There are many theories and ideas around "how to become a social business" but what really does or doesn't work? We wanted to know, and instead of just going blindly with the theory, we did the opposite and interviewed 32 companies in various stages of their journey to becoming a social business. Not just asking them about the big wins, but also talking about the struggles and small successes that really made the difference for them. Taking these experiences and real life examples of companies the likes of Dutch Railways, DAF, Saxion, Forbo Eurocol and Bavaria, and aligning them to the various theoretically relevant concepts, we were able to come up with some interesting concepts. In this session, we will take you through these concepts and theories and, using the examples provided by the companies, show you how these can help you identify the successes and avoid the pitfalls in becoming a social business. This session was presented by Femke Goedhart & Sasja Beerendonk at IBM ConnectED in Orlando, FL on Tuesday Jan 27th 2015

1. BP202: Beyond Theory:
Trials and Tribulations in
Becoming a Successful
Social Business
Lessons learned from real organizations about becoming a social business

2. Introduction

3. The path to social business….

5. WHAT WORKED, WHAT DIDN´T

6. ´BOTTOM – UP’ IS BETTER
THAN ‘ TOP-DOWN’
True or false?

7. • Alignment
• Strategy
• Resources (budget
& time)
• No coordination
• “Islands”
• No long term
strategy
• “IT party”
• No engagement
• Resistence
• Engagement
• Natural champions
• Passion
Bottom-up Top-down

8. Adoption curve
Rogers innovation theory (Diffusion of Innovations) Gabriel Tarde, Everett Rogers.

9. ´WHY’ IS MORE
IMPORTANT THAN ‘WHAT’
True or false?

11. The golden circle
© 2013 Simon Sinek, Inc.

12. The golden circle
© 2013 Simon Sinek, Inc.

13. The golden circle
© 2013 Simon Sinek, Inc.

14. The cone
© 2013 Simon Sinek, Inc.

15. Mission – Vision / Values - Strategy
Mission
Why we exist
Strategy
What we must do
Vision Values
Where we want to go What we believe in

16. ´WHO KNOWS BEST:
USERS OR MANAGEMENT?’

17. Maslow’s ROI Hierarchy for Enterprise 2.0
Organizational
agility
Innovation
culture
Cross-org
collaboration
Employee satisfaction
Customer satisfaction
Revenu generation
Cost-savings
IMPACTONORGANIZATIONSUCCESS
MEASURABILITYOFBENEFITS

18. REQUIREMENTS

19. Must
haves
Should
haves
Could
haves
Won't
haves
(or
would
haves)
Specific
Measurable
Achievable
Relevant
Time-bound

20. Requirement MoSCoW
x# of Status updates M
File sharing of xGB M
IM chat x Nr of transcripts S
… …
Traditional requirements

21. Hard requirements…

22. Soft requirements…
SOFT

23. ´ENTICING PEOPLE ONTO THE
PLATFORM OR ZERO OTHER
OPTIONS?’
Which is better?

24. AvoidanceBack doors
ZERO-OTHER OPTIONS
Confusion Dispersion
TOO MANY OPTIONS

25. Recognition &
Reward
Phased
implementation
Adoption &
Communication
Migration

26. Adoption &
Communication

27. Personas
(Groups, Teams or
Project)
Daily work
activities
Tools Invent new ways
of working

28. Adoption curve
Rogers innovation theory (Diffusion of Innovations) Gabriel Tarde, Everett
Rogers.

29. Scenario building blocks
Need for change
Governance Skills KnowledgeBehavior

30. ´BIG BANG IMPLEMENTATION
OR SOCIAL EVOLUTION?’

