1. CEMEX implemented an internal social network called Shift to encourage collaboration among employees and business units. 2. Shift has grown to over 44,000 members worldwide and over 2,000 communities have formed organically. 3. CEMEX is working to increase the value of Shift by linking it to core business processes, making it more accessible on mobile devices, and developing tools to identify experts and measure community impact.

1. Changing the way
people find experts
at CEMEX
Social Connections V
CEMEX Case Study
Zurich, Switzerland – June 28th, 2013
Luis Garza
Innovation Technology
CEMEX Research Group
luiscarlos.garza@cemex.com

2. 2Copyright © 2013 CEMEX Research Group,AG
Innovation at CEMEX

3. 3Copyright © 2013 CEMEX Research Group,AG
About Us
CEMEX is a global building
materials company that provides
high quality products and reliable
service to customers and
communities around the world.
We produce, distribute, and sell cement, ready-mix concrete, aggregates,
and related building materials in more than 50 countries, and we
maintain trade relationships in close to 100 nations.
Source: CEMEX Annual Report 2012

4. 4Copyright © 2013 CEMEX Research Group,AG
Opportunities
expressed by our CEO
Build on the knowledge and
experience of our people
Encourage collaboration among all
CEMEX business units and
functions
Mobilize initiatives to better serve
customers, improve productivity
and be better prepared for future
challenges

5. 5Copyright © 2013 CEMEX Research Group,AG
Introducing Shift
Blogs
Profiles
Wikis
Communities
Mobile
Media
Ideas Jam
Webcasts
• CEMEX internal social network
• 44,000 memberships worldwide
• Started with 5 global communities
appointed by CEO around strategic
topics
• Open for everyone: more than 2,000
communities grew organically

6. 6Copyright © 2013 CEMEX Research Group,AG
Innovation Initiatives
• Global communities around
strategic topics
• Appointed Executive and
Operative leaders
• 400-800 members worldwide, all
regions represented
• Some private, others open,
membership by request
• Quarterly results presented to
Executive Committee
• Different mechanisms and dynamics
to promote adoption and
contribution

7. 7Copyright © 2013 CEMEX Research Group,AG
Business Networks
enabled by Shift
May, 2013
Organic Communities
Aggregates
Alternative Fuels
Commercial Development
Grow the Pie
Public Affairs (later merged)
Ready Mix Products

8. 8Copyright © 2013 CEMEX Research Group,AG
Business networks
enabled by Shift
December, 2012
ate contents and interact through the components that the
platform offeres. By interacting, users create connections
between them, this connections can be just by sharing a file,
being in a community, or discuss a topic.
Another main actor of this collaboration network are the com-
munities, spaces where that users create and manage, having
the ability to add members, share information, create discus-
sion, among other specific functions.
CEMEX Actual Network
CEMEX network based its growth in interesting business top-
ics to the company that are called global initiatives. These
global initiatives are represented in the image with the follow-
ing code:
Also, there are functional areas that have created their own
communities, changing the way they work and taking a more
collaborative approach:
CEMEX is fulfilling a goal of making the company more collab-
orative, as the network shows, every day more users are in the
center of this network, think that represent that the users are
more connected between them. But it’s important not to forget
that there are still some areas of opportunity.
Shift as the institutional platform to collaborate between em-
ployees, has begun to increase its value and its global inter-
action.
As all social networks, Shift is embraced by users that cre-
ate contents and interact through the components that the
platform offeres. By interacting, users create connections
between them, this connections can be just by sharing a file,
being in a community, or discuss a topic.
Another main actor of this collaboration network are the com-
munities, spaces where that users create and manage, having
the ability to add members, share information, create discus-
sion, among other specific functions.
CEMEX Actual Network
CEMEX network based its growth in interesting business top-
ics to the company that are called global initiatives. These
global initiatives are represented in the image with the follow-
ing code:
Also, there are functional areas that have created their own
communities, changing the way they work and taking a more
collaborative approach:
CEMEX is fulfilling a goal of making the company more collab-
orative, as the network shows, every day more users are in the
center of this network, think that represent that the users are
more connected between them. But it’s important not to forget
that there are still some areas of opportunity.
ployees, has begun to increase its value and its global inter-
action.
As all social networks, Shift is embraced by users that cre-
ate contents and interact through the components that the
platform offeres. By interacting, users create connections
between them, this connections can be just by sharing a file,
being in a community, or discuss a topic.
Another main actor of this collaboration network are the com-
munities, spaces where that users create and manage, having
the ability to add members, share information, create discus-
sion, among other specific functions.
CEMEX Actual Network
CEMEX network based its growth in interesting business top-
ics to the company that are called global initiatives. These
global initiatives are represented in the image with the follow-
ing code:
Also, there are functional areas that have created their own
communities, changing the way they work and taking a more
collaborative approach:
CEMEX is fulfilling a goal of making the company more collab-
orative, as the network shows, every day more users are in the
center of this network, think that represent that the users are
more connected between them. But it’s important not to forget
that there are still some areas of opportunity.
Global Initiatives
Some Organic Communities

9. 9Copyright © 2013 CEMEX Research Group,AG
A journey towards innovation
First
prototype
Shift was
born
Case to
CEO
First 6
initiatives
Shift to all
CEMEX
Shift and Plaza
merged
Shift 2.0
Shift
Awards
2,000
communities
200
communities
25.09.2009 01.12.2009 30.09.2010
01.10.2013
28.01.201331.10.201117.09.2007 01.10.2009 01.03.2010 01.11.2010

