IBMer: ‘Social Selling’ Is a Sales Process in Itself

Posted on April 27, 2012 by Paul

It’s no secret that the factors that motivate salespeople to change the way they work have to be pretty simple: Help them spend more time selling and less time scrounging for information and telling managers what they’re doing.

So when IBM began to introduce the concept of “social selling,” it chose a test base of a few hundred salespeople and their managers to build a set of integrated systems that improved productivity and reduced administrative overhead. In a presentation to the SugarCRM SugarCon conference in San Francisco earlier this week, Gary Burnette, vice president of sales transformation at IBM, told how the implementation team at IBM succeeded in making social selling a coveted goal rather than another set of rules and reports.

“We didn’t think of it as social selling; we thought of it as improving sales productivity,” Burnette said of the pilot. “It was about returning value and time to our sales teams for their time invested.”

Familiarity Breeds Intent

The program began with the assumption that nearly every salesperson was already familiar with the value provided by Facebook and LinkedIn in their personal lives. The tools made it easy to find information and expertise by consulting friends. Those same capabilities could be useful as a formal part of the business process.

Download Gary Burnette’s Social Selling Presentation here

A key goal was to simplify reporting, an already distasteful task that becomes more intrusive as the end of the quarter nears. Management has a constant need for information about the status of different sales opportunities, and as a result “We’ve had sales people called out of client meetings to answer questions from upline sales execs,” Burnette said. Much of this information was locked up in Excel spreadsheets owned by individual reps. The only person who could answer a question was the representative on the account.

IBM built a sales force automation system based on SugarCRM, Websphere and Lotus Connections to enable collaboration and streamline visibility into the sales cycle. Cognos and SPSS analytics were applied to better qualify opportunities and improve forecasting. As a result, salespeople now know more about their prospects and managers have better visibility into progress against goals.

Opportunity reports were replaced with an “activity stream” approach similar to the Facebook timeline that enables salespeople to document the status of each opportunity on an ongoing basis. Management can peek into the status of opportunities at any point in the process and get the latest information. As a result, lag times have been cut from five days to almost nothing and report preparation has been significantly reduced because everyone has access to the same information.

“I don’t think most senior sales executives have any idea how many people are behind the scenes creating reports and forecasts,” Burnette said. “If managers are in collaboration with their teams the information is more accurate and less filtered.”

All members of the team can now apply social tools like tagging and profiling to identify and recommend experts who can help solve customer problems and closed deals. “The management team is helping the seller sell instead of asking why they aren’t selling,” Burnette said.

Critical Success Factors

A project this ambitious can’t succeed without support at three levels: top management, brand managers and the reps on the street. The fact that new IBM CEO Ginni Rometty had endorsed the project before she even became CEO was a godsend, Burnette said. Also critical was involving users in the development of the dashboard. Nearly 800 sales reps gave feedback at every step. Brand leaders helped in strategic direction so that the most important information would be the easiest to find.

Social selling is now being woven into the mainstream of IBM’s business process, but adoption was never a sure thing.

“Becoming a social business is a transformational journey,” Burnette said. “The onus has been on us to translate these systems into something that has clear business value.” As word-of-mouth has grown, the new social selling process has taken on a life of its own. “It started with us deliberately selecting the people to participate, but now it’s ballooned to the point where people are saying, ‘I want to be a part of this.’”

This is one in a series of posts sponsored by IBM Midsize Business that explore people and technologies that enable midsize companies to innovate. In some cases, the topics are requested by IBM; however, the words and opinions are entirely my own.

IBM’s Beck: Social Business is About Enablement, Not Control

Posted on April 24, 2012 by Paul

Social business isn’t about tools and promises. It’s about giving people at every stage in the sales cycle the incentive to adopt tools that make their jobs easier and contribute to customer satisfaction.

Photo via NigelBeck.com

IBM started with that simple premise when it tackled the task of convincing its sales and marketing people to adopt a new way of doing business. Traditional tactics involved too much interruption and intimidation, which ultimately made sales people less successful than they could be, said Nigel Beck, IBM’s VP of Business Development for IBM Collaboration Solutions & Social Business in a speech to the SugarCRM SugarCon conference in San Francisco this morning. The challenge was to make social business a win for the people doing the selling.

IBM has been a leading adopter of social business principles, which Beck defined as “the application of social tools and culture to business processes and outcomes. It’s basically using social stuff to do work stuff,” he said. A key value of social networks to our daily lives is that they make it easier to find people who can help us get answers and save time, so why not apply those same goals to sales?

The social business initiative was organized around three key tasks:

Customer care and insight;
Workforce optimization; and
Product and service innovation.

The first goal was addressed by rethinking the traditional marketing process, which Beck characterized as “pushing messages down customers’ throats and then flogging the salespeople to pursue leads.” This approach leads to an over-emphasis on reporting, which distracts salespeople from understanding their customers so that they can keep higher-ups apprised of how the sales process is proceeding.

In contrast, a social business approach has marketing organizations getting to know customers. “They hang out where customers hang out, build relationships and help them become part of our family,” he said. “The tools help build trusted relationships.”

Sales people are empowered with tools that help them quickly identify resources within the organization that can help customers solve problems. When all those customer touches are documented, “the reports and graphs are generated in the background.” The pitch to salespeople is that they can spend more time making customers successful and less time doing paperwork.

The other part of the equation is supporting customers better. Beck wryly described traditional customer support as “the process of torturing customers to death. They need to find the right department and fill out the correct form and if they fill out the wrong form we delete it.” By stressing the role of sales as problem-solver – and by involving the community of customers in solving each other’s problems – support frustration is reduced.

Beck pointed to examples of customers that are adopting social business tactics in their own markets. Amadori is an Italian food processor specializing in poultry that created a network of micro sites that combine company and public information to answer common questions.

Omron is a global maker of industrial and consumer sensing and control technology whose European operation created a social portal to help people find answers or people who can help them.

From a management perspective, the key to social business change is to reverse the standard mindset, Beck said. “We’re making the transformation from managing the seller to enabling the seller.”

Transforming P&G

Posted on March 9, 2012 by Paul

When Stan Joosten first contacted me about joining Procter & Gamble’s Digital Advisory Board, I initially hesitated. The volunteer position would demand a few days of my time every year just as I was beginning to transition my focus to B2B and away from P&G’s consumer markets. But this was P&G, after all, and Stan, who is Innovation Manager for Holistic Consumer Communications, is a persuasive guy who had already signed up several people I respect. I said what the heck.

It was the best decision I’ve made in the last five years.

This week I sat in an auditorium at P&G headquarters in Cincinnati and heard CEO Bob McDonald talk about the centrality of one-to-one relationships to the company’s future and declare “We want to be the most digitized company in the world.”

Mark Pritchard, who heads global marketing, echoed the one-to-one theme, noting “Digital marketing is past. Brand building in the digital world is the future.” That’s an impressive statement coming from one of the world’s largest TV and print advertisers.

The fact that this week’s event was even going on was notable in itself. Organized in just seven weeks and spearheaded by John Battelle’s Federated Media Group, Signal P&G brought top executives from Google, Facebook, Yahoo, AOL, Microsoft, Coca-Cola and many other digital and consumer brands to talk about the future of marketing. About 300 P&Gers crowded the John G. Smale Tower Auditorium in Cincinnati and another 1,300 watched online. Most people in the room stayed till the very end.

From my conversations with employees and the discussions I overheard in the hallway, I came away convinced that this is a company that is successfully transforming both its culture and its approach to market. When you consider that P&G has nearly 130,000 employees spread across the world and marketing practices that have made it an icon of excellence for a century, that’s no small achievement.

New Measures of Success

P&G has been called the world greatest marketing company. Success can be a curse, though, and the maker of Crest, Tide and about 25 other billion-dollar brands has struggled to wean itself from a traditional focus on coupons and samples in favor of a culture of engagement.

It’s not that P&G doesn’t understand its markets. The company’s almost obsessive approach to research has marketers and engineers routinely visiting customers’ homes to spend hours watch people doing laundry, diapering their babies and brushing their teeth. P&Gers understand that the reason moms buy Tide goes far beyond clean clothes and gets to issues like self-esteem and peer acceptance. Its brand marketers are some of the savviest marketing pros I’ve ever met.

This deep understanding of customers was evident even in the Advisory Board’s earliest meetings with brand managers. What was missing was a sense of how to engage. P&G marketers create brilliant campaigns, but their success milestones have been defined by traditional metrics like impressions, coupons and trials.

Assumptions are breaking down, however, thanks to a willingness to change and the success of campaigns like last year’s Old Spice “The Man Your Man Could Smell Like,” which combined traditional TV advertising with a brilliant series of companion videos on YouTube. This week Federated Media showed off StyleUnited, a new P&G community for “want it all women” that logged one million page views in its first three months and is already driving new sales.

Support From the Top

More important, though, is the support shown by top executives like McDonald and Pritchard. They’re obviously keenly aware of the Innovator’s Dilemma, Clayton Christensen’s theory of how successful businesses destroy themselves by being unable to discard the tactics that made them successful. P&G’s revenues continue to be strong, but its traditional retail channels are under intense pressure, warehouse clubs are squeezing margins and Amazon wants to trump its brands. Consumer packaged goods companies today face the risk of being marginalized as commodities. Digital channels are the lifeline that can establish long-term connections with their customers. It appears to me that the key people at P&G understand that, and once a company of this caliber gets on board, entire industries change.

I’m not sure there’s much I can tell P&G marketers that they don’t already know at this point. While P&G has never paid me a fee, they have enabled me to connect with people I would never otherwise meet and to get the briefest of glances into how a great company stays on top of its game. It is been an amazing experience and I’m grateful to Stan, Tonia Elrod, Daniel Epstein and the others who have permitted me to be a part of it. If I can ever be of service, don’t hesitate to call.

CIO Challenges Educators to Stay Relevant

Posted on March 7, 2012 by Paul

Wichita State University CIO Dr. Ravi Pendse last month issued a provocative challenge to educators to rethink their tools and tactics if they are to remain relevant a decade from now.

Addressing a regional edition of the popular TED conference in Wichita, KS, Dr. Pendse, who is both the CIO of Wichita State University and an award-winning professor, said he chose the term “relevant” deliberately. In his view, educators who continue to rely upon lectures and chalkboards as the tools of their profession are becoming dangerously out of step with the ways in which young people learn. Educators must not only adopt the tools the students use but also adapt their curricula to the topics that interest those students.

“If the goal is to get people excited about history, shouldn’t we study the history of Google?” he asked. “Our young people are looking for complete convergence. If you can’t provide it to them, you have a problem of relevance.”

To illustrate how out-of-step some educational institutions have become with even everyday technology, Dr. Pendse asked audience members to exchange cell phones with each other. He noted the nervous rumbling the exercise created among the crowd. “It’s uncomfortable not to have those devices with you,” he said. “So why do we tell people in the schools to turn them off? We should be using them as educational tools instead.”

Facebook is ubiquitous among college students, but many higher education administrators don’t use any social networks at all. With the social network expected to surpass 1 billion members sometime this summer, “Wouldn’t a class be popular that studied the sociology of Facebook?” he asked.

Dr. Pendse acknowledged that his views aren’t universally shared, but he expressed little sympathy for educators who refuse to change. “I call them CAVE people,” he quipped. “That stands for Colleagues Against Virtually Everything.”

The analogy of the caveman may not be lost on an older generation that is falling further behind. By the age of 21, many young people today have played 10,000 hours of online games, Dr. Pendse noted. Educators may not approve of that fact, but they need to accept it and discover some of the virtues of video games.

For example, “They require creativity. They even have built-in assessment tools; you can’t go to level 15 without completing level 14. And young people are collaborating across the world to figure out how to get to that next level.”

If educators are to get to the next level themselves, they need to put down the chalk and pick up the mouse. “Technology will never replace teachers,”’ he said, “but we can use technology to help a much greater number of students learn from each other.”

You can see Dr. Pendse’s 23-minute presentation below.

ComScore Data Illustrates But Also Obfuscates

Posted on March 1, 2012 by Paul

This graphic, which appeared in The Wall Street Journal on Tuesday, says a whole lot about Facebook’s success and Google+‘s struggles, but it’s an incomplete picture of the true value of social networks. Here are some thoughts on what the numbers indicate and what they hide.

The Journal piece was mainly intended to dramatize how badly Google+ is performing in the market despite Google’s huge search footprint. It does that very well.

“New data from research firm ComScore Inc. shows that Google+ users are signing up—but then not doing much there,” the Journal writes. Yup. That about sums up my experience. I organized some friends into circles, created a couple of pages and then sat there wondering how this was any different than Facebook.

I don’t know how Google can spin these numbers as positive. A spokesman quoted in the story protests that Google+ is simply a social networking layer on top of other services. That’s pretty lame, considering that YouTube has had its own social networking layer for years and that the previous social layer on top of Gmail – Google Buzz – went nowhere. A public flogging in the Journal can be the first step off a cliff for a company or technology struggling to make it, and this is going to hit Google+ pretty hard.

There are a couple of areas in which the ComScore numbers mislead, however. The low numbers for LinkedIn and Twitter look surprising, particularly when compared to Facebook, Pinterest and Tumblr, but keep in mind that Twitter and LinkedIn are professional networks that are optimized for efficiency. Many LinkedIn members choose to receive messages as e-mails and only visit the site when necessary. I personally don’t spend much time on LinkedIn.com, but I get far more business value from it than I do any other social network.

The low number for Twitter is so misleading that it should be asterisked. For one thing, ComScore doesn’t measure mobile traffic, a fact that disproportionately penalizes Twitter. Also, only about 20% of Twitter activity actually occurs on Twitter.com. Most people interact with the service through third-party clients and services that use the Twitter APIs. Twitter doesn’t host any long-form content itself (like Facebook does) or frame others’ content (like LinkedIn) Finally, the whole idea of Twitter is not to have to spend a lot of time with it.

Give credit to Facebook. It has fended off competitors by adopting new features where appropriate without trying to be all things to all people. Google+ introduced circles, so Facebook added lists. It did not, however, try to copy the more expensive concept of Google Hangouts. Better to wait and see on that. The Facebook timeline is an effective counter to Twitter, as is the recently introduced subscribe feature. Facebook Answers rained on Quora‘s parade (remember Quora?). It’ll be interesting to see what Facebook has up its sleeve to counter Pinterest.

Facebook has responded to competitors by co-opting their best features without trying to stamp them – Microsoft-like – into oblivion. It is a gracious competitor in a business not known for much grace. Given a chance to tap dance on Google+’s miserable numbers in this report, a Facebook spokesman declined. That’s classy.

Industrial Age Thinking Thwarts Potential of Internal Social Nets

Posted on February 14, 2012 by Paul

About 15 years ago the CEO of the company where I worked decided that it was important that employees should learn to use the technology they were writing about. He asked my business unit to build a computer lab that employees could use at any time to play and experiment.

A large rectangular block of space was annexed in the middle of the open office and a spacious facility was constructed with spot lighting, tinted picture windows and all the latest PCs and Macs with large color monitors, color printers, a flatbed scanner and Bose speakers. There was even a NeXT machine.

The lab was christened with fanfare and highlighted in the company newsletter. It then sat unused for two years before it was quietly torn down and converted back to practical office space.

Why did the directive from the CEO of the company go unheeded? Because it was neither supported nor enforced by the managers below him. The managers – myself included – were given no incentives to make the CEO’s vision real. None of the executives used the lab themselves. Anyone who did could be observed by the entire office, as if to advertise that they had nothing else to do. The message was clear: Using the lab was equivalent to goofing off. Needless to say, people stayed away.

Unrealized Promise

That story popped into my mind last week as I was participating in a webcast with The Conference Board about internal social networks, their promise and the significant impediments that many organizations face to adopting them.

