2011 london sbs | stuart mcrae, jam to action
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© 2011 IBM Corporation
From Jam to ActionEnabling Organisational Transformation with Social Business
Stuart J. McRaeExecutive Collaboration EvangelistIBM Collaboration Solutions
[email protected]/smcrae
www.linkedin.com/in/stuartmcrae www.facebook.com/sjmcrae
www.smcrae.com
Jam
Action
With thanks to Rawn Shah, Louis Richardson, Luis Suarez, Evan Grant, Richard Mound,Marion Kindermann and my social network in IBM for their ideas and sharing their content.
© 2011 IBM Corporation
UKI Transformation Jam
© 2011 IBM Corporation
A Web 2.0 Approach to Enterprise Transformation
© 2011 IBM Corporation
“Jams have helped change our culture and the fundamental way we collaborate across our business.”
Sam Palmisano, Chairman & CEO, IBM
WorldJam2001 ValuesJam2003 WorldJam2004a new collaborative medium to capture best practices on
10 urgent IBM issues.
an in-depth exploration of IBM’s values and beliefs by employees
focused on pragmatic solutions around growth, innovation and
bringing the company’s values to life
InnovationJamTM 2006 InnovationJamTM 2008
Reestablished the core of IBM’s culture and brand
Top 35 ideas lead to over $500M in operational savings; over $80B in sales supported; and IBM-wide restructuring
client’s, business partners & family members explored emerging technology
for benefit of business and society
10 new businesses established within IBM - over half represent IBM’s Smarter
Planet initiative launched in 2008
Industry roadmaps for use by all on “how” to best move forward to reflect an Enterprise of
the Future
leading thinkers from thousands of companies helped advance the vision of IBM's recently released CEO
Study, "The Enterprise of the Future"
Experiment with power of the Intranet to harness the collective
smarts of the company
Social Business Jam 2011 Simplify IBM Jam 2011 share ideas & experiences inside & outside IBM to explore the value of
social technology in business, how to mitigate risks, and drive organizational
transformation
share ideas to transform IBM into a company that's easier to do business with, and a place where it's easier to do your best, most innovative work
UKI Transformation Jam 2010engage employees with executives to discuss making IBM the pre-eminent
company in the UK & Ireland market, for the communities we serve and the people we
employ
© 2011 IBM Corporation
© 2011 IBM Corporation
Social Networking...… drives participation… identifies champions
Collective Wisdom...… guided by facilitators
… helped by real time analytics
Data Visualisation...… monitor participation… post event analysis
Successful Jamming...
© 2011 IBM Corporation
The Jam is over. What's next?
Sometimes, it's easy...
Sometimes, it's more complex ...
© 2011 IBM Corporation
Vision, Strategy, Purpose
Jam!
Analysis
Work Streams to turn ideas into action
Champions & Leaders Workshop
© 2011 IBM Corporation
The Most Important Thing is always
Continuing the Conversation
© 2011 IBM Corporation
Many Open, Transparent Conversations
© 2011 IBM Corporation
One major need was identified … more productivity … through better collaboration tools
© 2011 IBM Corporation
How to Reduce Information Overload? … smarter collaboration
smcrae.com
© 2011 IBM Corporation
One Man's Battle against Email Overload
© 2011 IBM Corporation
It's About Changing the Paradigm...
… the only real way to solve email overload ... is to stop sending them!
“You will need to know this sometime,
so I will send it to you now”
“I know I can discover what I need,
when I need it”
“We share what we know”
“We share what we know”
“We share what we know”
“We share what we know!”
Email Model Social Media Model
© 2011 IBM Corporation
Organisational Silos … inhibit knowledge sharing
© 2011 IBM Corporation
Social Software … makes silos permeable
© 2011 IBM Corporation
The Ultimate Silo … is your firewall
How can we have a conversation
with a wall?
© 2011 IBM Corporation
Social Businesses Engage their Customers in a conversation with their employees
© 2011 IBM Corporation
Becoming a Social Business… do you need Aspirins or Vitamins?
What businessproblem are youtrying to solve?