10. 10Copyright © 2013 CEMEX Research Group,AG
Collaboration features tied
to business objectives
Global Innovation
Initiatives reaching
more than 2,000
memberships with
1300 unique users
Global Alternative
Fuels Using Company
of the Year
Aggregates Initiative
Excercise “Ask the Experts”
First global
Ready Mix
brand launched
30.09.2010
30.03.2012
25.01.2012
05.04.2011
04.2012
04.2012
03.2012
Second global
Ready Mix
brand launched
First Concrete
Talk “Cement
Based Screed”
Global Initiatives
Dashboard

11. 11Copyright © 2013 CEMEX Research Group,AG
Alternative Fuels Case
DECREASE OUR DEPENDENCE ON FOSSIL FUELS
AS OUR PRIMARY ENERGY SOURCE
15%
10% 16.4 20.4 25% 27% 35%27%
2008 2009 2010 2011 2012 2015
USE OF ALTERNATIVES AS % OF TOTAL FUEL:
REDUCE CEMEX CO2 FOOTPRINT OTHER BENEFITS
EFFECTIVE SHARING OF INNOVATION, EXPERTISE AND
TECHNOLOGIES WITHIN OUR COMPANY
- Prevent the use of Coal in 2 million tons
- 1.8 million metric tons of CO2
were avoided = over 7 million tons in total
- 250 blog
-818forum
- 229 wikis
- 348 files
- Over 250 million USD in savings
dollars
577 Members
11645 posts
- 577 Best practives for AF consumption
- Industry trends
- Technology Evaluation
- AF sourcing
- Clean development mechanism
- Regulatory framework
- CO2 Reduction Strategy
- Methodologies
*first two years

12. 12Copyright © 2013 CEMEX Research Group,AG
What is next?
Social Business Expertise
This research note is restricted to the personal use of miguelangel.lozano@cemex.com
For more information on how social projects are different, see Social Projects Require Project
Managers to Think Differently.
This research provides a framework that leaders of social initiatives can use to better position
themselves for success. It offers a way to assess where they are today with their programs and
suggests what they need to do to get to the next step. The survey conducted by Insight Consulting
Survey earlier in 2012 found that only 11% of companies using social networks incorporate them
into their overall strategies, which leaves some room for improvement.
1
The Figure 1 shows the five levels of social business program maturity and plots the progression of
program status for each.
Figure 1. Maturity Model for Social Business Programs
Groups form to set
the rules,
coordinate
activities, share
best practices and
respond to issues.
Pioneers dabble to
explore social
media
opportunities, and
sharing findings
and experiences
informally.
Any activity is
uncoordinated and
often underground.
A formalized
approach exists to
organize, integrate
and measure social
business impact.
Social becomes
less of a focused
program and is
subsumed into
mainline business
processes and
programs.
Level 1
Reactive
Level 2
Exploratory
Level 4
Integrated
Level 5
Optimizing
Level 3
Emerging
Source: Gartner (September 2012)
Gartner, Inc. | G00232125 Page 3 of 12
1. How to find experts, their
material and become an
expert, too?
2. How to get more value from
the experts and increase
adoption?
3. How to interact with our
core business processes?
4. How to make it more easily
accessible?

13. 13Copyright © 2013 CEMEX Research Group,AG
Expediting Expertise
• Developed in partnership with
IBM Research
• Attempt to structure all the
information shared in
communities, identify experts
and create a personalized
learning environment
1. Expertise Material

14. 14Copyright © 2013 CEMEX Research Group,AG
Shift Radar
• Widget to have a single
page view of priority
community content
• Flexible to be aligned to
every community
collaboration process
(domains, stages,
maturity)
• Managed by the
community owners,
contributed by the
members, linked to any
Connections content
• Developed with ISW
1. Expertise Material

15. 15Copyright © 2013 CEMEX Research Group,AG
Community Insights
• Software licensed from IBM Research
• Aimed to increase community “health”
and provide paths of action for
community leaders to increase
adoption and business value
2. Increase Value and Adoption

16. 16Copyright © 2013 CEMEX Research Group,AG
SAP Integration
• Proof of concept for SAP universal
worklist notifications on Activity Stream
(eg.Travel expenses and PO approvals)
• Part of strategy for integrating core
business processes and apps into our
social platform
• Developed with ISW and IBM
3. Link to business processes

17. 17Copyright © 2013 CEMEX Research Group,AG
Shift Mobile
• Use of responsive web
design for MyShift portal
• Reuse of mobile views of
IBM Connections
• Custom apps and key
entry-points, all gathered
under the same container
app
• Shift App Store available
• Available for iOS and soon
for Android
4. Easily accessible

18. 18Copyright © 2013 CEMEX Research Group,AG
Next Level of our
Social Business Strategy
Level 3
Most collaboration tools
are accesible
Level 4
Internal and external
collaboration tools linked
to core apps
Level 2
Level 1
TECHNOLOGY
CAPABILITIES
BUSINESS
IMPACT
Social Mail
Sametime
Content Mgmt
Shift Drive
Forms
Shift
External Access
Social Docs
Shift Portal
Upgrade
Dashboard Redesign
Social Projects
Search
URL Shortener
SAP-Shift
Integration
Activity Stream
Third Party Apps
Business Process
Portal Integration

19. 19Copyright © 2013 CEMEX Research Group,AG
QUESTIONS?
THANK YOU
For further reference,
Twitter: @lc_garza
e-mail: luiscarlos.garza@cemex.com
visit: http://shiftevolution.cemex.com