiences that meet/exceed the expectations of the intended user(s) – many entry points


IBM Customer Experience Suite

Foundational Services

Enterprise application sources

Personal & Departmental

Reach

Socialize + Interact

Cloud, Web, REST, ATOM, RSS, Widgets

Role, Profile,& Segment Mgt

ContentWorkflow

Globalization / LocalizationSite ManagementIntegration Security Doc Mgt

UserCustomizationCommunities Blogs, Wikis,

Forums SearchTagging, Rating, Commenting

Instant Messaging

Cloud

Target OptimizeCreate

VisualizationsRIARich MediaWeb Content

Feeds Widgets & Portlets

Social Catalog

CampaignsDevice Optimization

Recommendations

Personalization

Search Engine Optimization

A/B + Multi-variate

Real-time Analytics-enabled

Mashups


The IBM Social Business FrameworkEnabling exceptional experiences

Designed to enable IBM Partners to capitalize on Social Business opportunities, building on existing investments in technologies and skills

Solutions differentiated by... The ability to integrate industry-leading capabilities in business analytics,

enterprise content management, commerce, and others Exceptional user experiences Unmatched social collaboration capabilities An open web architecture that protects customer investments

IBM Social Business FrameworkA modular and open set of capabilities that accelerate the

development of advanced Social Business solutions


Customer Care and Insight

Operational Efficiency

Workforce Optimization

Product and Service

Innovation

Governance Risk and

Compliance

Process Management

Governance and Lifecycle

Workload-Optimized Systems

Envision Enable Adopt Optimize

Entry points

Services

Software

Systems & Technology

A Social Business Framework will allow the deployment of business transformation level solutions

Social Networking Content Analytics

Open Standards


Traditional Solutions are significantly limitedAn example: Sales Force Automation

Current SFA Solutions: Value flows to management and finance

Seller inputs data into Siebel

Seller gets information to help them sell from a a large variety of sourcesSametime

Sales portal

Notes

BlueCat (SWG)

Connections

Cadence Tools

Management pipeline view

Finance view

… but it doesn't really help sellers sell


Social Business Solutions drive better business resultsSales force automation that helps sellers sell

BI, reports Analytic insight Value flows to finance and management as a side effect

Better quality data,Performance analytics,Pattern analysis

Context Adaptive UI – one place... in real time

Activity transparency

analytics tools

Shared expertise, best practices, presentations, sales templates and RFP responses on demand

Contextual Client core data

Continual sales efficiency improvement

Coordinating resources

Built for a mobile workforce

Core value flows to the Salesforce

Driving real business results

$230M+ expected benefit @IBM by 2014 *

*IBM CIO office estimates $200M benefit by 2015 to freeing up sales time, up to $30M in annual cost structure savings; helping to meet GSO $71M cost reduction challenge.


Social Business disrupts the Business Solution Market

SCM

ERPPLM

HCMCRMDynamic team assemblyImproved retention/ identification of leadership potentialEngagement, accountability, reputation

Sales pattern reuseEfficient expertise leverageCreate customer advocatesHarnessing communities to support sales

Social Business

Collaborative product creationTransparency across engineering teamsError reductionAccelerated ideation

Flexible relationshipsProcess coordiation across a supply chain

Coordiation across a business processContinuous process optimization

(Markets first disrupted)

1. Social Networking2. Big data/Analytics3. Mobile4. Cloud

Disruptors:

SFASocial CRMWeb Experiences


Common characteristics are emerging from those making the most progress

Be willing to experiment

Gain business sponsorship

Invest in adoption

Focus on business outcomes

Manage actively

22

Social Business Adoption Advocates


Next Steps: Assess Your Organization: Take the IBM Collaboration Assessment Build a Roadmap: Schedule a Social Business Agenda Workshop

Get More Information:• Whitepaper: The Social Business, Advent of a New Age• Whitepaper: Forrester Study: Total Economic Impact of IBM Social Collaboration • Video: Business Value of Social Software

Get Plugged In:• Register with the IBM Reinventing Relationships Social Media Aggregator• Follow us on Twitter: SocBizAgenda

Start your Social Business journey today

http://www-01.ibm.com/software/lotus/collaboration/assessment/

http://www.ibm.com/smarterplanet/global/files/us__en_us__socialbusiness__epw14008usen.pdf

http://bit.ly/cmTXTW

http://bit.ly/cmTXTW

http://bit.ly/e3yphd

http://www-949.ibm.com/social/lotusphere/

http://twitter.com/SocBizAgenda

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Sb Overview Gartner Pcc Sept 2011