SlideShare une entreprise Scribd logo
1  sur  12
Télécharger pour lire hors ligne
Patterns in achieving social business success
by leading and pioneering organizations
Whitepaper IBM on social business patterns
Social Business Patterns in achieving social business success 3
Change is the new constant. Organizations are being buffeted simultaneously by a num-
ber of macro-economic trends, such as compressed and highly volatile economic cycles,
a shift of power in commercial relationships from sellers to buyers and the continued
development of an increasingly global, distributed workforce.
Fortunately, there are new trends and capabilities in technology and business practices
that can help organizations adapt to, even take advantage of, these macro-economic
changes. Cloud, mobile and social computing, when deployed together, can enable
organizations to innovate and execute faster, better understand and serve their custom-
ers, and build and empower a more-engaged workforce. This paper will focus on how
organizations can use social business practices and capabilities to transform themselves,
and create competitive advantage and substantial new value.
A social business is an organization whose culture and systems encourage networks
of people to create business value. Social businesses connect individuals, so they can
rapidly share information, knowledge and ideas by having conversations and publish-
ing informal content. They analyze social content from multiple channels and sources,
in addition to structured data, to gain insights from both external and internal stake-
holders. When those things happen, innovation and business execution rates increase,
better decisions are made, and customers and employees are more engaged and satis-
fied. Social businesses enjoy lower operating costs, faster speed-to-market, improved
customer and employee engagement, and increased profitability.
Many organizations don’t get it. They do not fully appreciate the magnitude of the value
creation potential of social business. One study estimates that as much as $1.3 trillion
of potential value could be created by social business — in just four industry sectors!3
In
other words, social business is likely to spawn a level of business value creation similar to
that of the adoption of online commerce capabilities (ebusiness) a decade ago. However,
the same study found that, as of last year, just three percent of all organizations surveyed
are deriving substantial benefit from social across all stakeholders.
There are leaders across specific industries who do understand that social business repre-
sents an enormous opportunity to transform their organization and fuel substantial value
creation. Those companies are applying their own social capabilities — not just Facebook
and other public social networks — to business processes that connect external and inter-
nal stakeholders, including customers, partners and employees. They are transforming
key business processes by enabling the human interactions necessary to produce results
when the effectiveness of automated process activities has been exhausted.
Which socially-enabled business processes are producing meaningful value now? By
socially transforming Customer Service, organizations have reduced their customer
defection rate by as much as five percent, increasing profits by up to 68 percent. Being
social has helped businesses cut as much as two-thirds off their new Product Develop-
ment times. Human Resources functions have reduced by two days New Hire On-
Boarding time. Marketing departments have achieved a 100 percent increase in market
exposure via social. And some organizations have jump-started their Sales processes,
increasing sales manager revenue by 40 percent and improving sales efficiency by up to
50 percent, by better connecting sales people and customers.
Exactly how are organizations transforming these processes and becoming social
businesses? What best practices have emerged? Those questions are addressed by the
Social Business Patterns on the following pages.
54%of companies expect to
support their Customer
Service processes with
social capabilities within
two years, up from 38%
at present1
60%will socially-enable their
Sales processes in the
next two years, up from
46% now2
4 Social Business Patterns in achieving social business success
Social Business Patterns
Organizations that are relatively experienced with social business perspectives and
techniques are seeing opportunities to improve specific business processes and their
execution through the application of Social Business Patterns. These patterns are
similar in concept to business process flows, in that each represents a repeatable,
proven set of value-producing actions. Some organizations begin by applying just
one pattern, but know they can realize compound benefits by implementing mul-
tiple patterns over time.
Table 1 summarizes six Social Business Patterns that organizations can apply to
quickly realize business results. More detail on each Social Business Pattern is
described following the table.
Table 1: Social Business Patterns and how they produce value
Social Business Patterns
are similar in concept to
business process flows,
in that each represents a
repeatable, proven set of
value-producing actions.
Social Business Pattern Value Producers
Finding Expertise
(See Page 5 for details)
• quickly locate the right people, or published content
containing, the expertise needed to solve a problem
• connect the best possible resources to effectively
respond to customer needs
• document and share reusable solutions to common issues
• create highly-engaged and productive employees
Gaining External
Customer Insights
(Page 6)
• quickly learn customers’ opinions and preferences
related to existing and potential products and services
• identify and connect with key customer influencers to
aid marketing efforts
Increasing Knowledge
Sharing
(Page 7)
• more efficiently and effectively capture, share and
access knowledge
• increase innovation through wider reach of ideas
• reduce excessive, unproductive time spent searching
and exchanging information
Improving Recruiting
and On-Boarding
(Page 8)
• collaboratively find and connect the right candidate
to the right position
• streamline assessment and hiring processes
• better connect, engage and retain new hires
• contextually recommend expertise to increase new
hires’ productivity
Managing Mergers
and Acquisitions
(Page 9)
• increase overall success rate of merger and acquisition
activities
• raise effectiveness of vision setting and communication
before, during and after merger or acquisition
• accelerate creation of “one company” community and
culture
Enabling and Improving
Workplace Safety
(Page 10)
• speed communication of new or changed safety regula-
tions, policies and procedures
• minimize or eliminate project execution delays arising
from actual or potential safety issues
• improve innovation in safety procedures by increasing
dialog between safety experts and workers
“I’ve had more than 30
conversations with IBM
customers who have not
only implemented and
benefited from social
business IT implementa-
tion, but have quanti-
fied the results…the ROI
is real.”4
Social Business Patterns in achieving social business success 5
Finding Expertise
It is difficult for most people to locate the best expertise needed to quickly resolve
problems or best address a business opportunity, whether that expertise resides
inside another person or within published content. Employee engagement, effec-
tiveness, and productivity suffer as a result. Externally, this lack of readily-available
expertise leads to failures in closing sales opportunities, as well as lower satisfaction
among existing customers requiring service and support. This Social Business Pat-
tern shows how relevant expertise can be captured, discovered and shared in support
of both internally- and externally-facing business processes.
Business challenges
Common challenges faced by organizations that could benefit from applying this
Social Business Pattern include:
•	 Employees do not proactively share expertise or knowledge with each other
•	 Employees and business partners can’t locate the expertise needed to help them
support customers and resolve internal process issues
•	 Profitability drops because the same solution is ‘invented’ many times by different
employees and business partners
•	 Sales efforts fail, or drag on with no conclusion, because the organization does not
convince the prospect with relevant information and expertise
•	 Research and Development efforts do not delight customers or produce desired
products quickly
•	 Expertise of workers approaching retirement has not been captured before those
expert have left the workforce
Recommended Actions
This Social Business Pattern features these distinguishing actions:
•	 Use analytics on social interactions, files and other assets to discover hidden
expertise across your company
•	 Recommend human and digital sources of expertise to employees and business
partners in the context of their work
•	 Provide social tools that enable internal and external stakeholders to communi-
cate and collaborate with experts
•	 Document and share innovative solutions to internal and customer problems 	
with others
•	 Reward or recognize employees for proactively sharing expertise so that it can be located
by others and for collaborating to solve challenges and documenting the solutions
Observed Benefits
Organizations that have applied the practices that constitute this Social Business
Pattern have observed the following business benefits:
•	 30% improvement in speed of accessing experts6
•	 55% increase in visibility of company’s subject matter experts on its public website7
IBM Experience
By any measure, the cumulative expertise of IBM employees is staggering. To better
tap into that wisdom, IBM has developed analytics, expert recommendation and other
expertise location capabilities for internal use. Employee profiles, blogs, emails (by
permission), as well as content repositories and other information sources, are auto-
matically crawled and manually searched to find expertise.
Lowes built internal commu-
nities to share best prac-
tices and see deeper into
their human capital across
stores. Clarissa Felts, Lowes
VP of Collaboration, pre-
sented at Connect 2013 and
mentioned how using IBM
Connections has improved
their recruitment process
within headquarters in find-
ing proven talent that knows
the store environment from
first-hand experience.
Asian Paints sales staff
members found it difficult
to share best practices and
innovative ways of sup-
porting dealers, and they
had no way to post issues
of concern to the entire
sales team. IBM Connec-
tions software is heav-
ily used [now] in the sales
department, which finds it
an excellent tool for solv-
ing challenges by sharing
innovations, expertise and
best practices.
“adding social features
and mobile access to
CRM applications in-
creased the productivity
of sales people by 26.4
percent”5
6 Social Business Patterns in achieving social business success
Gaining External Customer Insights
A recent survey found that “96% of respondents indicated there was no meaning-
ful integration between what the company was doing externally (e.g. social media
outreach, customer and supplier communities) and internally with their social col-
laboration platforms.”8
Social businesses can take advantage of market opportunities
because they use listening and analytics technologies to uncover insights, gleaned
from multiple channels and sources, about their customers. They then feed those
insights into internal social systems and processes, enabling employees to collabora-
tively respond to customers with appropriate solutions. This Social Business Pattern
reveals how organizations can better serve their customers, speed new revenue gains
and cut cost out of the product and service development process.
Business challenges
Common challenges faced by organizations that could benefit from applying this
Social Business Pattern include:
•	 Inability to understand the evolving needs of existing and potential new customers
and markets, and to meet them with relevant offerings
•	 Struggling to begin or accelerate a shift from mass marketing to targeting key
individuals whose influence reaches large numbers of potential customers
Recommended Actions
This Social Business Pattern features these distinguishing actions:
•	 Deploy social monitoring tools to ‘listen’ to and understand customer sentiment
•	 Use data and social analysis tools to gain insight into existing and potential cus-
tomers’ needs, wants and preferences
•	 Leverage social communication tools to dialog with influential individual custom-
ers and key influencers
•	 Discuss insights about customers in internally-facing social systems to collabora-
tively identify, prioritize and develop new product and service capabilities.
Observed Benefits
Organizations that have applied the practices that constitute this Social Business
Pattern have observed the following business benefits:
•	 Nearly 50% reduction in customer/agent service costs9
•	 >50% decrease in time required to develop new services and features10
•	 20% reduction in man hours needed to create new product release information11
•	 100% year-over-year average growth in new business premiums12
IBM Experience
IBM has supplied its expertise and analysis capabilities to some of the premiere
sporting events in the world, including the US Open tennis and Masters golf
tournaments. IBM works with event sponsors to help them quickly harness insights
to improve their understanding of the event’s operations. Event sponsors can also
learn, in real-time, from customer interaction with the event’s website.
IBM has even run its own digital events, called Jams, during which insights are
gained from online discussions involving its employees, business partners, customers
and other stakeholders. IBM also plans and conducts Jams on behalf of customers
seeking to learn more about their employees and external constituents.13
[Ricoh] resolved these
problems by reengineering
the work process so that
staff can publish docu-
ments in rough form using
the SmartCloud Engage
Connections capabilities
that also allow global sales
companies to collaborate
on revisions. This change
was partly motivated by a
desire for a more proactive
method of assimilating mar-
ket and customer informa-
tion available to the global
sales companies to more
effectively provide products
tailored to local needs.
The solution was a self-
service portal called Lifeline,
[which] delivers services to
all of Reliance’s key stake-
holder groups, from custom-
ers and prospects to the
company’s employees and
agents. The portal provides
customers with a one-stop
experience through which
they can research and
purchase insurance plans,
manage their portfolios and
pay their premiums. Storing
all … customer and transac-
tion information within a con-
solidated data warehouse
enables [Reliance] to see the
big picture as to which prod-
uct offerings are successful
and which are not.
“Many corporate tech-
nology companies have
social media or analyt-
ics products … But IBM
has the early lead in
marrying the two”14
Social Business Patterns in achieving social business success 7
Increasing Knowledge Sharing
Pioneering social businesses are shifting their focus from discrete knowledge trans-
actions to on-going knowledge relationships. These companies are creating value
by sharing knowledge across internal barriers created by organizational structure
and systems, and traditional borders between themselves and their partners and
customers. They are also integrating gamification elements to reward individuals
who openly share their knowledge. This Social Business Pattern demonstrates how
to use social practices and capabilities to locate, share and use collective knowledge
for competitive advantage in today’s fast-paced environment.
Business challenges
Common challenges faced by organizations that could benefit from applying this
Social Business Pattern include:
•	 Excessive cost attributable to “not knowing what we know,” which leads to rework
and solution duplication
•	 Delays in revenue recognition and creation of unnecessary cost due to inability 	
to execute quickly
•	 Losing market share because the current rate of innovation is insufficient to 	
produce and maintain competitive advantage
Recommended Actions
This Social Business Pattern features these distinguishing actions:
•	 Add social communication functionality to other, existing enterprise applications
to foster open conversations
•	 Make people-based knowledge as accessible as document-based knowledge
through expert recommendation and always-available social communication tools
•	 Use gamification elements to provide social recognition to those who freely and
openly share their knowledge
Observed Benefits
Organizations that have applied the practices that constitute this Social Business
Pattern have observed the following business benefits:
•	 30% improvement in speed of accessing experts16
•	 Productivity increases of 20-25% attributable to reduced need for status meetings17
•	 Accelerated problem resolution due to more effective use of communication tools
•	 Improved employee engagement and satisfaction
IBM Experience
The research and professional services organizations within IBM are excellent
examples of knowledge-driven businesses. IBM Research employees possess deep
knowledge in specific areas of investigation; they include Nobel Laureates and
winners of other prestigious awards. Many of the researchers at the IBM Center
for Social Business have been at the forefront of exploring how knowledge is shared
within organizations and what can be done to improve those methods and tools.
They actively participate in IBM client engagements across all industries.18
Blue IQ is a program that helps IBMers adopt social business practices, including
sharing knowledge. Since 2007, Blue IQ Ambassadors have volunteered their time
and expertise to help their peers collaborate more successfully. Ambassadors help
their colleagues understand why knowledge sharing and other social practices are
important to their work, as well as to the collective business results of IBM.
“Knowledge has become
the key economic resource
and the dominant—and
perhaps even the only
—source of competitive
advantage.”15
Russell’s Convenience
needed an easy way to
connect and share knowl-
edge among its 25 stores
and with its licensees,
vendors and partners to
quickly identify and resolve
operational issues. The
company adopted the
IBM SmartCloud Engage
services to enable staff
members to communicate
more seamlessly and trans-
parently across stores and
with external stakeholders.
TD Bank Group needed
to improve internal com-
munications and collabora-
tion, standardize business
processes and capitalize
on its employees’ collective
knowledge and experience.
The company deployed IBM
Connections social busi-
ness software to provide...
better business processes
through knowledge and
expertise uncovered by the
network and more confident
decisions that are vetted
by experts and reflect past
experiences.
8 Social Business Patterns in achieving social business success
Improving Recruiting and On-Boarding
It is increasingly important for organizations to identify, hire and retain the best
available talent, in order to gain and maintain competitive advantage. Businesses
must also increase the effectiveness of their on-boarding activities to quickly get new
hires acclimated and productive. This Social Business Pattern shows how to meet
those objectives by harnessing communities and social networks that connect external
candidates with HR staff and hiring managers, as well as new hires with direct super-
visors, team members and other sources of expertise.
Business challenges
Common challenges faced by organizations that could benefit from applying this
Social Business Pattern include:
•	 Identifying and attracting the best possible candidates
•	 Accessing candidates in relation to corporate culture and matching their talents to
specific, best-fit job openings
•	 Getting new hires started and making them productive contributors as quickly as possible
Recommended Actions
This Social Business Pattern features these distinguishing actions:
•	 Use externally- and internally-facing social capabilities to connect HR staff, hiring
managers and candidates in the recruiting process
•	 Employ social capabilities to connect new hires with HR staff, direct supervisors
and other new hires in the on-boarding process
•	 Leverage internal social capabilities to connect new hires with team members and
needed expertise to quickly develop productivity
Observed Benefits
Organizations that have applied the practices that constitute this Social Business
Pattern have observed the following business benefits:
•	 30% more candidate searches completed annually19
•	 25% reduction in time needed to fill open positions20
•	 Two-day reduction in time to on-boarding new employees21
•	 30% faster new hire time-to-value22
•	 At least 20% increase in employee retention23
IBM Experience
With a global headcount over 430,000, IBM has large-scale experience in recruiting,
hiring and on-boarding new employees. Its Human Capital Management (HCM) pro-
cesses are frequently optimized and have become socially-enabled in recent years.
IBM uses LinkedIn, Facebook, Twitter and YouTube to support its external-facing
recruiting processes. Potential candidates can be made aware of country- and role-spe-
cific positions for which IBM is hiring, as well as interact with IBM recruiters through
these channels. IBM recruiters and hiring managers can learn about the candidate by
conversing online with them and by visiting their social profiles on the Web.
During the IBM on-boarding process, new hires establish their internal social profile
and connect with their supervisor and team members. New employees are also in-
structed on ways to find the information and expertise they will need to quickly become
a productive contributor at IBM, including the use of social capabilities.
Working with Kenexa to
use contextual targeting to
find scientists in print and
online, Regeneron found
400-600 scarce, highly
skilled scientists per year,
without sacrificing on
quality. In a few short years,
Regeneron has risen from
being unranked, to #2 in
the 2011 edition of Science
magazine’s Top Employers
Survey.
Executive search firm
ZurickDavis uses a portfolio
of IBM technologies to
support their work placing
candidates with clients.
After socially-enabling their
key processes, ZurickDavis
completes 30% more
searches annually and fills
positions in 25% less time.
Their profitability has
increased by 100%.
[A new] applicant tracking
system helped AMC Theaters
find candidates who could
thrive in its culture. As a result,
theaters led by managers who
most closely aligned with the
“fit” strategy increased profits
per customer by 1.2 percent,
which translated into millions
of extra dollars of net income.
AMC increased candidate
leads from 250,000 in 2006
to 1.4 million in a two-year
period. AMC’s “fit” strategy
matched the right people
to the right jobs, resulting in
11 percent lower employee
turnover rates.
“Think about it: much of what it really takes to get up the
learning curve doesn’t come from some dusty old policy
and procedure manual. It comes from what you learn from
the people around you.”24
Social Business Patterns in achieving social business success 9
Managing Mergers and Acquisitions
One traditional way for organizations to create significant value is through carefully
considered mergers and acquisitions (M&A). However, failure rates on M&A activi-
ties are incredibly high, often because the vision for, and culture of, the combined
entity is neither adequately considered, nor clearly communicated. This Social Busi-
ness Pattern demonstrates how organizations can use social networking techniques
and technologies to create and communicate a compelling, shared vision, improve
M&A management activities and connect experts that will positively influence both
the single culture and operations of the combined entity.
Business challenges
Common challenges faced by organizations that could benefit from applying this
Social Business Pattern include:
•	 Executives have differing visions for the combined entity
•	 Managers and employees do not understand the strategic intent or tactical activi-
ties of an M&A action
•	 The combined entity exhibits two distinct cultures
•	 The new company suffers low retention of employees from the acquired organization
Recommended Actions
This Social Business Pattern features these distinguishing actions:
•	 Create and leverage a social network comprised of senior leadership, HR and
Corporate Communications of both organizations to engage on and communicate
a vision for the combined company
•	 Use multiple social channels and tools to discuss, make decisions on and commu-
nicate specific M&A actions
•	 Leverage communities to connect the cultures and expertise of the two organiza-
tions being combined
Observed Benefits
Organizations that have applied the practices that constitute this Social Business
Pattern have observed the following business benefits:
•	 Lower integration costs attributable to reduction of task duplication
•	 At least 20% increase in employee retention26
•	 Higher productivity and lower costs due to increased employee retention and
engagement stemming from cultural alignment
IBM Experience
IBM has completed at least 120 acquisitions since 2001.27
Through those experiences,
much has been learned about establishing a common vision, creating a single organiza-
tional culture, managing integration activities and retaining engaged employees.
IBM use of social capabilities has spanned the range of M&A processes. IBM
employees work together, and with external partners, to assess and value potential
acquisition candidates. IBM teams build business cases together to justify specific
M&A action. Acquired employees participate in IBM on-boarding processes, which
are infused with social practices and capabilities (see IBM Experience on Page 8).
