Best Practices for Implementing an External Recruiting Partnership
Â
IBM Finland Social Business Presentation 2013
1.
2. Social Businesstransformation isasmuch cultural
asit istechnological. A Social Businessgoes
beyond themereimplementation of social media
platforms, it embracesand cultivatesaspirit of
community and collaboration throughout its
organizationâboth internally and externally.
3. Š 2013 IBM Corporation
Social Business Workshop
How to get started with Social Business
Social Business Value and Adoption Consultant
Worldwide ICS SWAT Team
UK, Ireland & Scandinavia
IBM Finland, 5th
June 2013
4. Tervetuloa!
1. Show me the money - ROI.
2. Scratching the itch - AGENDA
3. Low-hanging fruit - Patterns
4. OK, now what? â 10 Steps
5. Questions?
6. Š 2013 IBM Corporation6
Reducing Operating Costs through Social Business Processes
Customer Service
Reducing customer
support costs by 16%
Increasing customer
satisfaction by 20%
Product
Development
Reducing time to market for
products/services by 20%
Increase number of successful
innovations by 20%
Sales
Increasing revenue by 15%
Reducing travel costs by 20%
Marketing
Increasing effectiveness of
marketing by 17%
Reducing marketing costs by
20%
Source: Business and Web 2.0: An interactive feature, McKinsey Quarterly, 2011
7. Š 2013 IBM Corporation7
Social Business Transformation can unlock tremendous opportunity
for any enterprise
Customer
Care & Insight
Workforce
Effectiveness
Product
& Service
Innovation
What's the value
to the business?
ďŹ
81% of surveyed consumers
received purchase advice
from friends and followers
through a social site.1
ďŹ
Amador: monitors brand reputation,
anticipate issues providing closer
engagement with new client base
resulting in 40% web
responsiveness.
ďŹ
Standout organizations are
57% more likely to allow their
people to use social and
collaborative tools.3
ďŹ
Lowes: created a collaborative
community so innovation could come from
the store floor and drive business results.
Sources: 1. Click Z, January 2010 2. Talent Management Magazine Feb 2012 3. IBM CHRO Study 2010
ďŹ
China Telecom: decreased risk by
expanding sources for new product ideas,
expanding the source of product ideas
with 554 new contributors, and an idea in
10 minutes.
ďŹ
Up to 30% increased in
productivity with use of social
tools internally with
employees.2
Example
8. Š 2013 IBM Corporation8
Creating a smarter workforce
LaVan & Neidenberg The law firm increased its customer
base fourfold while holding down staff growth through
process efficiencies
80%
Boost in Gross
revenue
Speeds claims filed by 66 percent
and reduces operating costs by 25
percent.
Within five months, the company
was able to process and help 53%
more veterans and disabled people.
Reduced failed applications by 25%
9. Š 2013 IBM Corporation9
Integra Legal trail-blazed social business tools to allow
their dispersed workforce to be closer to their clients, and
collaborate across teams
Creating a smarter workforce
Improved profitability and market share
with the ability to offer lower fees in a
competitive market with dispersed
workforce
25%
Increase in
productivity
âThe innovative approach offered by the
professional practice management system has
created a streamlined work environment that
maximizes the use and effectiveness of
resources.â
â Anna Liscia, senior partner,
an Australian legal firm
10. Š 2013 IBM Corporation10
Creating a smarter workforce
with a voice in innovation
Cemex redefined their product development process through
a new collaborative initiative called âShiftâ
A social business transforms
product and service innovation
through global collaboration
1/3
Reduction time of
new product
development
11. Š 2013 IBM Corporation11
ROI in Action at Lowes
http://www.dachisgroup.com/2011/09/serendipity-happens-to-deliver-million/
12. Š 2013 IBM Corporation12
Reliance Life is integrating social business portal
technologies into their policy origination to grow branch
offices and service more customers
Creating a smarter workforce
Integrating social business
technologies into their branch-based
operations resulting in industry
leading growth while reducing
operating costs by 30%
30%
reduction in
operating cost
13. Š 2013 IBM Corporation13
Creating a smarter workforce
Ricoh uses social business tools in its product planning
process to generate new ideas with lateral
communication on a global scale
20%
Reduction in
required staff
Developed a new work style based
on lateral information sharing that
reduces staff hours by as much as
20 percent.
14. Š 2013 IBM Corporation14
TD Bank Group impoved its internal teaming and its
customer service across geographic & organizational
barriers, by integrating social business solutions into their
operations processes
Reduced e-mail by up to 25%, shortened
on-boarding time by 50%, eliminated
unnecessary travel and meetings
expenses, and created new channels for
engaging customers.
