Understanding social business excellence

© 2012 IBM Corporation

Keynote: Understanding Social Business ExcellenceRawn Shah | Social Business Strategist | IBM

Enterprise 2.0 SummitFeb 7 - 8, 2012 Cercle National d'Armee Paris, France


Rawn Shah -- Enterprise 2.0 Summit, Paris, 2012 // #e20s

Author, Blogger, Speaker

Social Business Strategist, IBM

Social Networking for Business, (Pearson/Wharton School Press 2010)On Amazon: http://t.co/4UpUVsg

http://about.me/rawn

Connected Business blog:

http://Blogs.Forbes.com/rawnshah

http://linkedin.com/in/rawnshah

http://twitter.com/rawn

[email protected]

Rawn Shah

http://t.co/4UpUVsg

http://t.co/4UpUVsg




http://blogs.forbes.com/rawnshah








mailto:[email protected]




Business Value Creation

CustomerValue

Quality inOperations

OrganizationCulture

OperatingEfficiency



65% of Line of Business buyers

will buy without IT -- Forrester Research, 2011



Line of Business (LOB) or Enterprise Functions:

• Sales, Marketing, Customer Service

• Human Resources, COO

• Research & Development

• Supply Chain, Suppliers & Business Partners



engagement

function

Many of our Organizations today have invisible walls



engagement

function

We want our people to work together better without walls, but…



The social media revolution has suddenly opened the walls and started new conversations for us



Business conversations are spanning many roles and Lines of Business

Enhance employee / leader interactions

Improve effectiveness of sales channels

Enable employees to represent the company

Capitalize on innovative approaches

Improve customer service

Leverage loyalist customers

Engage in the community

Develop new businesses

Improve brand awareness



Increase return on company assets




Improve product differentiation



Find unmet customer needs

Shorten time to market

Retain best customers

Improve sales effectiveness


Deal better with blows to reputation

Develop employee competencies


Strengthen culture

Deal with reputational risks

Improve company processes


Improve shared services


Eliminate waste across the enterprise


And growing…



Increase return on company assets


Acquire new customers



Improve product differentiation

Provide employees with better information


Improve employee climate


Find unmet customer needs

Shorten time to market

Retain best customers

Improve sales effectiveness


Get current customers to buy more

Deal better with blows to reputation

Develop employee competencies


Share best practices

Recruit stellar employees

Strengthen culture

Improve employee performance

Deal with reputational risks

Generate income on intellectual capital

Encourage endorsements of products by loyalists

Reduce labor time on processes



Improve shared services

Drive effectiveness of supply chain


Eliminate waste across the enterprise


Improve demand generation activities

And GROWING… chaos?



More and more open, cross-silo conversations

≠Lines of Business in organizations will going away.

Observation



?

How do we harness the power of these conversations to align to the goals and processes of the business?



Start by adding some structure to Enterprise collaboration

+



copyright: Rawn ShahSocial Networking for Business(Wharton School Press,2010)[Figure Not published]

Places

PeoplePurpose

Interpersonal Actions

Relationships& Roles

Trust &Reputation

EnvironmentActions

SocialTasks

Culture

Social Experience

Content Actions

Domain

CommunityManagementLeadership

Online Collaboration &

Social experience is a combination of

many structural elements



Structure must still be aligned to specific value goals



Recognize LOBs may have different priorities & value goals

VP Product Development, Chief Design

Officer, VP Research

VP HR, CIO,GM

CMO, VP Sales, VP Customer

Service



So, we need to look at how

these structured social conversations

are adding or creating value to specific LOBs,

their business issues and their processes



1. How does Social create value?

2. How does this map to the goals, challenges, processes of LOBs?



How does social create value?

CaptureUnstructured

Data

Collaboration & Discovery

Analytical Insight

Transformation



Value Creation Level 1:

— 70-80% of enterprise data is unstructured and growing 10 – 50 times faster than structured data

– Noel Yuhanna, Principal Analyst, Forrester Research, Nov 2010

— Capturing tacit knowledge from conversations across the organization – Off-boarding

Save tacit knowledge and before employees change jobs, leave or retire

— Transferring how we view and structure information from our minds to shareable data

CaptureUnstructured

Data

How Social creates Value in the Enterprise




— Accelerating ideation and innovation

— Building engagement & Strengthening relationships across employees, partners, customers

— Accelerate decision-making– simplified, context-focused, and semi-structured communications– identified relationships and dependencies– Incorporate recent activity & sentiment of decision participants

— Identifying process failures, constraints and weak points






— Attention Management: filtering the flow, prioritizing conversations & activities

— Data or Social Interaction Pattern analysis

— Sentiment analysis – internal & external

— Accelerating decisions based on data on behavior & sentiment

AnalyticalInsight





— Integrating Unstructured data, Collaboration and Insight into process flows

— Process resiliency, and adaptive paths in a process = collaboration + insight

— Handling Process Exceptions through social interaction = tacit unstructured data + collaboration

— Alleviating process frustration and improving process adoption =collaboration + insight

Transformation




Increasing Value creation from Social business

CaptureUnstructured

DataCollaboration & Discovery

AnalyticalInsight Transformation

Specific gains

Strategic

Broadvalue

Tactical



How does value creation from social relate

to the goals, challenges and processes

of Lines of Business?