© 2011 IBM Corporation
Your employeesare your differentiator
Social Businesses use them better
By being Transparent ...ensuring employees are Engaged ...
and thus becoming Nimble
© 2011 IBM Corporation
Social Businesses use them better
By being Transparent ...ensuring employees are Engaged ...
and thus becoming Nimble
Enhance employee / leader interactions
Improve effectiveness of sales channels
Enable employees to represent the company
Improve customer service
Leverage loyalist customers
Engage in the community
Develop new businesses
Improve brand awareness
Capitalize on innovative approaches
Put them to work
© 2011 IBM Corporation
Social Businesses use them better
By being Transparent ...ensuring employees are Engaged ...
and thus becoming Nimble
Increase return on company assets
Enhance employee / leader interactions
Improve effectiveness of sales channels
Enable employees to represent the company
Improve product differentiation
Capitalize on innovative approaches
Improve customer service
Find unmet customer needs
Shorten time to market
Retain best customers
Improve sales effectiveness
Leverage loyalist customers
Deal better with blows to reputation
Develop employee competencies
Engage in the community
Strengthen culture
Deal with reputational risks
Improve company processes
Improve company processes
Improve shared services
Develop new businesses
Eliminate waste across the enterprise
Improve brand awareness
Put them to work … together
© 2011 IBM Corporation
Social Businesses use them better
By being Transparent ...ensuring employees are Engaged ...
and thus becoming Nimble
Increase return on company assets
Enhance employee / leader interactions
Acquire new customers
Improve effectiveness of sales channels
Enable employees to represent the company
Improve product differentiation
Provide employees with better information
Capitalize on innovative approaches
Improve employee climate
Improve customer service
Find unmet customer needs
Shorten time to market
Retain best customers
Improve sales effectiveness
Leverage loyalist customers
Get current customers to buy more
Deal better with blows to reputation
Develop employee competencies
Engage in the community
Share best practices
Recruit stellar employees
Strengthen culture
Improve employee performance
Deal with reputational risks
Generate income on intellectual capital
Encourage endorsements of products by loyalists
Reduce labor time on processes
Improve company processes
Improve company processes
Improve shared services
Drive effectiveness of supply chain
Develop new businesses
Eliminate waste across the enterprise
Improve brand awareness
Improve demand generation activities
Put them to work … together… to turn conversations into action
© 2011 IBM Corporation
Acquire new customers
Retain best customers
Leverage loyalist customers
Improve marketing effectiveness
Get current customers to buy more
Deal better with blows to reputation
Improve sales effectiveness
Improve customer service
Find unmet customer needs
Increase return on company assets
Develop new businesses
Improve product differentiation
Generate income on intellectual capital
Eliminate waste across the enterprise
Improve brand awareness
Drive effectiveness of supply chain
Shorten time to market
Improve demand generation activities
Reduce cycle time for product development
Capitalize on innovative approaches
Improve company processes
Provide employees with better information
Encourage endorsements of products by loyalists
Improve shared services
Improve effectiveness of sales channels
Deal with reputational risks
Reduce labor time on processes
Recruit stellar employees
Enable employees to represent the company
Develop employee competencies
Enhance employee / leader interactions
Improve employee performance
Engage in the community
Share best practices
Strengthen culture
Improve employee climate
Harvest their collective talent
© 2011 IBM Corporation
Customer Value
OperatingExcellence
Operating Efficiency
People& Culture
Acquire new customers
Retain best customers
Leverage loyalist customers
Improve marketing effectiveness
Get current customers to buy more
Deal better with blows to reputation
Improve sales effectiveness
Improve customer service
Find unmet customer needs
Increase return on company assets
Develop new businesses
Improve product differentiation
Generate income on intellectual capital
Eliminate waste across the enterprise
Improve brand awareness
Drive effectiveness of supply chain
Shorten time to market
Improve demand generation activities
Reduce cycle time for product development
Capitalize on innovative approaches
Improve company processes
Provide employees with better information
Encourage endorsements of products by loyalists
Improve shared services
Improve effectiveness of sales channels
Deal with reputational risks
Reduce labor time on processes
Recruit stellar employees
Enable employees to represent the company
Develop employee competencies
Enhance employee / leader interactions
Improve employee performance
Engage in the community
Share best practices
Strengthen culture
Improve employee climate
To create Business Value
© 2011 IBM Corporation
Align Organizational Goals & Culture
Gain “Friends” Through Social Trust
Engage Through Experiences
Network Your Business Processes
Design for Reputation & Risk Management
Analyze Your Data
Becoming a Social Business … IBM's Social Business Agenda approach
© 2011 IBM Corporation
Social Business
On a smarter planet, people are transforming the way they interact... and this transformation is impacting the way business is being done
ftp://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf