Eyes wide open, the two IBM gentlemen look at me. They sit up right. Professional. Spot On. You can feel their enthusiasm, their expectations are high. Both are social collaboration leaders at IBM, evangelizing on the #newwaytowork. That’s how the software technology company hashtags their latest journey to the revolution of the email as they call the launch of their new inbox communication software „IBM Verse“. You can tell how excited the two managers in front of me are to talk about the IBM success story. The launch seemed to have gone well so far.
On my opening question both face each other, not sure who shall answer. They are professionals in communication, they are prepared. „The term Verse is historic for communication and conversation“, replies Dr. Peter Schuett, Leader Social Business Strategy at IBM. „In times of Goethe, when carriers brought people hand-written letters, all the communication that went to and fro was written in verse.“ The answer surprised me as IBM’s development sounds like a trip in the past.
It is not. For the first time, IBM has taken a new development approach. They made their customers think about the new software solution by inviting customer to their labs, by rethinking email, and by thinking design and customer experience first, based on real customer feedback, input and inspiration. Not the cheapest way to innovate. The product development cost 100 Mio. US Dollars according to them. It has got to be effective from a customer perspective.
For a long time, IBM has been a forerunner in terms of modern workplace technology. Their „Outside the Inbox“ evangelist Luis Suarez has already been preaching for a business world with less emails. We all know the reasons why he was addressing this. People get approximately 127 emails a day. This means emails kills 28% of our daily work-time, and thus of our daily productivity.
With IBM Verse the software technology company wants to shift productivity. Creating a more effective business culture is the aim. From Ed Brill’s perspective, he is IBM’s social business transformation specialist, email should function as a transmitter. Email today should be serving notes like a private letter what Goethe used to do in hand-written form: delivering private information.
„Email is the service forever. But it needs to be a personal service.“ Dr. Peter Schuett, IBM.
Focussing on the new software solution, I brought up the question in which way this is a revolution to email communication. Ed Brill emphasizes that IBM did not want to reinvent the email. IBM wished for a better email. However, IBM wanted to create a new intersection of email, calendar, social media and analytics. That’s what they have done with IBM Verse.
When I showed a bit of my disappointment around the new solution’s capabilities in terms of being an aggregation platform for direct messaging and functionality as an inbox management system in general, Ed Brill rearranges my expectations in bringing the metaphor on suits which might all look different in design but are in a sense all alike from the amount of innovation in style and structure. And by the way, the power users of enterprise email are still personal assistants.
True, sometimes people forget where they stand in the evolution of modern communication. With their „People“ and „Analytics“ functionality, the modern way of a more personalized communication approach seems to get in that social direction in the future. At least, when we compare IBM Verse and Facebook from a superficial point of view. With IBM Verse people also move into the centre of the communication universe which is meant to map the efficiency form content to people. IBM Verse „People“ learns to show the users dynamically who is important to their communication, by hour, meeting and topic of conversation. Obviously, users can also change that and arrange it according to their premises. The world of communication gets filtered more and more.
IBM Verse is definitely a big evolution step in email communication. Still, they could have made it a bit more of a revolution in delivering a multi-messaging and communication management platform in my eyes which integrates direct communication via Facebook, Twitter and others.
Brill agrees that when CEOs wanted to spread the word around some company, product or people changes in the company, IBM was about to use email for that communication. Today, via IBM Connections -the internal use of their own company community platform- gets 7 Mio. accesses a month, and the CEO messages will reach (and achieve more feedback) more people via internal social messaging than via email in the past.
Nevertheless, the two gentlemen did not want to commit to a statement whether IBM Verse and IBM Connections might become one platform in the future. But the approach to one collaborative workplace platform, serves the option to have fewer apps in the future. But hey, there is hope: „Rome was not build in one day!“ summarizes Schuett in the quick Snapshot video interview in the end of our interview, and smiles.
The management view of the future workplace is still not yet fully evolved to a real social workplace. The main concerns are still loss in productivity and security concerns which still don’t give employees access to social tools. This is the main findings of a new study commissioned by Microsoft. However, employees (40%) still believe that there isn’t enough collaboration in the workplace.
The question managers asking themselves remains whether social tools help foster better teamwork, or not. And whether here lies the disconnect between employees and the management, and where companies should have a look at when they want to detect the reason why employees brought their own technology and software to the modern workplace. Via social networks and testing them out, employees found tools to share content, communicate across business borders and grow business through networking.