Improved customer
service and
employee
communication
âTD Bank is committed to weaving social networking into everything we do and how we do it.â
â Wendy Arnott, Vice President of Social Media and Digital Communications, TD Bank Group
âTD Bank is committed to weaving social networking into everything we do and how we do it.â
â Wendy Arnott, Vice President of Social Media and Digital Communications, TD Bank Group
15. Š 2013 IBM Corporation15
Childrenâs Medical Center of Dallas is leading by
integrating social business technology into their patient
care and disease management processes
Creating exceptional customer experiences
Created customer advocates and
redefined how they care for patients to
improve patient experiences and health
outcomes with private support
communities
75%
reduction in clinic
phone calls
16. Š 2013 IBM Corporation16
Creating a smarter workforce
An emergency operations center improving emergency
response time and decision making with unified
communications
Improve
Communications,
Reduced costs
Reduced the number of radios
needed by the Joint Emergency
Operations Center from 400 to 24,
resulting in a roughly 92 percent
cost reduction.
17. Š 2013 IBM Corporation17
Chilean Red Cross doubled the technological capabilities
of its disaster response operations by replacing manual
processes and in now leveraging online collaboration tools
Creating a smarter workforce
Seamlessly connected their first
responders to collaborate and speed up
their disaster response. And accelerating
search rate completion for missing
persons from two years to two weeks.
100%
increase in
response efficiency
18. Š 2013 IBM Corporation18
Amadori transformed it's marketing process using social
to create customer advocates and boosted presence with
new customers
Creating exceptional customer experiences
Identified and predicted consumer
buying preferences, refined their digital
marketing campaigns, to generate
more sales and reach a new, younger
customer demographic
100%
Improved exposure
20. Š 2013 IBM Corporation20
Tagging is also integrated with IBM Connections tagging function
21. Š 2013 IBM Corporation21
Social commenting on intranet articles,
are stored as threads in a Connections
community
22. Š 2013 IBM Corporation22
Front page in E-Gate Community (IBM Connections)
- branded according to Electrolux standards
- with Widget consuming and presenting my Top News from Intranet
23. Š 2013 IBM Corporation23 Š 2013 IBM Corporation
Social Business Agenda
- Scratching the Itch
25. The approach focused on key areas to start alignment
⢠Business Priorities
⢠Business challenges &
pain points
⢠Impacted Audiences
⢠Potential social
scenarios / processes
⢠Audience specific needs
â Expertise
â Information
â Related âprocess
domainâ
⢠How currently engage
⢠Defining priority
social opportunities
â Social Process
Patterns
â Example day-in-
the-life
26. The Strategic Goals are the source of the Social Priorities
Example
Understanding the Customerâs goals will be during pre-workshop activities
Example Goals:
â˘Extending brand from consumer to SME and Large Enterprise market
â˘Building trust with enterprise customers to provide services beyond voice and data
â˘Extending capabilities through partnerships and acquisitions
â˘Creating and delivering strong and easy-to-use solutions targeted at SME market
â˘âŚ
27. For top goals, we start with challenges and audiencesâŚ
Goal Business Challenges to
achieve Goal
Impacted
Audience(s)*
2X SME
Market Share
by 2015
ď§ Building brand recognition in
SME market
ď§ Demonstrating to clients an
understanding of their specific
requirements
ď§ Creating tailored solutions &
bundles
ď§ Providing personalized
service to a very distributed
customer-base
ď§ Upselling from core bundles
(e.g., web hosting, âŚ)
ď§ Existing customers
(expand services)
ď§ New Customers
ď§ Sales (Geo,
Industry, and Size)
ď§ Business Partners
ď§ Product
Management /
Service
Development
ď§ Account Executive
* Input to Analytics Plan
Example
Business Goals
2X SME
Market Share
by 2015
Increase
Services per
Customer
Increase
products per
customer
Grow
Partnering
and M&A
28. âŚwhich are the foundation for potential Social Patterns
Goal Business Challenges to
achieve Goal
Impacted
Audience(s)*
Potential Social Patterns
2X SME
Market Share
by 2015
ď§ Building brand recognition in
SME market
ď§ Demonstrating to clients an
understanding of their specific
requirements
ď§ Creating tailored solutions &
bundles
ď§ Providing personalized
service to a very distributed
customer-base
ď§ Upselling from core bundles
(e.g., web hosting, âŚ)
ď§ Existing customers
(expand services)
ď§ New Customers
ď§ Sales (Geo,
Industry, and Size)
ď§ Business Partners
ď§ Product
Management /
Service
Development
ď§ Account Executive
1. Connect SME Clients to share with others
sharing opportunities and challenges
2. Online engagement (social, gamification,
âŚ) on how to save cost as SME (actions not
related to technology)
3. Build online relationships with people vs.
virtual and/or phone support (faces, names,
âŚ)
4. Engage customers in product innovation
(crowdsource, gamification, âŚ)
5. âŚ
* Input to Analytics Plan
Example
Business Goals
2X SME
Market Share
by 2015
Increase
Services per
Customer
Increase
products per
customer
Grow
Partnering
and M&A
29. Audience / Role Pain Points and Gaps
Desired Role-based
Expertise & Experience
Existing Expertise &
Thought Leadership
How & Where Currently
Engaged
Existing customers
New customers
Sales (Geo,
Industry, SME
Size)
etc...