At TD Bank, fast growth
through acquisitions
compounded this chal-
lenge; the bank now has
more branches in the
United States than in
Canada. The bank’s
solution was to deploy
IBM Connections software
to create an employee-
driven social network. Key
objectives were to help
employees connect to
others across the far-flung
enterprise; improve access
to needed expertise and
information that staff might
not know about; and em-
power staff to initiate com-
munications, collaboration
and social networking.
Omron Europe was split into
two divisions, with separate
sales and marketing teams
serving many of the same
customers. Better com-
munications and collabora-
tion across divisions would
help ensure that customers
recognized the company
as “one Omron.” “We are
much more than the sum
of our parts,” says Michael
Min, Strategic Commu-
nication and eMarketing
Manager.
“companies spend more
than $2 trillion on acqui-
sitions every year. Yet
study after study puts the
failure rate of mergers and
acquisitions somewhere
between 70 and 90%.25
10 Social Business Patterns in achieving social business success
Enabling and Improving Workplace Safety
The focus today on safety in the workplace spans compliance and cost issues to
proactive communication and collaborative innovation. That focus is important. A
study conducted by California’s Division of Occupational Safety and Health (Cal/
OSHA) showed a 9.4 percent drop in injury claims and a 26 percent average savings
on workers’ compensations costs in the four years after a Cal/OSHA inspection.28
This Social Business Pattern can help organizations transform safety from a source
of liability to an asset by identifying and engaging relevant expertise, and by im-
proving real-time situational awareness, communications and decision-making.
Business challenges
Common challenges faced by organizations that could benefit from applying this
Social Business Pattern include:
•	 Requirement to stay abreast of, and comply with, rapidly changing safety regula-
tions and procedures is costly
•	 Complex, distributed work environment makes it difficult to effectively communi-
cate new safety practices
•	 Geographic and time differences make it difficult for safety experts to quickly
connect with and coach front-line workers
Recommended Actions
This Social Business Pattern features these distinguishing actions:
•	 Provide line workers with the latest, relevant safety expertise, automatically and
contextually, through social software on mobile devices
•	 Create communities to connect safety experts with workers to share new or 	
revised safety practices
•	 Use real-time, social communications tools to link employees in office and 	
front-line work environments for collaborative safety decision-making
Observed Benefits
Organizations that have applied the practices that constitute this Social Business
Pattern have observed the following business benefits:
•	 Three times fewer accidents among most highly-engaged dealer partners29
•	 Higher productivity attributable to shorter project execution delays and fewer
hours missed by injured workers
•	 Better innovation in safety procedures thanks to increased dialog between experts
and workers
IBM Experience
For decades, IBM has owned and operated a number of manufacturing plants, many
of which routinely house hazardous chemicals and use potentially-dangerous equip-
ment to produce products. The company formalized its commitment to workplace
safety in 1967 and consistently demonstrates low workday case rates.30
Developments in how IBM communicates workplace safety practices and procedures,
as well as learnings from assisting customers on safety issues, inform this Social
Business Pattern.
“IBM paid close attention to customer feedback, feature requests and requirements
while developing the latest iteration of its social enterprise suite. While the company
has many point products in the social enterprise space, its new social business soft-
ware suite brings all these products under a common platform, making them easier
for companies to implement.”32
“We are always focused
on keeping the number of
accidents as low as pos-
sible, and we wanted to
enlist the on-the-job exper-
tise of our employees to find
the best ways for maintain-
ing a safe and productive
work environment.” says
Adam Holbrook, Group
European Environmental
Health and Safety Manager
at Doncasters Group Ltd.
Keyera employees are widely
separated by geography.
Roughly one-fifth of them
work at headquarters. The
rest are dispersed among 16
gas plants. The organization
deployed IBM Connections
software to provide ready
access to company informa-
tion and help employees
share knowledge and inter-
act with their peers in other
operational areas. [Using
Connections] helps Keyera
ensure timely dissemination
of critical safety policies and
checks.
“Organizational safety
culture is largely deter-
mined by the effective-
ness of safety communi-
cation.”31
Social Business Patterns in achieving social business success 11
IBM and Social Business
In early 2011, IBM publicly declared that it was becoming a social business, acceler-
ating existing initiatives to better connect the organization’s employees, customers,
partners and suppliers. These efforts to transform IBM culture, business processes
and computing systems — and, ultimately, its business outcomes — have yielded
global, first-hand experiences with, and knowledge of, social business.
Not only is IBM a social business itself, but the company has also helped others on
their journey to becoming social. More than 60 percent of Fortune 100 companies
have licensed IBM solutions for social business.33
IBM consultants work daily with
organizations from all industries and geographies to help them tap the transforma-
tive power of social business. IBM Social Business Agenda workshops and Smarter
Workforce Integration Services are just two examples of the kinds of tightly interwoven
cultural, process and technology guidance that IBM can provide to customers.
This social business know-how has also informed the design of related IBM soft-
ware and cloud-based services, as well as their implementation and use, both within
the company and in customer organizations. When IBM released IBM Connections,
in 2007, it was one of the first enterprise social software products in a nascent
market. Since then, the IBM social platform has grown and can now be used to
embed social capabilities in any business process.
IBM WebSphere Portal has proven itself as an ideal container for role- and process-
specific social activity. IBM Content Manager and IBM FileNet services marry
traditional enterprise content management practices with sharing of content in
social channels. IBM unified messaging, analytics and web experience management
technologies have also been integrated into the IBM social platform. With the
recent acquisition of Kenexa and its award-winning Human Capital Management
solutions, IBM is able to offer socially-enabled talent management capabilities.34
Much of the IBM social platform is accessible on mobile devices such as tablets and
smartphones. In fact, IBM social capabilities are available as native applications on a
broader array of mobile operating systems than any of its competitors offer.
IBM social business software and in-cloud services are frequently recognized as indus-
try leaders by the most influential analyst firms. Those acknowledgements include:
•	 IDC has designated IBM as the Worldwide Enterprise Social Software Market
Share leader for the last four consecutive years (2009-2012)35
•	 Gartner named IBM a “Visionary” in its most recent assessment of the Enterprise
Content Management category36
•	 Forrester Research categorized IBM among the “Leaders” in its latest Forrester
WaveTM
for enterprise social platforms37
and its similar assessment of providers of
cloud-based collaboration services38
•	 IDC named IBM a “Leader” in its most recent market assessment of providers of
HR, learning and recruiting process outsourcing services39
Through the combination of its deep social expertise, deployment and adoption
services and market-leading social business capabilities, IBM is uniquely positioned
to help organizations capture information, create insights and generate interactions
that translate into real business value.
“IBM paid close attention
to customer feedback,
feature requests and
requirements while
developing the latest
iteration of its social
enterprise suite. While the
company has many point
products in the social
enterprise space, its new
social business software
suite brings all these
products under a common
platform, making them
easier for companies to
implement.”32
1.	 Cortada, James et al. The Business of Social Business: What works and how its done. IBM
Institute for Business Value, November, 2012
2.	ibid.
3.	 Chui, Michael et al. The social economy: Unlocking value and productivity through social
technologies. McKinsey Global Institute, July, 2012. The four industrial sectors are
Consumer Packaged Goods, Consumer Financial Services, Professional Services and
Advanced Manufacturing.
4.	 Guptill, Bruce. “Live from Lotusphere: Customers and Accidental Social Business ROI.”
Saugatuck Technology ‘Lens 360 Blog’, January, 18, 2012
5.	 Wettemann, Rebecca. Social, Mobile CRM Boost Sales Productivity. Nucleus Research, March, 2012
6.	Chui. op. cit.
7.	 Cited by IBM CEO Ginni Rometty in her January 2013 kickoff video
8.	 Current State of Social Engagement inside the Large Enterprise. Dachis Group Social Business
Council, August, 2012
9.	 Reliance Life Insurance Corporation: Gaining market leadership with breakthrough self-service.
IBM Corporation, 2010
10.	ibid.
11.	 Ricoh generates new ideas with lateral communication on a global scale. IBM Corporation, 2012
12.	Reliance, op. cit.
13.	 For more information about IBM Jams, see www.collaborationjam.com
14.	 O’Grady, Stephen. Quoted in “IBM Makes its Social Computing Strategy Smarter.” New
York Times ‘Bits’ blog, January 16, 2012
15.	 Drucker, Peter. Managing in a Time of Great Change. Truman Talley: New York, NY (1995), p. 271
16.	Chui. op. cit.
17.	 ibid.
18.	 For more information about the IBM Center for Social Business, see www.research.ibm.com/
social
19.	 ZurickDavis increases sales by approximately 120 percent annually. IBM Corporation, 2012
20.	 ibid.
21.	 TD Bank Group gains cohesion with social business software. IBM Corporation, 2012
22.	Chui. op. cit.
23.	 ibid.
24.	 Judy, Charlie. “Empower Employees for Success with Social Onboarding.” HR Fishbowl
blog, October 30, 2012
25.	 Christensen, Clayton et al. “The Big Idea: The New M&A Playbook.” Harvard Business
Review, March 2011
26.	Chui. op. cit.
27.	Eurobas et al. “List of mergers and acquisitions by IBM.” Wikipedia, 2012-2013
28.	 Business Case for Safety and Health. United States Department of Labor, Occupational Safety
& Health Administration.
29.	 Connecting Employee Engagement and Key Metrics Impacts the Bottom Line for Caterpillar.
Kenexa Corporation, 2012
30.	 See www.ibm.com/ibm/responsibility/employee_global_workplace_safety.shtml
31.	 Williams, Joshua. “Improving Safety Communication Skills: Becoming an Empathic
Communicator.” www.safetyperformance.com
32.	 Carvalho, Larry. “Notes from LotuSphere and thoughts on IBM.” GigaOM Pro Blog, January
18, 2012
33.	 IBM to Acquire Kenexa to Bolster Social Business Initiatives. IBM Corporation, August 27, 2012.
34.	 For a list of awards with which Kenexa has been honored, see www.kenexa.com/
AboutKenexa/MediaRoom/OurAwards
35.	 IDC Worldwide Semiannual Software Tracker, 2H 2012. IDC, April, 2013
36.	 Gilbert, Mark et al. Magic Quadrant for Enterprise Content Management. Gartner, October, 2012
37.	 Koplowitz, Rob. The Forrester WaveTM
: Enterprise Social Platforms, Q3 2011. Forrester
Research, August, 2011
38.	 Keitt, TJ. The Forrester WaveTM
: Cloud Strategies of Online Collaboration Software Vendors, Q3
2012. Forrester Research, August, 2012
39.	 Rowan, Lisa. IDC MarketScape: Worldwide HR BPO 2012 Vendor Analysis. IDC, Document
#237630, November, 2012
© Copyright IBM Corporation 2013
IBM Corporation
Route 100
Somers, NY 10589
Produced in the United States of America
April 2013
IBM, the IBM logo, and ibm.com are trademarks of
International Business Machines Corp., registered in
many jurisdictions worldwide. Other product and
service names might be trademarks of IBM or other
companies. A current list of IBM trademarks is
available on the web at “Copyright and trademark
information” at www.ibm.com/legal/copytrade.shtml.
This document is current as of the initial date of
publication and may be changed by IBM at any time.
Not all offerings are available in every country in
which IBM operates.
THE INFORMATION IN THIS DOCUMENT
IS PROVIDED “AS IS” WITHOUT ANY
WARRANTY, EXPRESS OR IMPLIED,
INCLUDING WITHOUT ANY WARRANTIES
OF MERCHANT­ABILITY, FITNESS FOR A
PARTICULAR PURPOSE AND ANY
WARRANTY OR CONDITION OF NON-
INFRINGEMENT. IBM products are warranted
according to the terms and conditions of the
agreements under which they are provided.
Please Recycle