The report with nearly 10,000 respondents in 32 countries states that 34% think their company underestimates the benefits of social technology. The misperception of management versus social tools becomes more obvious when 37% believe they could perform their jobs better if management gave access to the use of social tools.
„Freemium products let employees try new tools in small groups before the IT department even knows about them. Work is becoming more global and less routine. People are more dispersed than ever and there’s a stronger need to stay connected regardless of location. The workplace is changing, and that’s causing tension.“ Microsoft’s Brian Murray, Director Enterprise Strategy, Microsoft.
Although the perception of employees remains positive about the value of social networks, management stays resistent to change their attitude towards social workplace. Probably as they are backed up by Gartner reports concluding that 80% of enterprise social networks won’t deliver real business value. The Strategy Web would argue that most managers have never thought about getting a deeper insight in a social business strategy, hene the social workplace opportunity.
The question is whether it is just easier for managers staying away from a cultural change and all it’s implications like new technology, training and management coaching? But maybe some managers want to answer this question after reading through this infographic…
The value of such a quote is for some managers marginal and for others massive when using it to explain the transformation of the business into a digital community-centric company or brand. Take it for what it is, and for what it’s worth for you, or let’s discuss it.
For this year the quote will be about social business strategy…
Just before you start asking… By „business freestlye“, I address all departments in your company (like marketing, sales, customer service, HR, or other) that are responsible for planning, using, handling, and organizing the business tactics and strategy around the brand, product line or service offering of business relevance.
PS: If you do it right, your workforce will freak out like the guy in this post. Believe me…!
Many people might have heard about the EdgeRank that drives the Facebook algorithm. It is the basis for the relevance of accounts and status updates, and yes obviously the users. However, how does it work is still an unchallenged question…
The aim of the Facebook Edgerank is to detect the updates people are most likely to engage with. One of the reasons why we sometimes don’t see our friends but those who are sharing updates that other people might like a bit more than others.
Some social experts suggest different types of posts that generate most traffic and engagement. Some believe in video, some in photo, and again others think that pure text is driving the algorythm most. Or is it the color that drives the customer? So, what is right? The answer is, only some people inside Facebook probably know that. It appears to be one of the well-protected next „Coca-Cola-like“ secrets…
In the end, the only answer that we see is the quality of posts. They might be short or long, with or without audio-video content, and also might have a picture, or not. Not the type of post makes the difference. It’s the understanding of your audience, and there social media monitoring is the key to all social business strategy as these will lead to your success.
PostRocket just recently published a detailed infographic on the Edgerank topic. It is nicely explaining how this algorithm drives your Facebook marketing.
The results show that 41% of responding business executives believe social networking helps to build and maintain workplace culture. Compared to the just 21% of employees with the same view, these results illustrate a massive perception gap between business leaders and their employees. Furthermore, 45% of business leaders think that Social Media has a positive effect on the workplace culture (vs. 27% of employees) and 38% believe it allows for increased management transparency (vs. 17%).
„Our research suggests executives are possibly using social media as a crutch in building workplace culture and appearing accessible to employees. While business leaders should recognize how people communicate today, particularly Millennials, they must keep in mind the limits of these technologies. The norms for cultivating culture have not changed, and require managers to build trust through face-to-face meetings, live phone calls and personal messages.“ Punit Renjen, Chairman of the Board, Deloitte LLP.
The study also suggests that the majority of the respondents indicate that culture is important to business success. Still, according to the study executives value clearly defined business strategy (76%) higher than defined and communicated core values and beliefs (62%). This is clearly different to the employees view that values them equally (57% and 55%).
There is also a gap between executives and their employees when it comes to elements that define the workplace culture. Executives rank competitive compensation (62%) and financial performance (65%) as the most important factors influencing culture on the workplace. Employees stand against that and see regular and candid communication (50%) and access to management (47% much higher. Compensation (33%) and financial performance (24%) seem to have less value here.
Deloitte’s study makes clear that business leaders might take a look at their organizations from a distance and give core values and beliefs as well as strategy with the same opportunity for long-term sustainability. Obviously, there is a clear correlation between a clearly articulated and lived culture and being „happy at work“ and feel „valued by their company.“ Today, exceptional organization do a better job when communicating with their teams internally and externally. It will speed up their development processes and „serve as the foundation for organizational sustainability and growth“. Somehow it seems that companies let culture have strategy for breakfast in the future.