The social networking metaphor is increasingly expanding into the enterprise as a means to encourage knowledge-sharing among employees. Last month I attended Lotusphere and heard presentations by companies like 3M, Caterpillar, TD Bank North and Cemex about their successes in using Facebook-like technology behind-the-firewall.

Their stories, however, may be the exception. Recent research by InformationWeek found that less than 40% of users of internal social networks rated their usefulness as good or excellent. McKinsey reported last fall that only about half of the companies that met their definition of fully networked enterprises were able to maintain that state over time. “It appears that it is easier to lose the benefits of social technologies than to become a more networked enterprise,” McKinsey wrote.

This is despite the fact that internal social networks offer unprecedented opportunities to unlock the knowledge capital within organizations. For example, a sales rep trying to close a deal with a German company can discover an accounting employee who speaks fluent German and leverage that person’s skill to help get the business. The marketing department can discover the manufacturing employee who has outstanding Web design skills by simply posting an inquiry to the network. When employees can freely share knowledge and needs with each other, knowledge tends to bubble up in unexpected places.

Unfortunately, social networks challenge entrenched political boundaries and threaten the managers whose support is needed to make them work. They’re also incompatible with conventional organizational structures, which actually work against information sharing.

Factory Thought

Most businesses are still built upon management structures that were conceived during the Industrial Revolution to optimize operational efficiency. Job descriptions, reporting structures, departments and business units were all needed to ensure that organizations produced the necessary goods on schedule and that each participant in the process was accountable. These structures have become a burden today as challenges have shifted from process management to knowledge management.

In most companies managers are rewarded based upon the output of their group. Incentives to share resources are few; in fact, such behavior is more likely to be penalized than celebrated. The accounting manager has no reason to share the German-speaking employee with the sales rep because gains nothing from doing so and others in the department have to pick up the slack of the absent employee.

Knowledge sharing initiatives don’t work if the organization doesn’t change. Executive vision must be supported by line managers who have goals and incentives that encourage them to share their treasured resources.

Getting started isn’t that difficult. Spot bonuses, recognition in company awards programs and articles in the company newsletter can highlight desired behaviors at little cost. However, to really optimize knowledge sharing within an organization, executives need to think bigger. They need to institutionalize practices that encourage the smooth flow of information and skills across the workplace. They need to rethink the knee-jerk approach to departmentalizing everything and rewarding line managers solely on the basis of departmental performance. They need to let teams form fluidly without penalizing people who wish to contribute outside the confines of their job description. They need to let people experiment and play without fear of recrimination.

The reward is a smarter business with happier employees who are engaged in work they love. That’s a concept the architects of the Industrial Revolution never even imagined.

Five Facebook Tips for Small Businesses

Posted on January 25, 2012 by Paul

Most small businesses are terrible at marketing in general and online marketing in particular. That’s understandable: The founders are usually more passionate about what they do than about promoting themselves.

But with Facebook becoming the place you just have to be for businesses of all sizes, a little marketing know-how comes in handy. I recently spoke to Mark Schmulen, general manager of social media at the small-business-focused e-mail service provider Constant Contact about how to go beyond the Facebook wall and make the social network a practical and measurable small business marketing platform.

“When we look at what platforms our small business customers are using for social media marketing, 94% of them are on Facebook,” Schmulen said. However, “Most small businesses are doing Facebook without knowing why they’re doing it.”

That’s the herd mentality at work. While it’s pretty easy to create a Facebook page, the task of convincing visitors to create persistent relationships through the “Like” button and to engage in conversation requires different skills. Forrester Research has estimated fewer than 15% of people who click a Like button ever visit the page again. Getting that repeat traffic is the special sauce of Facebook success.

Here are five tips that Schmulen recommends:

Tip #1: Know what your goals are. Sounds simple but it ain’t necessarily so. Depending on the business, goals might range from generating orders to attracting subscribers to building thought leadership. Whatever your goal, you need an offer to match.