Contenu connexe

Tendances

Understanding the business value of social solutions in human resources
Understanding the business value of social solutions in human resourcesUnderstanding the business value of social solutions in human resources
Understanding the business value of social solutions in human resourcesBhupesh Chaurasia
 
From invisible to visible to measurable
From invisible to visible to measurable  From invisible to visible to measurable
From invisible to visible to measurable Franco Ferrario
 
The serendipity economy
The serendipity economy The serendipity economy
The serendipity economy Office
 
Making the Case for Adding Collaboration in the Enterprise
Making the Case for Adding Collaboration in the EnterpriseMaking the Case for Adding Collaboration in the Enterprise
Making the Case for Adding Collaboration in the Enterprisecathylums
 
Spectrum Health System Case Study
Spectrum Health System Case StudySpectrum Health System Case Study
Spectrum Health System Case StudyHootsuite
 
The Social Mind Research Study
The Social Mind Research StudyThe Social Mind Research Study
The Social Mind Research StudyLeader Networks
 
2015 state of social media
2015 state of social media2015 state of social media
2015 state of social mediarealtop466
 
Making-the-Case-for-Social-Computing
Making-the-Case-for-Social-ComputingMaking-the-Case-for-Social-Computing
Making-the-Case-for-Social-ComputingAmit Shah
 
Social Data Intelligence: Webinar with Susan Etlinger
Social Data Intelligence: Webinar with Susan EtlingerSocial Data Intelligence: Webinar with Susan Etlinger
Social Data Intelligence: Webinar with Susan EtlingerSusan Etlinger
 
A contrarian view to adoption of collaboration-tools-in-the-global-workplace
A contrarian view to adoption of collaboration-tools-in-the-global-workplaceA contrarian view to adoption of collaboration-tools-in-the-global-workplace
A contrarian view to adoption of collaboration-tools-in-the-global-workplaceSubroto Gupta
 
From Social Media to Social Business white paper series topic 3 :China‘s Soci...
From Social Media to Social Business white paper series topic 3 :China‘s Soci...From Social Media to Social Business white paper series topic 3 :China‘s Soci...
From Social Media to Social Business white paper series topic 3 :China‘s Soci...Kantar Media CIC
 
The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
 
Deborah Limb, Learning Pool
Deborah Limb, Learning PoolDeborah Limb, Learning Pool
Deborah Limb, Learning PoolPaul McElvaney
 
How to work like a network: For the marketing leader
How to work like a network: For the marketing leaderHow to work like a network: For the marketing leader
How to work like a network: For the marketing leaderOffice
 
How to Excite Your Executives About Online Community!
How to Excite Your Executives About Online Community!How to Excite Your Executives About Online Community!
How to Excite Your Executives About Online Community!Leader Networks
 
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACT
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTSOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACT
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTGenaro Bardy
 
How IT can empower your organization to wlan
How IT can empower your organization to wlanHow IT can empower your organization to wlan
How IT can empower your organization to wlanMicrosoft
 
Email Marketing Census 2011 Presentation
Email Marketing Census 2011 PresentationEmail Marketing Census 2011 Presentation
Email Marketing Census 2011 PresentationEconsultancy
 

Tendances (19)

Understanding the business value of social solutions in human resources
Understanding the business value of social solutions in human resourcesUnderstanding the business value of social solutions in human resources
Understanding the business value of social solutions in human resources
 
From invisible to visible to measurable
From invisible to visible to measurable  From invisible to visible to measurable
From invisible to visible to measurable
 
The serendipity economy
The serendipity economy The serendipity economy
The serendipity economy
 
Making the Case for Adding Collaboration in the Enterprise
Making the Case for Adding Collaboration in the EnterpriseMaking the Case for Adding Collaboration in the Enterprise
Making the Case for Adding Collaboration in the Enterprise
 
Spectrum Health System Case Study
Spectrum Health System Case StudySpectrum Health System Case Study
Spectrum Health System Case Study
 
The Social Mind Research Study
The Social Mind Research StudyThe Social Mind Research Study
The Social Mind Research Study
 
2015 state of social media
2015 state of social media2015 state of social media
2015 state of social media
 
Making-the-Case-for-Social-Computing
Making-the-Case-for-Social-ComputingMaking-the-Case-for-Social-Computing
Making-the-Case-for-Social-Computing
 
Social Data Intelligence: Webinar with Susan Etlinger
Social Data Intelligence: Webinar with Susan EtlingerSocial Data Intelligence: Webinar with Susan Etlinger
Social Data Intelligence: Webinar with Susan Etlinger
 
A contrarian view to adoption of collaboration-tools-in-the-global-workplace
A contrarian view to adoption of collaboration-tools-in-the-global-workplaceA contrarian view to adoption of collaboration-tools-in-the-global-workplace
A contrarian view to adoption of collaboration-tools-in-the-global-workplace
 
From Social Media to Social Business white paper series topic 3 :China‘s Soci...
From Social Media to Social Business white paper series topic 3 :China‘s Soci...From Social Media to Social Business white paper series topic 3 :China‘s Soci...
From Social Media to Social Business white paper series topic 3 :China‘s Soci...
 
The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...
 
Deborah Limb, Learning Pool
Deborah Limb, Learning PoolDeborah Limb, Learning Pool
Deborah Limb, Learning Pool
 
How to work like a network: For the marketing leader
How to work like a network: For the marketing leaderHow to work like a network: For the marketing leader
How to work like a network: For the marketing leader
 
How to Excite Your Executives About Online Community!
How to Excite Your Executives About Online Community!How to Excite Your Executives About Online Community!
How to Excite Your Executives About Online Community!
 
Analytics in the boardroom
Analytics in the boardroomAnalytics in the boardroom
Analytics in the boardroom
 
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACT
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTSOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACT
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACT
 
How IT can empower your organization to wlan
How IT can empower your organization to wlanHow IT can empower your organization to wlan
How IT can empower your organization to wlan
 
Email Marketing Census 2011 Presentation
Email Marketing Census 2011 PresentationEmail Marketing Census 2011 Presentation
Email Marketing Census 2011 Presentation
 

Similaire à Whitepaper IBM on social business patterns

Patterns for the digital enterprise: The repeatable patterns that improve bus...
Patterns for the digital enterprise: The repeatable patterns that improve bus...Patterns for the digital enterprise: The repeatable patterns that improve bus...
Patterns for the digital enterprise: The repeatable patterns that improve bus...Scott Smith
 
The Business of Social Business
The Business of Social BusinessThe Business of Social Business
The Business of Social BusinessAref Jdey
 
The business of social business
The business of social businessThe business of social business
The business of social businessLeon Henry
 
Introducing Social Employee Engagement: Shifting From Technology To People
Introducing Social Employee Engagement: Shifting From Technology To PeopleIntroducing Social Employee Engagement: Shifting From Technology To People
Introducing Social Employee Engagement: Shifting From Technology To PeopleMSL
 
The Socially Enabled Enterprise
The Socially Enabled Enterprise The Socially Enabled Enterprise
The Socially Enabled Enterprise Leader Networks
 
Social Learning Innovation
Social Learning InnovationSocial Learning Innovation
Social Learning InnovationMzinga
 
Master fi serv_deck
Master fi serv_deckMaster fi serv_deck
Master fi serv_deckMzinga
 
Social Business for Complex Organizations
Social Business for Complex OrganizationsSocial Business for Complex Organizations
Social Business for Complex OrganizationsEdelman Digital
 
FinancialServicesWhitePaper
FinancialServicesWhitePaperFinancialServicesWhitePaper
FinancialServicesWhitePaperRich Scott
 
Driving Repeatable Business Innovation: The Vision to Action Lifecycle
Driving Repeatable Business Innovation: The Vision to Action LifecycleDriving Repeatable Business Innovation: The Vision to Action Lifecycle
Driving Repeatable Business Innovation: The Vision to Action LifecycleMindjet
 
Taking social networking to the next level
Taking social networking to the next levelTaking social networking to the next level
Taking social networking to the next levelAndrea Baker
 
Enterprise Social: Your Future Neural Network
Enterprise Social: Your Future Neural NetworkEnterprise Social: Your Future Neural Network
Enterprise Social: Your Future Neural NetworkCognizant
 
Amplifying employee voice exec report
Amplifying employee voice exec reportAmplifying employee voice exec report
Amplifying employee voice exec reportPauline Mura
 
Amplifying employee voice exec report
Amplifying employee voice exec reportAmplifying employee voice exec report
Amplifying employee voice exec reportPauline Mura
 
Amplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your WorkforceAmplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your WorkforceCasey Lucas
 
Wp 5 the compelling returns from ibm connections in support of social business
Wp 5  the compelling returns from ibm connections in support of social businessWp 5  the compelling returns from ibm connections in support of social business
Wp 5 the compelling returns from ibm connections in support of social businessIQVIA
 
2014 from social business to big data white paper insights from cic's 2013-20...
2014 from social business to big data white paper insights from cic's 2013-20...2014 from social business to big data white paper insights from cic's 2013-20...
2014 from social business to big data white paper insights from cic's 2013-20...Kantar Media CIC
 
Future of Work Enabler: Community Interaction
Future of Work Enabler: Community InteractionFuture of Work Enabler: Community Interaction
Future of Work Enabler: Community InteractionCognizant
 
How to Integrate Social Media strategy for your company
How to Integrate Social Media strategy for your companyHow to Integrate Social Media strategy for your company
How to Integrate Social Media strategy for your companyFernando Cebolla Pola
 

Similaire à Whitepaper IBM on social business patterns (20)

Patterns for the digital enterprise: The repeatable patterns that improve bus...
Patterns for the digital enterprise: The repeatable patterns that improve bus...Patterns for the digital enterprise: The repeatable patterns that improve bus...
Patterns for the digital enterprise: The repeatable patterns that improve bus...
 
The Business of Social Business
The Business of Social BusinessThe Business of Social Business
The Business of Social Business
 
The business of social business
The business of social businessThe business of social business
The business of social business
 
Introducing Social Employee Engagement: Shifting From Technology To People
Introducing Social Employee Engagement: Shifting From Technology To PeopleIntroducing Social Employee Engagement: Shifting From Technology To People
Introducing Social Employee Engagement: Shifting From Technology To People
 
The Socially Enabled Enterprise
The Socially Enabled Enterprise The Socially Enabled Enterprise
The Socially Enabled Enterprise
 
Social Learning Innovation
Social Learning InnovationSocial Learning Innovation
Social Learning Innovation
 
Master fi serv_deck
Master fi serv_deckMaster fi serv_deck
Master fi serv_deck
 
Social Business for Complex Organizations
Social Business for Complex OrganizationsSocial Business for Complex Organizations
Social Business for Complex Organizations
 
FinancialServicesWhitePaper
FinancialServicesWhitePaperFinancialServicesWhitePaper
FinancialServicesWhitePaper
 
Driving Repeatable Business Innovation: The Vision to Action Lifecycle
Driving Repeatable Business Innovation: The Vision to Action LifecycleDriving Repeatable Business Innovation: The Vision to Action Lifecycle
Driving Repeatable Business Innovation: The Vision to Action Lifecycle
 
Taking social networking to the next level
Taking social networking to the next levelTaking social networking to the next level
Taking social networking to the next level
 
Enterprise Social: Your Future Neural Network
Enterprise Social: Your Future Neural NetworkEnterprise Social: Your Future Neural Network
Enterprise Social: Your Future Neural Network
 
Amplifying employee voice exec report
Amplifying employee voice exec reportAmplifying employee voice exec report
Amplifying employee voice exec report
 
Amplifying employee voice exec report
Amplifying employee voice exec reportAmplifying employee voice exec report
Amplifying employee voice exec report
 
Amplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your WorkforceAmplifying Employee Voice: Better Connect to the Pulse of your Workforce
Amplifying Employee Voice: Better Connect to the Pulse of your Workforce
 
Wp 5 the compelling returns from ibm connections in support of social business
Wp 5  the compelling returns from ibm connections in support of social businessWp 5  the compelling returns from ibm connections in support of social business
Wp 5 the compelling returns from ibm connections in support of social business
 
2014 from social business to big data white paper insights from cic's 2013-20...
2014 from social business to big data white paper insights from cic's 2013-20...2014 from social business to big data white paper insights from cic's 2013-20...
2014 from social business to big data white paper insights from cic's 2013-20...
 
Future of Work Enabler: Community Interaction
Future of Work Enabler: Community InteractionFuture of Work Enabler: Community Interaction
Future of Work Enabler: Community Interaction
 
What stops you from achieving goals
What stops you from achieving goalsWhat stops you from achieving goals
What stops you from achieving goals
 
How to Integrate Social Media strategy for your company
How to Integrate Social Media strategy for your companyHow to Integrate Social Media strategy for your company
How to Integrate Social Media strategy for your company
 

Plus de e-office bv

presentatie Saxion - In 5 stappen naar een engagement platform
presentatie Saxion - In 5 stappen naar een engagement platformpresentatie Saxion - In 5 stappen naar een engagement platform
presentatie Saxion - In 5 stappen naar een engagement platforme-office bv
 
Mobile Business 2013 presentatie Thierry Lammers middag
Mobile Business 2013 presentatie Thierry Lammers middagMobile Business 2013 presentatie Thierry Lammers middag
Mobile Business 2013 presentatie Thierry Lammers middage-office bv
 
Mobile Business 2013 opening Thierry Lammers
Mobile Business 2013 opening Thierry LammersMobile Business 2013 opening Thierry Lammers
Mobile Business 2013 opening Thierry Lammerse-office bv
 
Tech session social connect event 2013
Tech session social connect event 2013Tech session social connect event 2013
Tech session social connect event 2013e-office bv
 
Social Strategy IBM Connections
Social Strategy IBM ConnectionsSocial Strategy IBM Connections
Social Strategy IBM Connectionse-office bv
 
Social Connect 2013
Social Connect 2013Social Connect 2013
Social Connect 2013e-office bv
 
Ibm messaging & collaboration roadmap 2013 (netherlands)
Ibm messaging & collaboration roadmap 2013 (netherlands)Ibm messaging & collaboration roadmap 2013 (netherlands)
Ibm messaging & collaboration roadmap 2013 (netherlands)e-office bv
 
presentatie gamification & Metrics
presentatie gamification & Metricspresentatie gamification & Metrics
presentatie gamification & Metricse-office bv
 
whitepaper social business
whitepaper social businesswhitepaper social business
whitepaper social businesse-office bv
 
Presentation Lars Olof Allerhed e-office ibm
Presentation Lars Olof Allerhed e-office ibmPresentation Lars Olof Allerhed e-office ibm
Presentation Lars Olof Allerhed e-office ibme-office bv
 
White paper e office gamification
White paper e office gamificationWhite paper e office gamification
White paper e office gamificatione-office bv
 
Summerschool 2012 samenwerken in de cloud met office 365 workshop
Summerschool 2012   samenwerken in de cloud met office 365 workshopSummerschool 2012   samenwerken in de cloud met office 365 workshop
Summerschool 2012 samenwerken in de cloud met office 365 workshope-office bv
 
Presentatie hello cloud sharepoint in de cloud 6 juni 2012
Presentatie hello cloud sharepoint in de cloud 6 juni 2012Presentatie hello cloud sharepoint in de cloud 6 juni 2012
Presentatie hello cloud sharepoint in de cloud 6 juni 2012e-office bv
 
presentatie kennissessie Office 365 - 13 februari 2012
presentatie kennissessie Office 365 - 13 februari 2012presentatie kennissessie Office 365 - 13 februari 2012
presentatie kennissessie Office 365 - 13 februari 2012e-office bv
 
effectief vergaderen 24 jan 2012
effectief vergaderen 24 jan 2012effectief vergaderen 24 jan 2012
effectief vergaderen 24 jan 2012e-office bv
 
effectief vergaderen introductie 24 jan 2012
effectief vergaderen introductie 24 jan 2012effectief vergaderen introductie 24 jan 2012
effectief vergaderen introductie 24 jan 2012e-office bv
 
Meeting Systems voor Microsoft SharePoint 2010
Meeting Systems voor Microsoft SharePoint 2010Meeting Systems voor Microsoft SharePoint 2010
Meeting Systems voor Microsoft SharePoint 2010e-office bv
 
Vier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatform
Vier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatformVier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatform
Vier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatforme-office bv
 
Thinking Globally, Acting Locally - SharePoint Connections 2011
Thinking Globally, Acting Locally - SharePoint Connections 2011Thinking Globally, Acting Locally - SharePoint Connections 2011
Thinking Globally, Acting Locally - SharePoint Connections 2011e-office bv
 
kennisdelen met SharePoint 2010 PGGM
kennisdelen met SharePoint 2010 PGGMkennisdelen met SharePoint 2010 PGGM
kennisdelen met SharePoint 2010 PGGMe-office bv
 

Plus de e-office bv (20)

presentatie Saxion - In 5 stappen naar een engagement platform
presentatie Saxion - In 5 stappen naar een engagement platformpresentatie Saxion - In 5 stappen naar een engagement platform
presentatie Saxion - In 5 stappen naar een engagement platform
 
Mobile Business 2013 presentatie Thierry Lammers middag
Mobile Business 2013 presentatie Thierry Lammers middagMobile Business 2013 presentatie Thierry Lammers middag
Mobile Business 2013 presentatie Thierry Lammers middag
 
Mobile Business 2013 opening Thierry Lammers
Mobile Business 2013 opening Thierry LammersMobile Business 2013 opening Thierry Lammers
Mobile Business 2013 opening Thierry Lammers
 
Tech session social connect event 2013
Tech session social connect event 2013Tech session social connect event 2013
Tech session social connect event 2013
 
Social Strategy IBM Connections
Social Strategy IBM ConnectionsSocial Strategy IBM Connections
Social Strategy IBM Connections
 
Social Connect 2013
Social Connect 2013Social Connect 2013
Social Connect 2013
 
Ibm messaging & collaboration roadmap 2013 (netherlands)
Ibm messaging & collaboration roadmap 2013 (netherlands)Ibm messaging & collaboration roadmap 2013 (netherlands)
Ibm messaging & collaboration roadmap 2013 (netherlands)
 
presentatie gamification & Metrics
presentatie gamification & Metricspresentatie gamification & Metrics
presentatie gamification & Metrics
 
whitepaper social business
whitepaper social businesswhitepaper social business
whitepaper social business
 
Presentation Lars Olof Allerhed e-office ibm
Presentation Lars Olof Allerhed e-office ibmPresentation Lars Olof Allerhed e-office ibm
Presentation Lars Olof Allerhed e-office ibm
 
White paper e office gamification
White paper e office gamificationWhite paper e office gamification
White paper e office gamification
 
Summerschool 2012 samenwerken in de cloud met office 365 workshop
Summerschool 2012   samenwerken in de cloud met office 365 workshopSummerschool 2012   samenwerken in de cloud met office 365 workshop
Summerschool 2012 samenwerken in de cloud met office 365 workshop
 