Would you agree with the findings? Or do you think strategy is still ruling in most companies?
The study concludes that 27% of business executives are on the move to integrate Social Business in 2012. Moreover, another 20% are wishing that the integration of Social Media projects will increase business efficiency. As there are no reliable or established measurement and metrics standards most companies are still waiting to invest big budgets. Still, as competition is high companies start integrating social into their business to be competitive in their market.
The results of the inSites study show that most companies (69%) will invest in Social Media marketing and launch campaigns in 2012 hoping to improve online conversations and their web efforts. For now 64% of businesses have at least one person responsible for Social Media activities and platforms. With a reason: One-third are sure that Social Media is changing their operations.
The challenge for companies will be to set up the right Social Business strategy as it involves the right understanding of community centers as an external strategy issue. And it needs an appropriate internal company culture with social policies, social training and social commitment and the people. Apart from that, 45% of the respondents said that they cannot find the people for their Social Media efforts. The best option is to start investing in the people you have to integrate social in your business. The Community Centric Strategy could be one starting point…
Obviously, the headline question is not easy to answer. Both elements have their impact on business success. At this years IBM JamCamp, we could hear many presentations why „culture eats strategy for breakfast“, and how to turn your business into a social business (i.e. Sandy Carter’s speech) that will drive innovation to new dimensions (and here is some hint how companies might get huge investments for social business realization).
A new study by Strategy& also shows that spending more on R&D won’t drive results. The results from the study illustrate that the most crucial factors are strategic alignment and a culture that supports innovation. The study surveyed almost 600 innovation leaders in companies around the world, large and small, in every major industry sector.
So what makes a truly innovative company? For sure, a focused innovation strategy, a compelling business strategy, deep customer insight, intelligent networking, as well as a splendid set of bright tactics. These are all elements that help giving your company an innovation boost. Still, the study states that corporate culture ties everything together — the organization’s self-sustaining patterns of behaving, feeling, thinking, and believing.
Still, the results of this year’s Global Innovation 1000 study make clear that only about half of all companies say their corporate culture robustly supports their innovation strategy. Moreover, about the same proportion say their innovation strategy is inadequately aligned with their overall corporate strategy. And although entire industries, such as pharmaceuticals, continue to devote relatively large shares of their resources to innovation, the results are much less successful than they and their stakeholders might hope for.
What I like about this study is that it supports my assumptions and thoughts of the Community Centric Strategy model. Across the board respondents identified „superior product performance“ and „superior product quality“ as their top strategic goals. And their two most important cultural attributes were „strong identification with the consumer/customer experience“ and a „passion/pride in products“.
Statements like the following from the study could be taken as a proof for the future development towards a more cultural business attitude that puts the consumer in the middle of your innovation efforts…
„Our goal is to include the voice of the customer at the basic research level and throughout the product development cycle, to enable our technical people to actually see how their technologies work in various market conditions.“ Fred Palensky, Executive Vice President of R&D and CTO, 3M Company
In my presentation at the IBM JamCamp 2011 I made clear that companies and brands need to close the perception gap between consumer’s demand and company goals. If companies don’t respect the 5 C engines of the Community Centric Strategy these two expectations cannot be aligned. We will continue to talk of target-groups instead of consumers that are grouping together in „community centers“. This is more of a cultural development companies need to go through than definable strategic capabillities by companies to drive innovations. By closing both the strategic alignment and culture gaps, companies and brands will better realize their goals and attributes.
The study results show that companies and brands should rethink the way they drive their innovation strategy. It suggests that the ways R&D managers and corporate decision makers think about their new products and services are critical for success. This includes all aspects how they feel about intangibles such as risk, creativity, openness, and collaboration. When nearly 20% of companies said they didn’t have a well-defined innovation strategy at all, it offers the chance to start anew and with the right approach. The Community Centric Strategy might be one solution for companies to evaluate culture as one of the main drivers to achieve your strategic goals in a modern way of doing business.
It seems to be a love and hate relationship: Executives and Social Media. On the one hand, companies see how critical a social business strategy is for their business. On the other, they still don’t know how to harness the value of the new modern media landscape and the feedback channel online world. This is the insight we get from a survey of C-level executives conducted by Harris Interactive for Capgemini.
The findings, which are part of Capgemini’s Executive Outsourcing Survey, were published with their launch of the social media management service. The survey asked 302 senior executives at Fortune 1000 companies.