Archway Cookies and Fortune Cookies are both focused on trials, the first through coupons and the second via a contest. Vindale Research isn’t in the food business, though; it wants to recruit people who are interested in getting paid to take surveys.

Each company matches its offer to its goal, whether it’s a free trial, information or downloadable assets like ringtones. Offers should always include a clear call to action, and you can use rotating FBML (Facebook Markup Language) pages to test different offers. If you lead with your wall, you’re missing an opportunity.

Tip #2: Make your offer shareable. There’s a Facebook phenomenon called the “power of 130.” The average Facebook member has 130 friends and the fastest way to spread a message is through social sharing. Facebook automatically offers members the opportunity to share a Like, but the real creativity comes when you can convince people to share some kind of unique content or offer you provide.

For example, Intrepid Travel invites visitors to play a trivia game and share results with friends. Players can also sign up to visit the exotic places highlighted in the game. Each answer to the quiz is shareable, as is the final score.

Tip #3: Keep it simple. Intel’s Facebook welcome page features product promotions, a gateway to its international pages, jobs, discounts and even a Twitter feed. Intel can get away with all that because it’s Intel, but for most small businesses, less is more, Schmulen recommends. He favors an approach like that of Fitness magazine, which rewards new fans with “our all-time favorite abs workout!” Fitness has a variety of other offers on its Facebook presence, but it leads with the simplest one.

That doesn’t mean you can’t have multiple offers, but give each one its own page and rotate them through different promotions. It’s easier to test results that way, too.

Tip #4: Promote everywhere. “’Field of Dreams’ was a horrible move for people who are learning about marketing,” Schmulen says. “Just because you build it doesn’t mean people will come. When you create a campaign, share it across all your social networks and e-mails. Use every channel you have.” I couldn’t have said it better.

Tip #5: Measure. Surveys, A/B tests, website analytics and marketing automation are essential tools for professional marketers, but you don’t have to be a statistician to understand whether or not your campaigns are working. Facebook’s built-in analytics give you a pretty good idea of what’s sparking conversation on your page. Take the 10-minute tour and learn what they mean. PageLever is one of the first independent Facebook measurement tools, and I expect there will be more. You can also use free and simple utilities like Bit.ly and Google URL Builder to track the popularity of links you post on Facebook. Most commercial e-mail services also offer pretty good metrics to show which messages are resonating.

Schmulen ticks off some factors to consider: “How many people visit the landing page? How many participate in the offer? How many share the offer? If people visit the page but don’t take the offer, it isn’t compelling enough. If they accept the offer but don’t share it, it isn’t distinctive enough. A great campaign gets people to connect, accept your offer and share it with their friends.”

Getting people to Like you is just the beginning, of course. A really effective Facebook presence is an ongoing conversation with lots of questions, challenges and responses. For inspiration, you could do worse than look at Constant Contact’s Facebook wall, where the company constantly seeks input on everything from new product ideas to the choice of band at a celebration party.

Live Blog: 3M Unites Global Workforce With Technology

Posted on January 17, 2012 by Paul

When it comes to innovation, everyone wants to know what the leaders are doing, and you won’t find many firms with a better innovation track record than Minnesota Mining & Manufacturing (3M). At Lotusphere today, two representatives to 3M outlined some ways the company is using collaboration platforms to improve access to expertise and information across the far-flung company, which has people in more than 60 countries.

3M’s track record of innovation is legendary, but globalization has presented new challenges. “We’re a century-old company founded on the principles of collaboration, but now we’re worldwide, said Jeff Berg (left), IT eBusiness Architecture and Development Manager.

Internet-based tools have been embraced across the company to compensate for the loss of physical proximity. 3M engineers have adopted a microblogging platform called Socialcast behind the firewall to tie together 800 members across 30 channels. The tool is enabling point questions to be answered quickly.

A sampling:

“I need information on 3M Japan products (name withheld) and what are the Eurpean substitutes?”
“Does somebody know whether (unnamed competitor’s product) is approved at (unnamed customer)?”
“Anybody have a good print anchorage test for films or a test apparatus that performs a wiping motion repeatedly?”