Presentatie hello cloud sharepoint in de cloud 6 juni 2012
Presentatie hello cloud sharepoint in de cloud 6 juni 2012Presentatie hello cloud sharepoint in de cloud 6 juni 2012
Presentatie hello cloud sharepoint in de cloud 6 juni 2012
 
presentatie kennissessie Office 365 - 13 februari 2012
presentatie kennissessie Office 365 - 13 februari 2012presentatie kennissessie Office 365 - 13 februari 2012
presentatie kennissessie Office 365 - 13 februari 2012
 
effectief vergaderen 24 jan 2012
effectief vergaderen 24 jan 2012effectief vergaderen 24 jan 2012
effectief vergaderen 24 jan 2012
 
effectief vergaderen introductie 24 jan 2012
effectief vergaderen introductie 24 jan 2012effectief vergaderen introductie 24 jan 2012
effectief vergaderen introductie 24 jan 2012
 
Meeting Systems voor Microsoft SharePoint 2010
Meeting Systems voor Microsoft SharePoint 2010Meeting Systems voor Microsoft SharePoint 2010
Meeting Systems voor Microsoft SharePoint 2010
 
Vier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatform
Vier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatformVier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatform
Vier onmisbare zaken voor adoptie van uw kennis en samenwerkingsplatform
 
Thinking Globally, Acting Locally - SharePoint Connections 2011
Thinking Globally, Acting Locally - SharePoint Connections 2011Thinking Globally, Acting Locally - SharePoint Connections 2011
Thinking Globally, Acting Locally - SharePoint Connections 2011
 
kennisdelen met SharePoint 2010 PGGM
kennisdelen met SharePoint 2010 PGGMkennisdelen met SharePoint 2010 PGGM
kennisdelen met SharePoint 2010 PGGM
 

Dernier

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 

Dernier (20)