Patterns are enhanced by specific audiences needs
* Input to Analytics Plan
Example
In process
30. Deliverable: Strategic Social Priorities
H
Quick WinsStrategic Must Haves
Low Hanging FruitMoney Pits
L
L
H
H
Social Priorities
Example
31. Social Business Agenda Workshop Process
⢠Get client background
⢠Interview key
stakeholders
⢠Confirm client goals
⢠Tailor workshop
⢠Conduct workshop:
â Business Goals
â Initiatives
â Socially Network
Business Processes
â Understand
audiences
⢠Breakouts as needed
⢠Consolidate output
⢠Formalize next steps
⢠Review findings with
core team
⢠Deliver Executive
Report
32. Sample Agenda for Executive Workshop
Time Topic
45 Overview of Workshop and Agenda framework
60 Align Organizational Goals & Network Processes
⢠Review draft goals
⢠Discuss existing strategic priorities â prioritize Social Business focus
⢠Identify additional goals from analysis of key processes
⢠Map top 2 Goals to Audiences & Social Initiatives
⢠Finalize resulting Social Goals
30 Align Culture
⢠Review culture interview analysis
⢠Identify gaps in Culture framework â identify potential actions
⢠Review governance and start to identify potential participants
⢠Prioritize gaps and identify owners for next steps
30 Gain Trust & Engage Trough Experiences
⢠Select top initiative to understand audience trust
⢠Define breadth of audiences (internal and external)
⢠Map audience goals, current audience engagement, audience expectations of company &
influencers/tippers
⢠Give direction to owners of trust and engagement plans
Example
33. Sample Agenda for Breakout Sessions (as needed)
Time Topic
90 Gain Trust & Engage Trough Experiences
⢠Select 1-2 audience(s) to begin Trust Plan and Engagement Actions
⢠Identify methods to gain trust from selected audience (expertise, thought leaders, communities, âŚ)
⢠Discuss engagement actions for audience across Interactive, Integrated and Information
⢠Identify owner(s) to complete Trust Plan and Engagement Plan
60 Network Business Processes
⢠Prioritize top 3-5 âsocial process opportunitiesâ from map of goals mapped to core and industry
processes
⢠Discuss key social opportunities for 1 process (e.g., crowdsourcing, embedding social linkages into
core applications, âŚ)
⢠Identify owners for completing prioritization and actions (if Digital Council not in place)
45 Design Reputation and Risk Management & Analytics Approach
⢠Identify types of issues requiring response
⢠Define initial members and actions of brand army
⢠Review analytic requirements from previous workshop actions
30 Prioritization & Next Steps
Example
34. Culture Assessment
Cultural Theme Culture Questions
C = Current D = Desired
1 2 3 4 5
Boundaries Isolated functions Cross functional cooperation
Teaming Individual competitive Team oriented
Learning Slow adopting new skills Continuous Learning Culture
Management Style Controlling Delegating
Vertical Comms Bureaucratic, formal channels Free communication up the org
Open Comms Guarded Communication Open Communication
Initiative Follow specific instructions Take initiative
Risk Tolerance Punish mistakes Learn from mistakes
Pace Slow, cautious pace Fast pace
Rules / Process Keep to rules Ignore rules
Hierarchy Many organizational layers Few organizational layers
Template
35. Š 2013 IBM Corporation37 Š 2013 IBM Corporation
Low-Hanging Fruit:
Social Business Patterns
36. Š 2013 IBM Corporation38
6 Business Patterns / Use Cases are How We are Opening the
Market
Merger &
Acquisition
Safety
Find
Expertise
Knowledge
Sharing
Recruiting &
Onboarding
External Customer
Insights
6 cross-pillar patterns touch
70% of the pipeline
Goal: To bring value to clients
and increase our average deal
size
Elements:
â˘ISSC services â 3 week wrapper
â˘Client leave behind
â˘Coach & focused help
â˘Presentation, demo & POV
â˘References
37. Š 2013 IBM Corporation39
Social Business Patterns White Paper
Social Business PatternsWhite Paper
http://ibm.co/11r9PIy
38. Š 2013 IBM Corporation40
40
6 Business Patterns / Use Cases are How We are Opening
the Market
Š 2013 IBM Corporation40
Merger &
Acquisition
Safety
Find
Expertise
Knowledge
Sharing
Recruiting &
Onboarding
External Customer
Insights
6 cross-pillar patterns touch 70% of
the pipeline
Goal: To bring value to clients and
increase our average deal size
Elements:
â˘ISSC services â 3 week wrapper
â˘Client leave behind
â˘Coach & focused help
â˘Presentation, demo & POV
â˘References
39. Š 2013 IBM Corporation41 Š 2013 IBM Corporation
40. Š 2013 IBM Corporation42
Use Case: Finding Expertise
Every day someone in your
organization will have a
problem which someone else
has already solved.
Solving the same problem ove
and over can add more than
30%to project costs1
.
