Understanding Social Business Excellence - Enterprise2.0Summit 2012, Paris

Keynote: Understanding Social Business Excellence
Rawn Shah | Social Business Strategist | IBM

Enterprise 2.0 Summit
Feb 7 - 8, 2012
Cercle National d'Armee
Paris, France
© 2012 IBM Corporation

Rawn Shah

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

http://about.me/rawn

Connected Business blog:
http://Blogs.Forbes.com/rawnshah
http://linkedin.com/in/rawnshah
http://twitter.com/rawn
rawn@us.ibm.com

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

Business Value Creation

Customer Operating
Value Efficiency

Quality in Organization
Operations Culture



65% of Line of Business buyers
will buy without IT
-- Forrester Research, 2011



Line of Business (LOB) or
Enterprise Functions:

• Sales, Marketing, Customer Service

• Human Resources, COO

• Research & Development

• Supply Chain, Suppliers & Business
Partners



Many of our Organizations today have invisible walls

engagement

function



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

engagement

function



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



Business conversations are spanning many
roles and Lines of Business

Capitalize on
innovative
approaches

Engage Develop new
in the businesses
community

Improve Improve
Leverage
effectiveness brand
loyalist
of sales awareness
customers
channels

Enable
Enhance employees to
employee / represent the
leader Improve
customer company
interactions
service



And growing…

Develop new Capitalize on
Retain best businesses innovative
Leverage approaches
customers loyalist
customersImprove
Engage shared Shorten time
in the services to market
community

Improve Improve Improve
sales Strengthen
culture effectiveness brand
effectiveness of sales awareness
channels Deal better
Improve
company with blows to
processes reputation

Develop
Increase Improve Enable
employee Enhance
return on product employees to
competencies employee /
company differentiation represent the
assets leader company Improve
interactions
Eliminate company
waste across processes
Find unmet
the customer
enterprise needs Improve
customer
Deal with service
reputational
risks



And GROWING… chaos?

Develop new Capitalize on
Retain best businesses innovative
Leverage approaches
customers loyalist Encourage
customersImprove endorsements
Engage shared Acquire new Shorten time of products by
Improve to market Get current
in the services customers loyalists
employee customers to
community climate buy more

Improve Improve Improve
sales Strengthen
culture effectiveness brand
effectiveness of sales awareness
Recruit
channels stellar Deal better
Improve Reduce labor
company time on employees with blows to
processes processes reputation

Develop
Increase Improve Enable
employee Enhance
return on product employees to
competencies employee /
company differentiation represent the
assets leader company Improve
interactions
Eliminate company
Drive waste across processes
Find unmet
Generate effectiveness the customer Improve
income on of supply enterprise needs employee
chain Improve performance
intellectual Share best customer
capital practices service
Deal with
reputational Improve
Provide
risks demand
employees
with better generation
information activities


Observation

More and more open, cross-silo conversations

≠
Lines of Business in organizations will going away.



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

?



Start by adding some structure to Enterprise collaboration

+



Online
Environment
Collaboration &
Actions
Social experience
is a combination of
Places many structural
elements

Content Domain
Actions

Interpersonal
Social Experience
Actions

Purpose People
Culture

Community
Leadership Management Relationships
& Roles

copyright: Rawn Shah
Social Trust & Social Networking for Business
Tasks Reputation (Wharton School Press,2010)
[Figure Not published]


Structure must still be aligned to specific value goals



Recognize LOBs may have different priorities & value goals

VP Product
Development,
Chief Design
Officer,
VP Research

CMO, VP Sales,
VP Customer
Service

VP HR, CIO,
GM



So, we need to look at how

these structured social conversations

are adding or creating value to specific LOBs,

their business issues and their processes



1. How does Social create value?

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



How does social create value?

Capture
Unstructured
Data

Collaboration
& Discovery

Analytical
Insight

Transformation



How Social creates Value in the Enterprise

Capture
 Value Creation Level 1: Unstructured
Data

— 70-80% of enterprise data is unstructured and
growing 10 – 50 times faster than structured data
– Noel Yuhanna, Principal Analyst, Forrester Research, Nov 2010

— Capturing tacit knowledge from conversations across the organization
– Off-boarding
 Save tacit knowledge and before employees change jobs, leave or
retire

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




Collaboration
 Value Creation Level 2:
& Discovery

— Accelerating ideation and innovation

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

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

— Identifying process failures, constraints and weak points




Analytical
 Value Creation Level 3:
Insight

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

— Data or Social Interaction Pattern analysis

— Sentiment analysis – internal & external

— Accelerating decisions based on data on behavior & sentiment




 Value Creation Level 4: Transformation

— Integrating Unstructured data, Collaboration and Insight into process flows

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

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

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



Increasing Value creation from Social business

Capture
Collaboration Analytical
Unstructured Transformation
& Discovery Insight
Data

Tactical Strategic

Specific Broad
gains value



 How does value creation from social relate

to the goals, challenges and processes

of Lines of Business?