The question where to position Social Media inside the company seems to be omnipresent: Marketing? Customer Service? Corporate Communications? Or really change the company to become a social business operation? Does someone have a crystal ball? More than half say that Social Media is a part of their company’s customer care operations. However, 64% of those responded that it is a pure responsibility of their social media marketing department.
Surprisingly enough, 74% executives stated in the study they were not even sure how many employees are dedicated to customer care via the Social Web activities of the company. The value of Social Media can be seen by 57% of responding executives who think that it is „inviting customer input on product and services, lead generation, responding to complaints, internal reporting, and measuring customer satisfaction.“
And it is best to forget the 13% who still believe that Social Media is not important for future success of the company.
The attitude from executives towards Social Media also describes the fact that less than half of executives (41%) are monitoring online conversations about their brand, product and/or services. They only respond to an online conversation when a customer poses a direct question, representing a significant missed opportunity for companies to proactively solicit feedback and enhance the customer experience. The ooportunity to engage with the customer is there but executives (and probably their management teams) need to embrace the opportunity and change their business into a social business strategy and align it with their web strategy team.
Jive Software recently published a study that unveils how social software is increasingly perceived as a strategic executive imperative in the enterprise. Surprise? No. Jive is a provider of social business technology and commissioned the study, which was conducted by Penn Schoen Berland and asked 902 U.S.-based knowledge workers.
The three key finding can be summarized as…
– Social strategy will be critical to the future success of businesses.
– App Stores are gaining traction in the enterprise
– Email usage is growing but is not solving communication challenges in the enterprise
So, what are essential facts from the study…?
Enthusiasm for social software in enterprise is high according to the study. 96% stated that social software adds value to at least one key performance indicator with 67% claiming it would improve customer engagement. 57% even believing it would increase sales or revenue. Two-thirds (66%) of executives responded social software represents a fundamental shift in how companies work and engage with customers.
However, only 17% of the same executives reported being ahead of the curve in this area. So, obviously web business strategy is not where executives think corporate culture should be. And that is although 83% of executives leverage at least one social network for work use.
Reference marketing is becoming essential and social software will play a big role in the future of purchase decisions. 54% of millennials said that they are more likely to rely on and make purchase decisions from information shared via personal contacts in online communities versus 33% more likely to use information from „official“ company sources.
Obviously the study also finds that mobile is growing. App stores are gaining tracion in the enterprise and 74% of executives are indicating interest. The reason i salso mentioned in the study. 92% of executives and 82% of millennials believe that work-related web-based apps greatly or somewhat increased their productivity.
As a final finding, the study states the growing use of email which the bloggosphere is evaluating as a weak collaboration tool for a while. The study agrees here. 89% of executives, 88% of millennials and 76% of general knowledge workers believe that they and their teams would be more productive if they could dramatically reduce the time spent writing and reading emails. Seventy-three percent of executives, 73 percent of millennials and 64% of general knowledge workers agree that social platforms will fundamentally change the way people share, connect and learn at work and with companies.
The study obviously favors the benefits of social software (it is a Jive USP). Some weeks ago, an IBM study took a step ahead and looked at the way executives have to challenge SocialCRM in the future and what their main fields of activity are at the moment.
So, if knowledge management in companies via social software is seen to have client engagement potential to improve business objectives, executives should have a close look at the following numbers and think about how (and how long to wait) to implement social software in their business processes: 73% of execs and millennials and 64% of general knowledge workers agree that social platforms will fundamentally change the way people share, connect and learn at work and with companies.
According to a study released by the BtoB Magazine, 93% of all B2B marketers use social media marketing for their day-to-day activities. For most marketers the most popular channels are LinkedIn (72%), Facebook (71%), Twitter (67%), followed by YouTube (48%), blogging (44%) and online communities (22%).
The main challenge for B2B marketers is a lack of resources (70%) and defining valid success metrics and key performance indicators (57%). Surprisingly enough, the lack of knowledge about social media (44%) is still a big topic… and management resistance (22%).
Statistics are the best argumentation against management resistance, and to get management behind the changing world of your web-strategic efforts. Hubspot’s author Marta Kagan put together 12 mind-blowing arguments that will empower the change your modern web-strategy is heading for.
In order to get your future web-strategy right, companies need to proof their areas of best practice and knowledge. Jacob Morgan published on his blog their companies Adaptive Social Business Strategy (or framework) which in my eyes is an interesting check-list for businesses on their strength and weaknesses from a web-strategy perspective.