Three Key Business Scenarios and Lines of Business

CMO, VP Sales, VP Customer

Service

Customer Care & Insight

VP Product Development, Chief Design Officer,

VP Research

Product & Service Innovation

VP HR, CIO,GM

Workforce Optimization



Product & Service Innovation Goals

VP Product Development, Chief Design

Officer, VP Research

Radically Innovate Models,

Markets, Products

Leverage Collective

Intelligence

Innovate Through Partnerships

Cultivate Networks &

Communities of Expertise

Goals



Product & Service Innovation

Challenges

Inflexible legacy models, products, infrastructure

Lack of Continuity of Technical Expertise

Limited Expertise in certain areas

Complex decisions

Locating resources

Capabilities

Connect to contextual expertise & resources

Build communities of practice & process

Build cross silo working relationships & culture with consistent messages

Build external partnerships with academia & industry

Generate Ideas through partner & customer co-creation (e.g., Social Business Jam)

Radically Innovate Models, Markets,

ProductsLeverage Collective

Intelligence

Innovate Through

Partnerships

Cultivate Networks & Communities of

Expertise

Strategy



Applied to Product & Service Innovation(Research, Development, Supply Chain)

Def

ine

Stra

tegy

Incr

ease

val

ue to

LO

B


Insight

Transformation

Capture Unstructured

Data

Define Strategy

Capture new ideas for innovation

Expand, explore, and validate innovative ideas

Determine patterns of innovation

Transform innovation focus, strategy & development processes

Execute

Describe needed innovation qualities & values

Identify hotspots of innovation

Define metrics and KPIs for innovation strategies

Set Business-strategic goals forInnovation

Challenges

Identify Goals

Capabilities



Customer Care & Insight Goals

Enhance Customer

RelationshipsIntegrate Insight

Accelerate Customer

ResponsivenessImprove Brand

Loyalty

Goals

CMO, VP Sales, VP Customer Service



Enhance Customer

Relationships

Integrate Insight

Accelerate Customer

Responsiveness

Improve Brand Loyalty

Customer Care & Insight (Marketing, Sales, Customer Service)

Challenges

Unsure of what is being said about company

Existing analytics is broadly distributed

Response can be slow or lack coordination

Capabilities

Analyze relevant customer conversations across global content

Detect risks to the brand in real-time

Identify & map experts to respond to data

Use internal communities, wikis, and project spaces to coordinate response

Strategy




Insight

Transformation


Data

Applied to Customer Care & Insight(Marketing, Sales, Customer Service)

Define Strategy

Incr

ease

val

ue to

LO

B

Use communities to draw customer conversations

Identify experts among the collaborative conversations

Analyze customer conversations to detect risks to brand

Create real-time response process to mitigate risks

ExecuteD

efin

e S

trate

gyParticipate in communities of your own and outside your company

Identify supporters and detractors

Define what risk factors to listen for, how and where to listen

Create processes to mitigate risks to brand from social media activities

Challenges

Identify Goals

Capabilities



VP HR, CIO,GM

Workforce Optimization: Client Goals

Mobilize for Speed & Agility

Retain Expertise leaving the company

Improve Recruiting & Training new employees

Create a Culture of Sharing

Goals



Workforce Optimization

Challenges

• Frequent exception handling

•Complex decisions

• Locating resources & coordinating effort

•Non-collaborative culture

Capabilities

• Facilitate communities for most complex process, products, …

•Provide intranet channel for consistent messages & linkages to resources & experts

•Build cross silo working relationships & culture

•Real-time risk monitoring

•Executive Blog with video, asking questions

Strategy

Mobilize for speed & agility

Retain expertise leaving

companyImprove

recruiting & training new employees

Create a culture of sharing




Insight

Transformation


Data

Applied to Workforce Optimization (HR, Learning, CIO, General Manager)

Define Strategy

Incr

ease

val

ue to

LO

B

Create communities of practice for organization business topics

Enlist and assign inter-departmental roles to discuss topics

Analyze discussions, detect common exceptions and workarounds

Target exceptions and org friction at the process level

ExecuteD

efin

e S

trate

gyEncourage employees to communicate & interact

Build cross-silo interaction

Determine hot topics, exception issues, complex decision discussions

Reduce friction in decision making

Challenges

Identify Goals

Capabilities



Think about

+ +Value Creation Line of Business goals,

challenges & processesMapping Goals to strategy to Execution

=Structured

Social Experiences



Think about

+ +Value Creation Line of Business goals,

challenges & processesMapping Goals to strategy to Execution

=Structured

Social Experiences



Thank you


http://Blogs.Forbes.com/rawnshah

[email protected]
















Technology

Understanding social business excellence