1 Reducing rework levels to enhance project performance levels, Ekambaram Palaneeswaran, Hong Kong University, 20
41. Š 2013 IBM Corporation43
Use Case: Finding Expertise
Using IBMâs Platform for Social
Business helps you capture
what you already know.
CEMEX did this and now
implement new procedures and
products 33% faster
42. Š 2013 IBM Corporation44
Use Case: Finding
Expertise
Capturing & using your
organizationâs expertise
needs three ingredients
1
âThe High Cost of Engagementâ, Keith Ayers
http://www.engagementisnotenough.com/pdfs/Cost_of_Engagement.pdf
43. Š 2013 IBM Corporation45
Find and
trust an
expert
Embed
Expertise
Create &
Reward
Expertise
Increase Speed to access
External Experts 1
30%
Potential improvement in
knowledge worker productivity 2
20-25%
2
McKinsey Global Institute - The social economy: Unlocking value and productivity through social technologies, July 2012
1
McKinsey Global Survey results: Evolution of the networked enterprise, March 2013
Increase in engagement using
Rewards for sharing3
80%
3
Kabir Ahmad, CEO & Lead Analyst at Gamification Research, November 2012.
Use Case: Finding Expertise
44. Š 2013 IBM Corporation46
Use Case: Finding Expertise
Goals:
â˘Locate employees with
specialized expertise
â˘Assemble teams more
quickly
â˘Coordinate among diverse
locations
Results:
â˘Increased productivity for
20,000 employees
â˘Higher employee morale
through increased
engagement
45. Š 2013 IBM Corporation47
The 3rd
largest building
materials company in the
world with 47,000 employees
in 50 countries.
Introduced a social business,
knowledge sharing project â
SHIFT.
Sharing expertise led to new
best practices and process,
implemented in 1/3 of the
time it used to take.
Use Case: Finding Expertise
46. Š 2013 IBM Corporation48
Use Case: Finding Expertise
Put finding an expert in the palm of your
hand with the IBM Expertise Locator.
47. Š 2013 IBM Corporation49
Package Lookup
Project Lookup
MyGreenwell
Use Case: Finding Expertise
Select a category of
expert
48. Š 2013 IBM Corporation50
100 - Groundwork
200 - Drainage
300 - Electricity Supply
310 - Water Supply
400 - Foundations
500 - Environmental
View All Packages
Packages Lookup
Competitor Lookup
MyGreenwell
Use Case: Finding Expertise
Select a category of
expert
49. Š 2013 IBM Corporation51
Public Electricity
Supply &
Connection
Expert
Street Lighting
Advisor
Use Case: Finding Expertise
Pick a good match of
skills for the job.
50. Š 2013 IBM Corporation52
Public Electricity
Supply &
Connection Expert
Greenwell Certifications
Greenwell Certification
Electricity Supply Expert
Use Case: Finding Expertise
Review the expertâs
profile.
51. Š 2013 IBM Corporation53
Cabling
Brownouts
Emergency Generators
Greenwell Expertise
Interconnections, Overvoltage
Cabling, Brownouts, Generators,
Interconnections, Current
Use Case: Finding Expertise
Explore their areas of
expertise.
52. Š 2013 IBM Corporation54
wills@greenwell.com
work:
mobile:
message:
(212) 555-2633
(212) 555-4860
(212) 555-7512
wills@greenw.comemail:
Use Case: Finding Expertise
Contact the expert.
53. Š 2013 IBM Corporation55
Use Case: Finding Expertise
Add to my Favorites.
54. Š 2013 IBM Corporation56
Use Case: Finding Expertise
Record why heâs a
favorite.
55. Š 2013 IBM Corporation57
Package Lookup
Project Lookup
MyGreenwell
Use Case: Finding Expertise
Fast access to your
favorites.
56. Š 2013 IBM Corporation58
Public Electricity
Supply &
Connection Expert
Greenwell Certifications
Greenwell Certification
Electricity Supply Expert
Use Case: Finding Expertise
Share my experiences.
57. Š 2013 IBM Corporation59
Use Case: Finding Expertise
Thank the expert.
58. Š 2013 IBM Corporation60
Use Case: Finding Expertise
Say why you are
thanking them.
59. Š 2013 IBM Corporation61
Getting Started
Expert Locator
from ISSC
for iOS, Android
IBM Connections
Social Business Adoption Process
62. Social Adoption by the Numbers
100
0
79%
27%
22%
use, or plan to use, social media 1
have dedicated social role 2
of middle managers prepared 3
Social Adoption Challenge
Sources:
1. Harvard Business Review Analytics Services; 2. Ragan Communications and NASDAQ OMX Survey;
3. IBMÂŽ 2012 Social Business Study.
63. Top Ten Best Practices for Social Business Adoption
64. Š 2013 IBM Corporation66
Create a New Way of Working
⢠Integrate social into
business processes
⢠Model role interactions
vs. process flows
⢠Tailor experience by
audience
⢠Set governance to shift
culture
⢠Create new social job
roles
CREATE
65. Process: Project Management with Suppliers at Russellâs
CREATE
Integrate into Processes
Process
â˘Building new stores
Social Add
â˘Community with
external partners
(architects, builders,
franchisees, etc.)