These questions were all answered in minutes, said Michael Lynch (right), Manager of IT Advanced Personal & Workgroup Solutions. People have gravitated to Socialcast “because of the speed and light touch.”

Not all problems lend themselves to brief answers, though. 3M has also experimented with more ambitious projects involving live seminars, group brainstorms and even contests.

One division launched a contest seeking 50 unique prototypes that contained 3M technology. The deadline was six weeks. The group held live live webcasts and chats to explain the event and succeeded in getting 45 prototypes from across the U.S. 3M filed seven patents on the work that resulted.

The research & development organization has used IBM Connections to take a long-standing technical conference online. The Virtual Technical Information Exchange (VTIE) renders in cyberspace what used to be done with speeches, posters and conference calls.

Last year the event went virtual with IBM Connections, drawing 10,000 participants from around the world who contributed to 140 presentation threads with nearly 1,000 posts and comments. “This was supposed to be a two-week event when it started last summer,” Lynch said. “It’s still running.” The time-shifted conversation has drawn significantly more participation from overseas employees, he added. Presentations are recorded and posted as audio files, which participants can follow up in forums.

Time to Market

Online collaboration is also being used in non-technical functions. A private community of about 200 consumer-focused field sales reps and service engineers now post monthly blog-like summaries of field activity reports, customer wins and innovative marketing ideas. “Not only does this helps us understand what problems need solving in the field, but it helps the headquarters team feel more connected with customers,” Berg said.

For 3M’s largest customers, account managers can now connect with each other to seek innovative solutions. Berg cited one customer in the hospitality industry that needed a noise-mitigation solution that couldn’t be addressed by 3M’s Thinsulate or Bumpon products. A Connections search found just the thing in a completely unrelated industry.

From the Top

Collaboration tools aren’t just for peer connections. Executive managers recently found them useful when communicating with employees about disruptions that would stem from a major renovation of the company’s Minneapolis headquarters.

“Temperatures in Minneapolis can drop to 20 below in winter, so the need to force people outside during renovations was a concern,” Lynch said. “The decision to use social media to communicate the renovation plans to employees was controversial at first because news has always been top-down.” A wiki devoted to the project proved to be just the ticket, however. “It’s become the most popular internal social site in the company” with 340,000 page views and more than 200 comments, Lynch said. “We’ve been able to listen to discussions, manage objections and actually get great ideas.”

And when it’s 20 below, the creative juices really get flowing.

Live Blog: Day 2 Kickoff Strikes Transformation Theme

Posted on January 17, 2012 by Paul

Day Two of Lotusphere kicked off with a celebration of business transformation enabled by collaboration technology. Representatives from TD Bank Group and the author of a hot new book told stories of businesses that are rethinking the way business is done.

TD has grown to become North America’s sixth largest bank through acquisitions and a focus on listening to customers. A new social media team listens and responds to blogs, Facebook posts and tweets, the process “learning to be a better bank,” said Wendy Arnott (right, @Wendy_Arnott), VP for Social Media and Digital Communications.

The company has also transformed its internal communications using social networking technologies anchored by IBM Connections. Arnott ticked off the three key imperatives as aligning with core values, delivering real value and facing risks head on. To that end, the bank is endeavoring to involve employees in critical decisions.

Acknowledging the technical orientation of the Lotusphere audience, IBM also brought out TD’s CIO, Glenda Crisp (left, @GlendaCrisp) to talk about the importance of the IT-business partnership. Crisp said traditional project management was complemented by a collaboration steering committee that addressed issues like adoption barriers as well as technical problems like SharePoint integration.

The committed deemed it critical to make the shift to a shared platform as transparent as possible Single sign-on simplified access to Connections and Google search appliances were brought in to make enterprise-wide search seamless. Interviews with users also surface the importance of supporting mobile users of the bank’s dominant BlackBerry platform. “We made that a key factor in our selection criteria,” Crisp said.

The result of this active employee involvement was an adoption rate that exceeded expectations by a factor of seven. More than 50,000 users in Canada are up and running, and US deployment is expected to grow from 3,000 to more than 25,000 in less than a month.