31. Feeling of being held back…
Irritation
Can’t see the forest for the trees…
Confusion

32. Vision / Strategy 
THREE YEARS / THREE MONTHSDeliverable1
Deliverable2
Deliverable3
Deliverable4
Deliverable5
……
……
……
……
……
……
……

33. First steps to Social Business
Activity Q32014 Q42014 Q12015 Q22015
Smarter meetings MT
Smarter meetings Credit dep.
Paperless Meetings Board
PR Commission
Sharing Information Finance / HR
Client information (soft)
Internal newsletter
Co-creation MT documents
Education (Academy)
Education
(Academy)
Meetings
Soft
Information
Co-
creation
Directors Meeting
Client information (soft)

34. TINY HABITS
Practice new behavior

35. BJ Fogg Behaviour model

36. What is Tiny Habits?
Behaviour that …
you do daily
takes little time
takes little effort
Keep it SIMPLE
Celebrate
success

37. AFTER I [ANCHOR],
I WILL [TINY HABIT]
State your Tiny Habit

38. ´FREEDOM OR CONTROL?’
Which is better?

39. 7 Habits for Social Business
1. Be pro-active
2. Begin with the end in mind
3. Make priorities
4. Respect interests of others
5. Think win-win
6. Gain from differences
7. Take sufficient care and rest

40. The 8th Habit: finding your own voice
Your
TALENT
Your
INCOME
Your
PASSION
Your CAREER

41. Coordinated change
I want …
I need …
I like …
I decide!

42. Create a common social voice and approach
Metrics and Measurement
Community management
Reputation and Risk
Management

43. ´TRAINING IS NOT ADOPTION’
True or false?

45. Personal learning preferences

46. Jung’s personality types

47. Targeted training
Completeness, quality
Harmony & collaboration
Innovation and a podium
Action and
progress
Targeted training
Creative workshops
Co-creation
Testing playground
Thorough paper
CBT
Extensive manual
Best Practices
Thorough paper
Over the shoulder
support
Open minded sessions
Forum
CBT
Innovators
Early adopters
Early majority
Early majority
Late majority
Late majority

48. WorX coaches

49. ´IS THIS THE END?’

50. Engage Online
Sasja Beerendonk
 Blog http://thoughtsoncollaboration.com
 Twitter @SBeerendonk
 LinkedIn http://www.linkedin.com/in/sbeerendonk
Femke Goedhart
 Blog http://femkegoedhart.com
 Twitter @FemkeGoedhart
 LinkedIn http://www.linkedin.com/in/femkegoedhart

51. Notices and Disclaimers
Copyright © 2015 by International Business Machines Corporation (IBM). No part of this document may be reproduced or transmitted in any form without written permission from IBM.
U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM.
Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of initial publication and could include
unintentional technical or typographical errors. IBM shall have no responsibility to update this information. THIS DOCUMENT IS DISTRIBUTED "AS IS" WITHOUT ANY WARRANTY, EITHER EXPRESS OR
IMPLIED. IN NO EVENT SHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM THE USE OF THIS INFORMATION, INCLUDING BUT NOT LIMITED TO, LOSS OF DATA, BUSINESS INTERRUPTION,
LOSS OF PROFIT OR LOSS OF OPPORTUNITY. IBM products and services are warranted according to the terms and conditions of the agreements under which they are provided.
Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice.
Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those customers have used IBM products and the results
they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary.
References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in which IBM operates or does business.
Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials and discussions are provided for
informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or their specific situation.
It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory
requirements that may affect the customer’s business and any actions the customer may need to take to comply with such laws. IBM does not provide legal advice or represent or warrant that its services or
products will ensure that the customer is in compliance with any law.
Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products in connection
with this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the
suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM EXPRESSLY DISCLAIMS ALL
WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE.
The provision of the information contained herein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right.
IBM, the IBM logo, ibm.com, BrassRing®, Connections™, Domino®, Global Business Services®, Global Technology Services®, SmartCloud®, Social Business®, Kenexa®, Notes®, PartnerWorld®, Prove It!®,
PureSystems®, Sametime®, Verse™, Watson™, WebSphere®, Worklight®, are trademarks of International Business Machines Corporation, 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.