â˘Increases sales in
multiple markets and
cut key costs by 33%
66. The 2013 Australian Open
Experience Goes Social and Mobile
CREATE
Customize the Experience
68. What Are the New Roles?
Community Manager
ďąDefine scope, desired outcomes and
boundaries
ďąBalance the needs of knowledge
contributors and seekers
ďąPromote membership and reward
active participation
ďąSupport active and appropriate
content contributions
ďąMonitor, measure and share
engagement & business value
ďąEducate and Advocate regarding
community value
Weâre HiringWeâre Hiring
⢠Community Strategist
⢠Community Manager
⢠Social Analytics Manager
⢠Social Reputation
and Risk Manager
⢠Social Customer Support
Manager
⢠Social Innovation
Manager
CREATE
Hire Social Job Roles
69. Š 2013 IBM Corporation71
Launch with Top and Groundswell
Establish top-down
Leadership
â˘Senior Leaders
âwalk-the-talkâ
â˘Shift to social
communication
Build a groundswell
â˘Identify early adopters
to evangelize value
â˘Enable across roles
and audiences
LAUNCH
70. Executive Blogging inspires and communicatesExecutive Vlogs at IBM (Video Blogs)
âWhatâs the big deal?
This is simply another
medium for me to listen
to my customers, and
talk to my customers.â*
-- Bill Marriott, Chairman,
Marriott International
Source: B. Dybwad, Should CEOs be fluent in Social
Media, Mashable.com
http://mashable.com/2010/04/23/should-ceos-be-fluent-in-social-me
LAUNCH
Leaders Show the Way
71. Electrolux Leverages Social from the Top
2011
â˘5% of office workers
regular social users
â˘5,000 visitors total
2012
â˘40-50% using social
regularly
â˘17,000 visitors total
LAUNCH
Leaders Show the Way
72. Communicate the WHAT, WHY, HOW of Your Social Business Plan
TD Bank Examples
â˘Executive Social Handbook
â˘Conversation Guide
â˘Executive FAQ
Key Messages
â˘Business Value
â˘Why they are doing this
â˘Roadmap
â˘What questions have been
asked
â˘Use what tool for whenLAUNCH
Evangelize and Enable
73. Š 2013 IBM Corporation75
Engage to Fit into Work Style and Culture
⢠Motivate and engage
with great experiences
⢠Reverse mentor leaders
with high potentials
⢠Extend external
participation by engaging
a brand army
⢠Measure value; focus
on outcomes
ENGAGE
74. ⢠53% sales conversion rate
for application process
⢠85% conversion rate from
web tools
⢠62% call reduction from
online service
Florida Blue Increases Member Engagement across Devices
ENGAGE
Motivate and Engage
75. Engaging with gamification at IBM
External: SmarterCities âCityOneâ
Internal: SimArchitect
ENGAGE
Motivate and Engage
76. Educate non-social leaders and raise profile of high potential
employees
The front-line,
social
employee
How can I more
effectively help
change the way we
work in IBM?
Why are we not
better at using
technology in a
business setting?
How do I
communicate
effectively with
my team?
Is this
private or
business?
Should I use a
wiki, blog,
community�
The business
leader,
executive
How do I
communicate
effectively with
leadership?
Is Facebook
really for
me?
How about
LinkedIn? I get
so many requests
all the time!
ENGAGE
Reverse Mentor Your Leaders
77. Raising âDigital IBMersâ as a Brand Army
Goals
â˘Capture Thought
Leadership
â˘Remove traditional barriers
to innovation
â˘Provide Business Value to
our customers
ENGAGE
Raise an Internal Brand Army
78. Leveraging Social Metrics and Analytics to Transform Employee
Engagement
Real-time awareness of organizationâs "pulse"
⢠Understand employee
opinions
⢠Internal and external
social
⢠Employees have more
âvoiceâ
ENGAGE
Show Metrics & Value
81. Š 2013 IBM Corporation
alan.hamilton@uk.ibm.com
@alanghamilton
www.slideshare.net/alanghamilton
about.me/alanghamilton
alanghamilton.com
Social Business Value and Adoption Consultant
Worldwide ICS SWAT Team
UK, Ireland & Nordics
http://slidesha.re/11xIlwt
Hinweis der Redaktion
Social network processes. Adoption is dramatically easier if social is just part of how people work. Itâs no longer going somewhere else to be social, but it highlights like our 1 click access to move to social within the process. This page should have the logos of the companies to be discussed.
