Transcript PowerPoint-presentatie

Everything you need to know when
starting with social business
(Every)change needs a start
Hornbach commercial 2011 (NL)
Agenda
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Who am I?
The Salvation Army
IBM (notes) and the Salvation Army
What’s social?
The four D’s
Things you need to know (do or don’t)
Use social business best practices
Business plan
Case TSA UKI
Books
Questions
Who am I?
• Friso E.C.
van den Berg
• Head of IT, The Salvation Army,
The Netherlands and Czech
Republic
http://www.facebook.com/frisovandenberg
@frisovandenberg
http://nl.linkedin.com/in/frisovandenberg
[email protected]
• 41 jaar, married, 5 kids
Question
 Who’s a business partner or IBM
 Who’s a customer?
 Who has already implemented social business
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Which tool: IBM connections
Sharepoint
Yammer
Other
 Who’s looking/searching for social business tools etc?
The Salvation Army Mission
• The Salvation Army is a dynamic organisation.
• Its work incorporates a diverse range of institutions, projects and activities.
• All the work has one thing in common: it is inspired by belief in God.
• We want to offer people what they really need: care, help, support and an
encouraging word.
www.legerdesheils.nl
www.salvationarmy.org
The Salvation Army (NL) in a nutshell
• Church, 4 foundations and a private company (BV)
• 5596 employees, 5713 church members, 51608 people ask for our help
• Approx. 300 locations in NL. TSA in 126 countries
• 25,5 miljoen kilo clothing collected
• Budget approx. € 288 million
• Approx. 2700 automated workplaces/workstations
Source: Jaarverslag Leger des Heils 2011
http://www.legerdesheils.nl/sites/default/files/LdH_Jvs2011.pdf
IBM Notes and the Salvation Army
What’s social?
 The term social refers to a characteristic of living organisms as applied to
populations of humans and other animals. It always refers to the interaction of
organisms with other organisms and to their collective co-existence, irrespective
of whether they are aware of it or not, and irrespective of whether the interaction
is voluntary or involuntary.
 Source: http://en.wikipedia.org/wiki/Social
 A lot of definitions about what social business is
– Business with a social objective
– No financial
– etc
Social business according to IBM
The Four D’s
• Do
• What to do before you start
• Dont
• What not to do
• Dare
• No matter what, dare to go for it
• Dive
• Take a deep dive and enjoy social business/collaboration
Imagine
• You (or your company/organisation) want to start with social business
• You’re going to do some research to learn about social business
• And you’re about to start…….
• But there’s something you have to do, but what?
Once upon a time
• There was a really enthousiastic guy
• Me
Photo: jan jong fotografie beeldproductie
• There was a contest
• IBM Company Challenge
• We won!!!!!!
• € 30000,• But……… What did I forgot and more….
Arrange executive support
• It helps to accept social business in your organisation
• Internal politics
• Financial (!)
• Ambassador
• Key player (culture)
Identify the needs of the customer (1)
• Ask key persons what they really need
(not tech but functional)
• Understand their processes, work
environment and specific needs
• What’s in it for me (them)
• Choose the right channel
• Curiosity, Interaction, Experiences,
Identity, Information, Rewards
Identify the needs of the customer (2)
• Show them!
• Show and Tell  more understanding  Learning by doing
• Own experience
• Write it all down
• MoSCoW
• Must, Should, Could, Would
• Answer the why?
• Take your time don’t hurry (start small)
Look for ambassadors
• Look for the early adaptors
• Social media like Twitter, Facebook etc.
• Probably the same people you asked about their needs
• Look for people in different departments and different nature
• Don’t look for a clone of yourself
Don’t let the IT guy take forefront
• It’s not about tech it’s about people!
• Ah the IT guy with his gadgets (!)
• Collaboration is the key
• Work together with
• HRM & Communication dept.
Culture
• Give a lot of attention to the culture of your organisation
• Culture eats strategy for lunch (Sandy Carter, IBM, 2012)
• Define separate programs
• 80/20 rule
• 80% Culture
• 20% Tech
• Difference between winning or losing the game
• Don’t underestimate this!!!
Expect the unexpected
• You can’t think of everything
• Accept and be alert of all kinds of signals
Forget dominant thinking
• Every organisation is captured in dominant thinking
• Out of the box thinking
• Try to forget dominant thinking en think about how things can be different
• Itunes changed the complete music industry
Careful with predictions
• Predictions are only true when nothing changes
• And our evironment changes a lot
Think exponentially
• ICT is non-linear: computing capacity doubles every two years
Dare and Dive
• Take a deep dive and have fun!!!!!!!
• Step by step
• Patience
Use social business best practices (1)
Establish Business Strategy
Accelerate Business Adoption
Use social business best practices (2)
Business plan (example)
 On one piece of paper (A4)
 OGSM  from vision to action
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Objective
Goals
Strategies
Measures
Title
Goals
Qualitative objective
Goals
Strategies
Quantitative translation of
elements from the target
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Dashboard
Action plan (who and when)
Choices about how to deploy
recources to the target.
Instrument with regard to strategy.
Elaborated action / steps.
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Case TSA UKI: Making physical connections virtual
Private social network for cliënts TSA
•Private social network for cliënts of
the Salvation Army
• Participate or exclusion
“I would be dead without the internet,” a young man in Leeds told me on a rainy
afternoon last October. He had rebuilt his life from a drug addiction by visiting a
centre where he learnt how to use a computer and how to make and sell music
online. He is one of thousands of people across the UK who have found the
internet an invaluable tool in helping manage extremely difficult personal
circumstances
Martha Lane-Fox, Race Online 2012
Why a private social network?
 Privacy
 Security
 Built for purpose
 Safe content
 Defined community
Fellowship for life (www.fellowship4life.org.uk)
Books about user adoption
Go and do something!
Special thanks to Martyn Croft , CIO, TSA UK