Three Key Business Scenarios and Lines of Business

Product & Service Customer Care Workforce
Innovation & Insight Optimization

VP Product Development, CMO, VP Sales, VP HR, CIO,
Chief Design Officer, VP Customer GM
VP Research Service



Product & Service Innovation Goals

Radically
Leverage
Innovate Models,
Collective
Markets,
Intelligence
Products
Goals
Cultivate VP Product
Innovate Through Networks & Development,
Partnerships Communities of Chief Design
Expertise Officer,
VP Research



Radically Innovate
Leverage Collective
Models, Markets,
Intelligence
Products

Innovate
Product & Service Innovation
Cultivate Networks
Through & Communities of
Expertise
Partnerships

Challenges Capabilities

Connect to contextual expertise
Inflexible legacy
& resources
models, products,
infrastructure
Build communities of practice &
Lack of Continuity process
of Technical Expertise
Build cross silo working Strategy
Limited Expertise relationships & culture with
consistent messages
in certain areas
Build external partnerships with
Complex
academia & industry
decisions
Generate Ideas through partner
Locating
& customer co-creation (e.g., Social
resources
Business Jam)



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


Identify Goals Define Strategy Execute

Describe needed Capture Capture new ideas
innovation Unstructured
Data
for innovation
qualities & values

Increase value to LOB
Identify hotspots Collaboration
Expand, explore,
and validate
Define Strategy

of innovation & Discovery
innovative ideas

Define metrics
Determine patterns
and KPIs for Insight of innovation
innovation
strategies
Transform innovation
Set Business- focus, strategy &
Transformation
strategic goals for development
Innovation processes


Customer Care & Insight Goals

Enhance
Customer Integrate Insight
Relationships

Goals
Accelerate CMO, VP
Improve Brand Sales, VP
Customer
Loyalty Customer
Responsiveness
Service



Enhance
Customer
Integrate
Relationships Insight
Accelerate
Customer Care & Insight
Customer
Improve Brand
Loyalty (Marketing, Sales, Customer Service)
Responsiveness


 Analyze relevant customer
 Unsure of what is conversations across global
being said about content
company
 Detect risks to the brand in real-
 Existing analytics time Strategy
is broadly
distributed  Identify & map experts to
respond to data
 Response can be
slow or lack  Use internal communities,
coordination wikis, and project spaces to
coordinate response



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


Participate in Capture
communities of your Unstructured Use communities to draw
own and outside Data customer conversations
your company

Identify supporters Collaboration Identify experts among the
Define Strategy

and detractors & Discovery collaborative conversations

Define what risk
Analyze customer
factors to listen for, Insight conversations to detect
how and where to
risks to brand
listen

Create processes to Create real-time response
mitigate risks to brand Transformation process to mitigate risks
from social media
activities


Workforce Optimization: Client Goals

Retain Expertise
Mobilize for
leaving the
Speed & Agility
company

Goals
Improve
Recruiting & Create a Culture VP HR,
CIO,
Training new of Sharing GM
employees



Mobilize for Retain
expertise
speed & leaving
agility company
Improve Workforce Optimization
recruiting & Create a culture
training new of sharing
employees

• Facilitate communities for most
complex process, products, …
• Frequent exception
handling • Provide intranet channel for
consistent messages & linkages to
• Complex decisions resources & experts
Strategy
• Locating resources • Build cross silo working
& coordinating effort relationships & culture

• Non-collaborative • Real-time risk monitoring
culture
• Executive Blog with video, asking
questions



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


Encourage Capture
employees to Create communities of
Unstructured practice for organization
communicate & Data
interact business topics

Build cross-silo Collaboration Enlist and assign inter-
departmental roles to
Define Strategy

interaction & Discovery
discuss topics

Determine hot
Analyze discussions, detect
topics, exception Insight common exceptions and
issues, complex
workarounds
decision discussions

Target exceptions and org
Reduce friction in Transformation friction at the process level
decision making


Think about

= + +
Value Creation Structured Line of Business goals, Mapping Goals to
Social challenges & processes strategy to Execution
Experiences



Thank you

http://about.me/rawn http://linkedin.com/in/rawnshah
http://Blogs.Forbes.com/rawnshah http://twitter.com/rawn
rawn@us.ibm.com © 2012 IBM Corporation


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