The need: LaVan & Neidenberg, a U.S. law firm specializing in disability claims, had data stored in different applications, making it time consuming and labor intensive to access the information. It took hours to prequalify customers and pull the required information together for submission to government agencies. In order to increase profit, the law firm needed to streamline its processes. The solution: Together with IBM Business Partner GROUP Business Software, LaVan & Neidenberg created EZ Claim on the IBM LotusŽ DominoŽ platform, using Lotus Symphony⢠and IBM SametimeŽ software for instant messaging. The solution manages the data in one place and provides automated workflows, wizards and templates to help ensure timely claims processing. IBM Lotus Domino Designer and IBM Lotus Enterprise IntegratorŽ solutions were used to create the application. The benefits: Shortens intake times in the claims process by approximately 66 percent Reduces the time needed to fill out and submit government forms by roughly35 percent Increases the customer base by nearly a factor of four and boosts revenues by more than 80 percent Solution components: IBM LotusŽ DominoŽ IBM Symphony⢠IBM SametimeŽ IBM Domino Designer IBM Lotus Enterprise IntegratorŽ
The need: This Australian law firm specializes in providing legal services to in-house litigation lawyers as well as law firms, in-house counsel and government organizations. The firm wanted to develop a database to provide a flexible, secure and confidential platform for collaboration and exchange of information between all players in the lawyer client relationship matrix, allowing them to move from traditional law office model The solution: The firm engaged IBM Business Partner Brookstone Technologies to implement a Virtual OfficeWare professional practice management (PPM) solution, creating a flexible and highly secure platform for collaboration among the legal team, consultants and clients. With security-rich access to the PPM system using IBM Lotus NotesÂŽ and IBM Lotus QuickrÂŽ software, customers are empowered to find relevant data and play a collaborative role in their legal matters. The benefits: Integra legal Increase Productivity by 25 percent as well as increasing flexibility in their ability to respond to ever-changing situations immediately. Profitability was improved to offer lower fees in a competitive market, as well as Market Share. The solution provides the firm's lawyers, clients and other law firms with the appropriate levels of access to case data, allowing collaborative document access, input and creation Makes the right data available to the right people at the right time, ensuring an open and collaborative approach to dealing with negotiations and the resolution of disputes Enables simplified and collaborative coordination among the firm's lawyers, clients and other parties involved, including the ability to create case-critical milestones and assign actions Solution components: IBM Lotus Quickr IBM Lotus Sametime IBM WebSphere Portal
Cemex is a building materials company based in Mexico whose primary product is cement mixing ingredients. While this profile doesn't necessarily call to mind a social business poster company, Cemex was looking for a way to fuel product innovation. They wanted to expand their ready-mix concrete products into new marketplaces around the world. Using IBM Connections, employees can now share ideas, suggestions and recommendations across an internal network. Communities of interest are formed to tackle challenges common to locations, marketplaces and skill sets. By leveraging in-house expertise, Cemex is able to achieve lower cycle times, improve processes in real-time, and take new products to market in 1/3 the time. Quote: Getting our people to think and work in a different way is much more than just about technology, it also involves a bit of psychology, but without the simple and intuitive platform like Connections we would not be on our current path to success and sustainable change.
The need: Enable hyper-growth by building a 'virtual office' to make growing locations faster The solution: Breaking new ground in self-service, Reliance and IBM built a portal called Lifeline. Designed to maximize its versatility, the Lifeline portal delivers services to all of Relianceâs key stakeholder groups, from customers and prospects to the companyâs 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. Agents can use the platform to get a unified, cross-sectional view of their customersâ portfolios and gain the insights to make intelligent cross-selling recommendations that provide optimal coverage for customers. Relianceâs market share has doubled since introducing Lifeline, makingit one of the marketâs five top companies. Using the components of the IBM Insurance Process Acceleration Framework,Reliance and IBM designed the solution that was implemented. The benefits: Reduced time required to developnew services and features by morethan 50 percent Reduced customer/agent servicecosts nearly 50 percent Saved millions of dollars in capitalexpenditures for branch and call cen-ter build-out Solution components: IBM Composite Business Services IBM WebSphereÂŽ Business Modeler ⢠IBM WebSphere DataStageÂŽ ⢠IBM WebSphere Integration Developer ⢠IBM WebSphere QualityStage ⢠IBM WebSphere Portal ⢠IBM WebSphere Process Server
The need: Ricoh sought to improve the quality and breadth of its offerings, providing total solutions tailored to each customerâs environment and operations. The solution: The company adopted the IBMÂŽ SmartCloud⢠Engage platform for cloud-based social business in a pilot program to enhance productivity and innovation in its Business Development Center. The benefits: Initial pilot results show greater efficiency in product planning and a new work style based on lateral information sharing that may reduce staff hours needed to create new release information by as much as 20 percent. Solution components: IBM SmartCloud Engage Standard