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 

Whitepaper IBM on social business patterns

  • 1. Patterns in achieving social business success by leading and pioneering organizations
  • 3. Social Business Patterns in achieving social business success 3 Change is the new constant. Organizations are being buffeted simultaneously by a num- ber of macro-economic trends, such as compressed and highly volatile economic cycles, a shift of power in commercial relationships from sellers to buyers and the continued development of an increasingly global, distributed workforce. Fortunately, there are new trends and capabilities in technology and business practices that can help organizations adapt to, even take advantage of, these macro-economic changes. Cloud, mobile and social computing, when deployed together, can enable organizations to innovate and execute faster, better understand and serve their custom- ers, and build and empower a more-engaged workforce. This paper will focus on how organizations can use social business practices and capabilities to transform themselves, and create competitive advantage and substantial new value. A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publish- ing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stake- holders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satis- fied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability. Many organizations don’t get it. They do not fully appreciate the magnitude of the value creation potential of social business. One study estimates that as much as $1.3 trillion of potential value could be created by social business — in just four industry sectors!3 In other words, social business is likely to spawn a level of business value creation similar to that of the adoption of online commerce capabilities (ebusiness) a decade ago. However, the same study found that, as of last year, just three percent of all organizations surveyed are deriving substantial benefit from social across all stakeholders. There are leaders across specific industries who do understand that social business repre- sents an enormous opportunity to transform their organization and fuel substantial value creation. Those companies are applying their own social capabilities — not just Facebook and other public social networks — to business processes that connect external and inter- nal stakeholders, including customers, partners and employees. They are transforming key business processes by enabling the human interactions necessary to produce results when the effectiveness of automated process activities has been exhausted. Which socially-enabled business processes are producing meaningful value now? By socially transforming Customer Service, organizations have reduced their customer defection rate by as much as five percent, increasing profits by up to 68 percent. Being social has helped businesses cut as much as two-thirds off their new Product Develop- ment times. Human Resources functions have reduced by two days New Hire On- Boarding time. Marketing departments have achieved a 100 percent increase in market exposure via social. And some organizations have jump-started their Sales processes, increasing sales manager revenue by 40 percent and improving sales efficiency by up to 50 percent, by better connecting sales people and customers. Exactly how are organizations transforming these processes and becoming social businesses? What best practices have emerged? Those questions are addressed by the Social Business Patterns on the following pages. 54%of companies expect to support their Customer Service processes with social capabilities within two years, up from 38% at present1 60%will socially-enable their Sales processes in the next two years, up from 46% now2
  • 4. 4 Social Business Patterns in achieving social business success Social Business Patterns Organizations that are relatively experienced with social business perspectives and techniques are seeing opportunities to improve specific business processes and their execution through the application of Social Business Patterns. These patterns are similar in concept to business process flows, in that each represents a repeatable, proven set of value-producing actions. Some organizations begin by applying just one pattern, but know they can realize compound benefits by implementing mul- tiple patterns over time. Table 1 summarizes six Social Business Patterns that organizations can apply to quickly realize business results. More detail on each Social Business Pattern is described following the table. Table 1: Social Business Patterns and how they produce value Social Business Patterns are similar in concept to business process flows, in that each represents a repeatable, proven set of value-producing actions. Social Business Pattern Value Producers Finding Expertise (See Page 5 for details) • quickly locate the right people, or published content containing, the expertise needed to solve a problem • connect the best possible resources to effectively respond to customer needs • document and share reusable solutions to common issues • create highly-engaged and productive employees Gaining External Customer Insights (Page 6) • quickly learn customers’ opinions and preferences related to existing and potential products and services • identify and connect with key customer influencers to aid marketing efforts Increasing Knowledge Sharing (Page 7) • more efficiently and effectively capture, share and access knowledge • increase innovation through wider reach of ideas • reduce excessive, unproductive time spent searching and exchanging information Improving Recruiting and On-Boarding (Page 8) • collaboratively find and connect the right candidate to the right position • streamline assessment and hiring processes • better connect, engage and retain new hires • contextually recommend expertise to increase new hires’ productivity Managing Mergers and Acquisitions (Page 9) • increase overall success rate of merger and acquisition activities • raise effectiveness of vision setting and communication before, during and after merger or acquisition • accelerate creation of “one company” community and culture Enabling and Improving Workplace Safety (Page 10) • speed communication of new or changed safety regula- tions, policies and procedures • minimize or eliminate project execution delays arising from actual or potential safety issues • improve innovation in safety procedures by increasing dialog between safety experts and workers “I’ve had more than 30 conversations with IBM customers who have not only implemented and benefited from social business IT implementa- tion, but have quanti- fied the results…the ROI is real.”4
  • 5. Social Business Patterns in achieving social business success 5 Finding Expertise It is difficult for most people to locate the best expertise needed to quickly resolve problems or best address a business opportunity, whether that expertise resides inside another person or within published content. Employee engagement, effec- tiveness, and productivity suffer as a result. Externally, this lack of readily-available expertise leads to failures in closing sales opportunities, as well as lower satisfaction among existing customers requiring service and support. This Social Business Pat- tern shows how relevant expertise can be captured, discovered and shared in support of both internally- and externally-facing business processes. Business challenges Common challenges faced by organizations that could benefit from applying this Social Business Pattern include: • Employees do not proactively share expertise or knowledge with each other • Employees and business partners can’t locate the expertise needed to help them support customers and resolve internal process issues • Profitability drops because the same solution is ‘invented’ many times by different employees and business partners • Sales efforts fail, or drag on with no conclusion, because the organization does not convince the prospect with relevant information and expertise • Research and Development efforts do not delight customers or produce desired products quickly • Expertise of workers approaching retirement has not been captured before those expert have left the workforce Recommended Actions This Social Business Pattern features these distinguishing actions: • Use analytics on social interactions, files and other assets to discover hidden expertise across your company • Recommend human and digital sources of expertise to employees and business partners in the context of their work • Provide social tools that enable internal and external stakeholders to communi- cate and collaborate with experts • Document and share innovative solutions to internal and customer problems with others • Reward or recognize employees for proactively sharing expertise so that it can be located by others and for collaborating to solve challenges and documenting the solutions Observed Benefits Organizations that have applied the practices that constitute this Social Business Pattern have observed the following business benefits: • 30% improvement in speed of accessing experts6 • 55% increase in visibility of company’s subject matter experts on its public website7 IBM Experience By any measure, the cumulative expertise of IBM employees is staggering. To better tap into that wisdom, IBM has developed analytics, expert recommendation and other expertise location capabilities for internal use. Employee profiles, blogs, emails (by permission), as well as content repositories and other information sources, are auto- matically crawled and manually searched to find expertise. Lowes built internal commu- nities to share best prac- tices and see deeper into their human capital across stores. Clarissa Felts, Lowes VP of Collaboration, pre- sented at Connect 2013 and mentioned how using IBM Connections has improved their recruitment process within headquarters in find- ing proven talent that knows the store environment from first-hand experience. Asian Paints sales staff members found it difficult to share best practices and innovative ways of sup- porting dealers, and they had no way to post issues of concern to the entire sales team. IBM Connec- tions software is heav- ily used [now] in the sales department, which finds it an excellent tool for solv- ing challenges by sharing innovations, expertise and best practices. “adding social features and mobile access to CRM applications in- creased the productivity of sales people by 26.4 percent”5
  • 6. 6 Social Business Patterns in achieving social business success Gaining External Customer Insights A recent survey found that “96% of respondents indicated there was no meaning- ful integration between what the company was doing externally (e.g. social media outreach, customer and supplier communities) and internally with their social col- laboration platforms.”8 Social businesses can take advantage of market opportunities because they use listening and analytics technologies to uncover insights, gleaned from multiple channels and sources, about their customers. They then feed those insights into internal social systems and processes, enabling employees to collabora- tively respond to customers with appropriate solutions. This Social Business Pattern reveals how organizations can better serve their customers, speed new revenue gains and cut cost out of the product and service development process. Business challenges Common challenges faced by organizations that could benefit from applying this Social Business Pattern include: • Inability to understand the evolving needs of existing and potential new customers and markets, and to meet them with relevant offerings • Struggling to begin or accelerate a shift from mass marketing to targeting key individuals whose influence reaches large numbers of potential customers Recommended Actions This Social Business Pattern features these distinguishing actions: • Deploy social monitoring tools to ‘listen’ to and understand customer sentiment • Use data and social analysis tools to gain insight into existing and potential cus- tomers’ needs, wants and preferences • Leverage social communication tools to dialog with influential individual custom- ers and key influencers • Discuss insights about customers in internally-facing social systems to collabora- tively identify, prioritize and develop new product and service capabilities. Observed Benefits Organizations that have applied the practices that constitute this Social Business Pattern have observed the following business benefits: • Nearly 50% reduction in customer/agent service costs9 • >50% decrease in time required to develop new services and features10 • 20% reduction in man hours needed to create new product release information11 • 100% year-over-year average growth in new business premiums12 IBM Experience IBM has supplied its expertise and analysis capabilities to some of the premiere sporting events in the world, including the US Open tennis and Masters golf tournaments. IBM works with event sponsors to help them quickly harness insights to improve their understanding of the event’s operations. Event sponsors can also learn, in real-time, from customer interaction with the event’s website. IBM has even run its own digital events, called Jams, during which insights are gained from online discussions involving its employees, business partners, customers and other stakeholders. IBM also plans and conducts Jams on behalf of customers seeking to learn more about their employees and external constituents.13 [Ricoh] resolved these problems by reengineering the work process so that staff can publish docu- ments in rough form using the SmartCloud Engage Connections capabilities that also allow global sales companies to collaborate on revisions. This change was partly motivated by a desire for a more proactive method of assimilating mar- ket and customer informa- tion available to the global sales companies to more effectively provide products tailored to local needs. The solution was a self- service portal called Lifeline, [which] delivers services to all of Reliance’s key stake- holder groups, from custom- ers and prospects to the company’s employees and agents. The portal provides customers with a one-stop experience through which they can research and purchase insurance plans, manage their portfolios and pay their premiums. Storing all … customer and transac- tion information within a con- solidated data warehouse enables [Reliance] to see the big picture as to which prod- uct offerings are successful and which are not. “Many corporate tech- nology companies have social media or analyt- ics products … But IBM has the early lead in marrying the two”14
  • 7. Social Business Patterns in achieving social business success 7 Increasing Knowledge Sharing Pioneering social businesses are shifting their focus from discrete knowledge trans- actions to on-going knowledge relationships. These companies are creating value by sharing knowledge across internal barriers created by organizational structure and systems, and traditional borders between themselves and their partners and customers. They are also integrating gamification elements to reward individuals who openly share their knowledge. This Social Business Pattern demonstrates how to use social practices and capabilities to locate, share and use collective knowledge for competitive advantage in today’s fast-paced environment. Business challenges Common challenges faced by organizations that could benefit from applying this Social Business Pattern include: • Excessive cost attributable to “not knowing what we know,” which leads to rework and solution duplication • Delays in revenue recognition and creation of unnecessary cost due to inability to execute quickly • Losing market share because the current rate of innovation is insufficient to produce and maintain competitive advantage Recommended Actions This Social Business Pattern features these distinguishing actions: • Add social communication functionality to other, existing enterprise applications to foster open conversations • Make people-based knowledge as accessible as document-based knowledge through expert recommendation and always-available social communication tools • Use gamification elements to provide social recognition to those who freely and openly share their knowledge Observed Benefits Organizations that have applied the practices that constitute this Social Business Pattern have observed the following business benefits: • 30% improvement in speed of accessing experts16 • Productivity increases of 20-25% attributable to reduced need for status meetings17 • Accelerated problem resolution due to more effective use of communication tools • Improved employee engagement and satisfaction IBM Experience The research and professional services organizations within IBM are excellent examples of knowledge-driven businesses. IBM Research employees possess deep knowledge in specific areas of investigation; they include Nobel Laureates and winners of other prestigious awards. Many of the researchers at the IBM Center for Social Business have been at the forefront of exploring how knowledge is shared within organizations and what can be done to improve those methods and tools. They actively participate in IBM client engagements across all industries.18 Blue IQ is a program that helps IBMers adopt social business practices, including sharing knowledge. Since 2007, Blue IQ Ambassadors have volunteered their time and expertise to help their peers collaborate more successfully. Ambassadors help their colleagues understand why knowledge sharing and other social practices are important to their work, as well as to the collective business results of IBM. “Knowledge has become the key economic resource and the dominant—and perhaps even the only —source of competitive advantage.”15 Russell’s Convenience needed an easy way to connect and share knowl- edge among its 25 stores and with its licensees, vendors and partners to quickly identify and resolve operational issues. The company adopted the IBM SmartCloud Engage services to enable staff members to communicate more seamlessly and trans- parently across stores and with external stakeholders. TD Bank Group needed to improve internal com- munications and collabora- tion, standardize business processes and capitalize on its employees’ collective knowledge and experience. The company deployed IBM Connections social busi- ness software to provide... better business processes through knowledge and expertise uncovered by the network and more confident decisions that are vetted by experts and reflect past experiences.