Need TD Bank needed to find a way to connect their geographically dispersed employees more effectively, improve executive communications, increase their workforce efficiency and reduce the amount of resources they were expending to run their business. Solution TD Bank didnât just replicate existing processes on Connections, they transformed the ways in which their teams interacted with each other. They identified the value of using this social tool early and are already seeing a qualitative and quantitative impact on their business processes. Benefits Teams were finding it difficult to stay connected. Connections connects geographically dispersed teams and facilitates collaboration. The company directory made it difficult to identify experts and use their skills to help clients. Now, they can conduct focused searches and find expert knowledge and advice easily and quickly. Onboarding employees was too manual and paper-based. Connections provided a single repository for onboarding support and reduced onboarding time by 50%. Employees spent significant time and resource looking for information to do their jobs. Now, content is aggregated, and tools and information that support business roles are easily accessible. Managers needed to improve their engagement in critical projects. Through online collaboration, managers can stay up to date in real time and engage in the progress of projects and initiatives. Leaders sought an interactive forum to communicate and stay involved with the entire ecosystem. Typically field calls were expensive and limited to small groups. Online forums removed the communication barriers, increased transparent and enhanced interaction. One division reduced meeting times by five hours a week. Email loads and project updates were exhausting valuable resources and wasting time . By transferring the conversation to Connections, one division reduced their e-mails by a factor of 40 to 1. Another division reduced their e-mails by 25%. Projects can now be updated in 5-10 minutes, down from 60 minutes. Solution components ⢠IBMÂŽ Connections Client quote 1 â TD Bank is committed to weaving social networking into everything we do and how we do it.â â Wendy Arnott, vice president of social media and digital communications, TD Bank Group
Children's Medical Center of Dallas wanted a way to help patients and families learn from one another's experiences and improve education and support networks, with the hope of driving more effectively managed care. As the 7th largest pediatric healthcare provider in the US- with nearly 570,000 patient visits every year- and a network of physicians and employees, they had a large potential 'social graph' to tap into. Using a solution, with key software of IBM WebSphere Portal, IBM Connections, Mobile Portal capability, IBM Forms, Coremetrics, and Tivoli, which integrated health records, educational material, tools, and the Childrenâs Social Network into a single web experience, CMDC provided patients and parents with a private community for communication and support. It is estimated to drive a 75% reduction in clinic phone calls, a 5% increase in referrals, integration within the continuity of care and reduced operating costs.
The need: Radio communications are a standard emergency tool in this large city in the United States. However, radios for 100 individuals in the cityâs new Emergency Operations Center (EOC) would be too noisy and too expensive. The city needed a more practical way to coordinate efforts across departments to quickly and decisively prevent crime and save lives. The solution: With help from IBM Business Partner UnifiedEdge, the city outfitted the EOC with RadioConnect, a plugin for IBM SametimeÂŽ software that allows users to monitor and talk over multiple radio channels with headsets while sitting at desktop computers. Specialized radio gateways digitize the audio, capture it and push it to and from radio networks. The benefits: Enables improved operational awareness and decision-making capabilities with presence awareness, one-to-many communications and other unified communications features Saves operational expenses for the EOC by reducing the number of radios needed in the center from 400 to 24 Increases cooperation and synergy of action between emergency organizations and levels of government Solution components: IBM SametimeÂŽ IBM Business Partner UnifiedEdge IBM GovernmentIndustry Framework IBM LotusÂŽ QuickrÂŽ
The need: The Chilean Red Cross is a lifeline for millions of people when disaster strikes. It provides relief aid ranging from rescue specialists and temporary shelters to distribution of essentials such as food and water. However, the organization performed most of its logistics work manually and lacked the means to optimally manage its resources and coordinate disaster response and humanitarian relief with the desired rate of speed and efficiency. To improve its ability to prepare, coordinate and manage disaster response and relief efforts, the organization wanted to modernize its operations. The solution: The Chilean Red Cross is a lifeline for millions of people when disaster strikes. It provides relief aid ranging from rescue specialists and temporary shelters to distribution of essentials such as food and water. However, the organization performed most of its logistics work manually and lacked the means to optimally manage its resources and coordinate disaster response and humanitarian relief with the desired rate of speed and efficiency. To improve its ability to prepare, coordinate and manage disaster response and relief efforts, the organization wanted to modernize its operations. The benefits: Improves technological capabilities of its disaster response operations by 100 percent by replacing manual processes with automated resource management and online collaboration tools ¡ Accelerates search rate completion for missing persons from two years to two weeks by automating online records management and database ¡ Boosts the ability to mobilize and deliver relief aid with accuracy and speed by using cloud-based communication and collaboration tools and geo-referencing capabilities Solution components:LotusLive Meetings, LotusLive Connections, Lotus Symphony, LotusLive Engage, Linux, IBM Sametime
Amadori Group (Customer Care and Insight): The Need â Customer Care and Insight: 100-yr old Italian food company needed to better market its products to a younger audience. Amadori uses social media to listen and learn about these their target customers' preferences and integrate those insights into their digital marketing campaigns. The Solution: IBM Customer Experience Suite allowed them to quickly create highly interactive websites that integrate with social networking sites (like Facebook and YouTube). Through the dialog within the four microsites and using sophisticated predictive analytics, Amadori is able to track and visualize what is said about their brand and products on social networks, blogs and forums- in real time- uncovering trends and opinions. Amadori uses this information to identify and predict consumer buying preferences, refine their digital marketing campaigns to generate more sales, and use the information to develop new products The Benefit: The solution boosted their ability to monitor and learn about their brand, improve their social media presence by 100% (45k Facebook fans in less than one year), build direct channels with new segments and respond 40% faster with new web sites.
Pre-workshop Activities: Hold Pre-workshop Account Review Perform Workshop Logistic Activities Obtain Account Information from IBM Client Team Workshop Activities: Open the workshop Level-set the team on the Collaboration Agenda Establish Alignment with Clientâs Strategy & Priorities Assess Current CA Environment Indentify Busiess Opportunities and Map to CA Solutions Prioritize Opportunities Define and Document Action Plan Following the Workshop: Consolidate Workshop Findings Review Findings with Client Team Meet with Client Business Sponsor(s)
http://www.flickr.com/photos/uggboy/4962170014/ by http://www.flickr.com/photos/uggboy/ Dutch Rail: Engage untapped expertise to achieve corporate goals 3 Objectives of program: Locate employees with specialized expertise Assemble teams more quickly Coordinate among diverse locations 20,000 employees easily locate colleagues with specific expertise Results: Increased productivity Higher employee morale from increased engagement
03/05/13 03/05/13 Situation: A construction worker finds an exposed electricity cable while digging a trench for drainage. He contacts the site foreman for advice. The foreman uses the Expertise Locator to identify who can help. â On the main screen, there are icons for three categories. I tap the icon for Package Lookup.â
03/05/13 03/05/13 â I see a menu showing several categories related to work packages. Since the question is related to a electricity cables, I choose 300 â Electricity Supply.â If the user is not sure which category is appropriate, he or she can click âView all packagesâ instead.
03/05/13 03/05/13 â The app now shows a screen containing a list of experts, including someone whoâs a specialist in the electrical supply. William Smith looks promising, so I tap on his entry.â
03/05/13 03/05/13 â I look through Williamâs profile and notice that he is part of our Electricity Supply Center of Excellence. I scroll down his profile.â
03/05/13 03/05/13 â⌠and one of his areas of expertise involves warranties as well.â
03/05/13 03/05/13 â I scroll back to the top of his profile and tap the âContact Meâ button. I see multiple options for contacting William and decide to send him a message.â
03/05/13 03/05/13 â William quickly provides the information I need about the buried cable. I confirm that the local utility company takes care of it. Since I would like to work with Will in the future, I want to make sure I can easily find him. I tap the âAdd to Favoritesâ button to include him as one of my favorite experts.â
03/05/13 03/05/13 â Next, I see an option to write a few words about Will so that Iâll later know why I marked him as a favorite.â
03/05/13 03/05/13 â I remember seeing an option to Thank Will right in the app. I see that Will is now shown on my home screen as one of my favorite experts, so I tap his picture.â
03/05/13 03/05/13 â I tap the action button at the top right on Willâs profile.â
03/05/13 03/05/13 â I see several options and tap the 'Thank Expert' button.
03/05/13 03/05/13 â I type a note to thank him for working with me, highlighting the expertise he brought to the warranty question.â
Retailer with 24 stores located across the western US and Hawaii. Driving operational efficiencies through more seamless, transparent communications between management, licensees and suppliers. Architectural firm, franchisees and headquarters review and approve plans online, speeding remodeling projects and cutting travel costs. Using 'activities' to track issues and 'web meetings' to hash out details means completing projects faster. Improved process for correcting bugs in store POS software because the vendor now has access to the 'activity' to get first-hand knowledge of issues as they are reported and can quickly fix -- improving store operations. Building new stores with external partners (architectural firm, builders, franchisees, etc.) Single source for plans Fewer mistakes Faster project completion Protection of brand Lower travel costs
A lot of other Execs are leveraging the concept of video blogs. One executive leverage his iphone to produce his thoughts and feelings
FACTS Electrolux Intranet E-gate Front end EpiServer .Net IBM C runs social part IBM C partly integrated when launched Nov 2010 IBM C fully integrated in re-launch Feb 2012 And to tell you all about how Electrolux has motivated their employees with a social communication strategy for engagement and competitiveness⌠Ralf Larsson, Ralf will present âŚ.
Blue Cross Blue Shield of Florida is an independent licensee of the Blue Cross and Blue Shield Association that governs the business practices of approximately 42 independent plans located nationwide and in Puerto Rico. BCBSF wanted to help Floridians understand their health benefits and options. BCBSF implemented IBM Customer Experience Suite to provide a multi-channel guided selling process that drives consumer awareness, enables investigation, and offers self-service support through the buying cycleâacross devices and different customer segments. The results were 62% didnât need to call â reducing call-center costs, 53% conversion rate on sales when a consumer starts the apply process, 85% conversion rate when consumer used the web tools â producing more revenue and increasing memberships.
Improve social outreach effectiveness by establishing social eminence of IBM SMEs and IBM Champions in targeted online communities and by aligning social interactions informed by social insights and go-to-market priorities Outcomes: Increased awareness and mindshare around topics aligned to IBM growth plays and software capabilities Increased visibility and business impact of IBM SMEs and IBM Champions A strong network of influential advocates for IBM Software