  • 8. 8 Social Business Patterns in achieving social business success Improving Recruiting and On-Boarding It is increasingly important for organizations to identify, hire and retain the best available talent, in order to gain and maintain competitive advantage. Businesses must also increase the effectiveness of their on-boarding activities to quickly get new hires acclimated and productive. This Social Business Pattern shows how to meet those objectives by harnessing communities and social networks that connect external candidates with HR staff and hiring managers, as well as new hires with direct super- visors, team members and other sources of expertise. Business challenges Common challenges faced by organizations that could benefit from applying this Social Business Pattern include: • Identifying and attracting the best possible candidates • Accessing candidates in relation to corporate culture and matching their talents to specific, best-fit job openings • Getting new hires started and making them productive contributors as quickly as possible Recommended Actions This Social Business Pattern features these distinguishing actions: • Use externally- and internally-facing social capabilities to connect HR staff, hiring managers and candidates in the recruiting process • Employ social capabilities to connect new hires with HR staff, direct supervisors and other new hires in the on-boarding process • Leverage internal social capabilities to connect new hires with team members and needed expertise to quickly develop productivity Observed Benefits Organizations that have applied the practices that constitute this Social Business Pattern have observed the following business benefits: • 30% more candidate searches completed annually19 • 25% reduction in time needed to fill open positions20 • Two-day reduction in time to on-boarding new employees21 • 30% faster new hire time-to-value22 • At least 20% increase in employee retention23 IBM Experience With a global headcount over 430,000, IBM has large-scale experience in recruiting, hiring and on-boarding new employees. Its Human Capital Management (HCM) pro- cesses are frequently optimized and have become socially-enabled in recent years. IBM uses LinkedIn, Facebook, Twitter and YouTube to support its external-facing recruiting processes. Potential candidates can be made aware of country- and role-spe- cific positions for which IBM is hiring, as well as interact with IBM recruiters through these channels. IBM recruiters and hiring managers can learn about the candidate by conversing online with them and by visiting their social profiles on the Web. During the IBM on-boarding process, new hires establish their internal social profile and connect with their supervisor and team members. New employees are also in- structed on ways to find the information and expertise they will need to quickly become a productive contributor at IBM, including the use of social capabilities. Working with Kenexa to use contextual targeting to find scientists in print and online, Regeneron found 400-600 scarce, highly skilled scientists per year, without sacrificing on quality. In a few short years, Regeneron has risen from being unranked, to #2 in the 2011 edition of Science magazine’s Top Employers Survey. Executive search firm ZurickDavis uses a portfolio of IBM technologies to support their work placing candidates with clients. After socially-enabling their key processes, ZurickDavis completes 30% more searches annually and fills positions in 25% less time. Their profitability has increased by 100%. [A new] applicant tracking system helped AMC Theaters find candidates who could thrive in its culture. As a result, theaters led by managers who most closely aligned with the “fit” strategy increased profits per customer by 1.2 percent, which translated into millions of extra dollars of net income. AMC increased candidate leads from 250,000 in 2006 to 1.4 million in a two-year period. AMC’s “fit” strategy matched the right people to the right jobs, resulting in 11 percent lower employee turnover rates. “Think about it: much of what it really takes to get up the learning curve doesn’t come from some dusty old policy and procedure manual. It comes from what you learn from the people around you.”24
  • 9. Social Business Patterns in achieving social business success 9 Managing Mergers and Acquisitions One traditional way for organizations to create significant value is through carefully considered mergers and acquisitions (M&A). However, failure rates on M&A activi- ties are incredibly high, often because the vision for, and culture of, the combined entity is neither adequately considered, nor clearly communicated. This Social Busi- ness Pattern demonstrates how organizations can use social networking techniques and technologies to create and communicate a compelling, shared vision, improve M&A management activities and connect experts that will positively influence both the single culture and operations of the combined entity. Business challenges Common challenges faced by organizations that could benefit from applying this Social Business Pattern include: • Executives have differing visions for the combined entity • Managers and employees do not understand the strategic intent or tactical activi- ties of an M&A action • The combined entity exhibits two distinct cultures • The new company suffers low retention of employees from the acquired organization Recommended Actions This Social Business Pattern features these distinguishing actions: • Create and leverage a social network comprised of senior leadership, HR and Corporate Communications of both organizations to engage on and communicate a vision for the combined company • Use multiple social channels and tools to discuss, make decisions on and commu- nicate specific M&A actions • Leverage communities to connect the cultures and expertise of the two organiza- tions being combined Observed Benefits Organizations that have applied the practices that constitute this Social Business Pattern have observed the following business benefits: • Lower integration costs attributable to reduction of task duplication • At least 20% increase in employee retention26 • Higher productivity and lower costs due to increased employee retention and engagement stemming from cultural alignment IBM Experience IBM has completed at least 120 acquisitions since 2001.27 Through those experiences, much has been learned about establishing a common vision, creating a single organiza- tional culture, managing integration activities and retaining engaged employees. IBM use of social capabilities has spanned the range of M&A processes. IBM employees work together, and with external partners, to assess and value potential acquisition candidates. IBM teams build business cases together to justify specific M&A action. Acquired employees participate in IBM on-boarding processes, which are infused with social practices and capabilities (see IBM Experience on Page 8). At TD Bank, fast growth through acquisitions compounded this chal- lenge; the bank now has more branches in the United States than in Canada. The bank’s solution was to deploy IBM Connections software to create an employee- driven social network. Key objectives were to help employees connect to others across the far-flung enterprise; improve access to needed expertise and information that staff might not know about; and em- power staff to initiate com- munications, collaboration and social networking. Omron Europe was split into two divisions, with separate sales and marketing teams serving many of the same customers. Better com- munications and collabora- tion across divisions would help ensure that customers recognized the company as “one Omron.” “We are much more than the sum of our parts,” says Michael Min, Strategic Commu- nication and eMarketing Manager. “companies spend more than $2 trillion on acqui- sitions every year. Yet study after study puts the failure rate of mergers and acquisitions somewhere between 70 and 90%.25
  • 10. 10 Social Business Patterns in achieving social business success Enabling and Improving Workplace Safety The focus today on safety in the workplace spans compliance and cost issues to proactive communication and collaborative innovation. That focus is important. A study conducted by California’s Division of Occupational Safety and Health (Cal/ OSHA) showed a 9.4 percent drop in injury claims and a 26 percent average savings on workers’ compensations costs in the four years after a Cal/OSHA inspection.28 This Social Business Pattern can help organizations transform safety from a source of liability to an asset by identifying and engaging relevant expertise, and by im- proving real-time situational awareness, communications and decision-making. Business challenges Common challenges faced by organizations that could benefit from applying this Social Business Pattern include: • Requirement to stay abreast of, and comply with, rapidly changing safety regula- tions and procedures is costly • Complex, distributed work environment makes it difficult to effectively communi- cate new safety practices • Geographic and time differences make it difficult for safety experts to quickly connect with and coach front-line workers Recommended Actions This Social Business Pattern features these distinguishing actions: • Provide line workers with the latest, relevant safety expertise, automatically and contextually, through social software on mobile devices • Create communities to connect safety experts with workers to share new or revised safety practices • Use real-time, social communications tools to link employees in office and front-line work environments for collaborative safety decision-making Observed Benefits Organizations that have applied the practices that constitute this Social Business Pattern have observed the following business benefits: • Three times fewer accidents among most highly-engaged dealer partners29 • Higher productivity attributable to shorter project execution delays and fewer hours missed by injured workers • Better innovation in safety procedures thanks to increased dialog between experts and workers IBM Experience For decades, IBM has owned and operated a number of manufacturing plants, many of which routinely house hazardous chemicals and use potentially-dangerous equip- ment to produce products. The company formalized its commitment to workplace safety in 1967 and consistently demonstrates low workday case rates.30 Developments in how IBM communicates workplace safety practices and procedures, as well as learnings from assisting customers on safety issues, inform this Social Business Pattern. “IBM paid close attention to customer feedback, feature requests and requirements while developing the latest iteration of its social enterprise suite. While the company has many point products in the social enterprise space, its new social business soft- ware suite brings all these products under a common platform, making them easier for companies to implement.”32 “We are always focused on keeping the number of accidents as low as pos- sible, and we wanted to enlist the on-the-job exper- tise of our employees to find the best ways for maintain- ing a safe and productive work environment.” says Adam Holbrook, Group European Environmental Health and Safety Manager at Doncasters Group Ltd. Keyera employees are widely separated by geography. Roughly one-fifth of them work at headquarters. The rest are dispersed among 16 gas plants. The organization deployed IBM Connections software to provide ready access to company informa- tion and help employees share knowledge and inter- act with their peers in other operational areas. [Using Connections] helps Keyera ensure timely dissemination of critical safety policies and checks. “Organizational safety culture is largely deter- mined by the effective- ness of safety communi- cation.”31
  • 11. Social Business Patterns in achieving social business success 11 IBM and Social Business In early 2011, IBM publicly declared that it was becoming a social business, acceler- ating existing initiatives to better connect the organization’s employees, customers, partners and suppliers. These efforts to transform IBM culture, business processes and computing systems — and, ultimately, its business outcomes — have yielded global, first-hand experiences with, and knowledge of, social business. Not only is IBM a social business itself, but the company has also helped others on their journey to becoming social. More than 60 percent of Fortune 100 companies have licensed IBM solutions for social business.33 IBM consultants work daily with organizations from all industries and geographies to help them tap the transforma- tive power of social business. IBM Social Business Agenda workshops and Smarter Workforce Integration Services are just two examples of the kinds of tightly interwoven cultural, process and technology guidance that IBM can provide to customers. This social business know-how has also informed the design of related IBM soft- ware and cloud-based services, as well as their implementation and use, both within the company and in customer organizations. When IBM released IBM Connections, in 2007, it was one of the first enterprise social software products in a nascent market. Since then, the IBM social platform has grown and can now be used to embed social capabilities in any business process. IBM WebSphere Portal has proven itself as an ideal container for role- and process- specific social activity. IBM Content Manager and IBM FileNet services marry traditional enterprise content management practices with sharing of content in social channels. IBM unified messaging, analytics and web experience management technologies have also been integrated into the IBM social platform. With the recent acquisition of Kenexa and its award-winning Human Capital Management solutions, IBM is able to offer socially-enabled talent management capabilities.34 Much of the IBM social platform is accessible on mobile devices such as tablets and smartphones. In fact, IBM social capabilities are available as native applications on a broader array of mobile operating systems than any of its competitors offer. IBM social business software and in-cloud services are frequently recognized as indus- try leaders by the most influential analyst firms. Those acknowledgements include: • IDC has designated IBM as the Worldwide Enterprise Social Software Market Share leader for the last four consecutive years (2009-2012)35 • Gartner named IBM a “Visionary” in its most recent assessment of the Enterprise Content Management category36 • Forrester Research categorized IBM among the “Leaders” in its latest Forrester WaveTM for enterprise social platforms37 and its similar assessment of providers of cloud-based collaboration services38 • IDC named IBM a “Leader” in its most recent market assessment of providers of HR, learning and recruiting process outsourcing services39 Through the combination of its deep social expertise, deployment and adoption services and market-leading social business capabilities, IBM is uniquely positioned to help organizations capture information, create insights and generate interactions that translate into real business value. “IBM paid close attention to customer feedback, feature requests and requirements while developing the latest iteration of its social enterprise suite. While the company has many point products in the social enterprise space, its new social business software suite brings all these products under a common platform, making them easier for companies to implement.”32
  • 12. 1. Cortada, James et al. The Business of Social Business: What works and how its done. IBM Institute for Business Value, November, 2012 2. ibid. 3. Chui, Michael et al. The social economy: Unlocking value and productivity through social technologies. McKinsey Global Institute, July, 2012. The four industrial sectors are Consumer Packaged Goods, Consumer Financial Services, Professional Services and Advanced Manufacturing. 4. Guptill, Bruce. “Live from Lotusphere: Customers and Accidental Social Business ROI.” Saugatuck Technology ‘Lens 360 Blog’, January, 18, 2012 5. Wettemann, Rebecca. Social, Mobile CRM Boost Sales Productivity. Nucleus Research, March, 2012 6. Chui. op. cit. 7. Cited by IBM CEO Ginni Rometty in her January 2013 kickoff video 8. Current State of Social Engagement inside the Large Enterprise. Dachis Group Social Business Council, August, 2012 9. Reliance Life Insurance Corporation: Gaining market leadership with breakthrough self-service. IBM Corporation, 2010 10. ibid. 11. Ricoh generates new ideas with lateral communication on a global scale. IBM Corporation, 2012 12. Reliance, op. cit. 13. For more information about IBM Jams, see www.collaborationjam.com 14. O’Grady, Stephen. Quoted in “IBM Makes its Social Computing Strategy Smarter.” New York Times ‘Bits’ blog, January 16, 2012 15. Drucker, Peter. Managing in a Time of Great Change. Truman Talley: New York, NY (1995), p. 271 16. Chui. op. cit. 17. ibid. 18. For more information about the IBM Center for Social Business, see www.research.ibm.com/ social 19. ZurickDavis increases sales by approximately 120 percent annually. IBM Corporation, 2012 20. ibid. 21. TD Bank Group gains cohesion with social business software. IBM Corporation, 2012 22. Chui. op. cit. 23. ibid. 24. Judy, Charlie. “Empower Employees for Success with Social Onboarding.” HR Fishbowl blog, October 30, 2012 25. Christensen, Clayton et al. “The Big Idea: The New M&A Playbook.” Harvard Business Review, March 2011 26. Chui. op. cit. 27. Eurobas et al. “List of mergers and acquisitions by IBM.” Wikipedia, 2012-2013 28. Business Case for Safety and Health. United States Department of Labor, Occupational Safety & Health Administration. 29. Connecting Employee Engagement and Key Metrics Impacts the Bottom Line for Caterpillar. Kenexa Corporation, 2012 30. See www.ibm.com/ibm/responsibility/employee_global_workplace_safety.shtml 31. Williams, Joshua. “Improving Safety Communication Skills: Becoming an Empathic Communicator.” www.safetyperformance.com 32. Carvalho, Larry. “Notes from LotuSphere and thoughts on IBM.” GigaOM Pro Blog, January 18, 2012 33. IBM to Acquire Kenexa to Bolster Social Business Initiatives. IBM Corporation, August 27, 2012. 34. For a list of awards with which Kenexa has been honored, see www.kenexa.com/ AboutKenexa/MediaRoom/OurAwards 35. IDC Worldwide Semiannual Software Tracker, 2H 2012. IDC, April, 2013 36. Gilbert, Mark et al. Magic Quadrant for Enterprise Content Management. Gartner, October, 2012 37. Koplowitz, Rob. The Forrester WaveTM : Enterprise Social Platforms, Q3 2011. Forrester Research, August, 2011 38. Keitt, TJ. The Forrester WaveTM : Cloud Strategies of Online Collaboration Software Vendors, Q3 2012. Forrester Research, August, 2012 39. Rowan, Lisa. IDC MarketScape: Worldwide HR BPO 2012 Vendor Analysis. IDC, Document #237630, November, 2012 © Copyright IBM Corporation 2013 IBM Corporation Route 100 Somers, NY 10589 Produced in the United States of America April 2013 IBM, the IBM logo, and ibm.com are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml. This document is current as of the initial date of publication and may be changed by IBM at any time. Not all offerings are available in every country in which IBM operates. THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS IS” WITHOUT ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING WITHOUT ANY WARRANTIES OF MERCHANT­ABILITY, FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON- INFRINGEMENT. IBM products are warranted according to the terms and conditions of the agreements under which they are provided. Please Recycle