Arnott ticked off success criteria:

Get executive leadership sponsorship.
Put a dedicated organization in place to oversee deployment.
Deal with resistance by “getting into weeds with business teams and helping them discover how social will help them address business challenges.”
Get employees involved on a volunteer basis and make sure their ideas count.

IBM next brought out Fast Company editor Bill Taylor (@practicallyrad) to address the need for business transformation. Taylor, whose new book is Practically Radical, asserted that in this age of commoditization, “The only way to stand out from the crowd is to stand for something special. Winning organizations today stand for new ideas,” he said. “The middle of the road has become the road to nowhere.”

Taylor talked about the radical innovation embodied in the Henry Ford Health System in Detroit, which broke the mold when it built a new hospital in West Bloomfield, MI three years ago. Executives at the health care provider realized “they knew everything about surgery and pharmacology, but they knew nothing about what it took to make people feel right.”

Henry Ford Health recruited consultants from the hospitality and restaurant industries and conceived of a 160-acre facility that looks more like a resort (left) than a hospital. They created a file of more than 2,000 original healthy recipes that are in such demand that the hospital now books $1 million annually in catering revenues.

The result is “a business home run because the approach from day one was so unconventional,” Taylor said.

Taylor also sang the praises of USAA, an insurance company that solely serves military customers. The 10-week employee orientation process there is more like a boot camp than a training course, he said. New recruits wear 65-lb. backpacks to simulate the working conditions of a infantry soldier and eat military rations. “They want to immerse their people in are the lives and experiences of their customers, which creates bonds not only with customers but also between employees,” he said.

Bottom line: “As you think about making your business more memorable, also think about how you make it more social.”

Live Blog: How to Make Collaboration Cook

Posted on January 16, 2012 by Paul

When building a collaborative workplace, a “build it and they will come” attitude is a recipe for disappointment. Effective deployment strategies demand a mix of promotion, training and tolerance of the adoption strategies that employees choose.

Speakers at Lotusphere today offered tips on rolling out collaboration platforms to employees who aren’t accustomed to the concept. The start with knowing what you want to accomplish.

At BASF Chemical, a €100 billion European chemical supplier with 109,000 employees, the goals were three fold: Encourage networking, share knowledge and improve collaboration across the far-flung organization, said Dr. CheeChin Liew (right, @twiliew), Enterprise Community Manager. The company already had a mix of stand-alone blogs, forums and wikis that had sprung up to address specific problems, but there was no integration between them. BASF Chemical wanted to see two-thirds of those silos move to a shared service within a year.

Don’t talk platforms to the users, Liew cautioned. Speak in terms that make business sense. Community managers made it a point to emphasize the value of sharing, whether through blogs, forum posts or just bookmarks. “Once people start sharing, they want to go to the next level, like file-sharing or managing a wiki. Once they connect through sharing, others will imitate them,” he said.

BASF Chemical set up webinars, learning events, demonstrations and consulting services to move people onto the new platform at their own pace. Pariticipation should be voluntary and motivated by perception of value, he said. “You want people inviting others to join the community.”

As participation grew, BASF Chemical kept the momentum growing through a demo-oriented road show, presentations by guest speakers and community exchanges. Half-day sessions built in lunch gatherings so that employees would network with each other. Informal networking is important, Liew said, and don’t start the session with lunch. Make it part of the organic learning process.

Best practices are recognized through online nomination and voting in which people recognize the accomplishments of their peers. This crowdsourcing component is an important part of nurturing the image that the network is owned by the employees and not mandate by management, Liew said.

BASF Chemical’s approach hit the mark, with participation growing from 1,000 people in the pilot phase to 28,500 after 18 months. More than one-third of new member signed up because of peer recommendations. Equally important: Most new participants moved over from existing networks, seeking to broaden their range of connections. “They joined the community to move beyond the silos,” he said.

The collaboration network now supports over 2,300 communities, which fall into four basic categories:

Expert and professional communities are created by users to benefit the organization. They cluster around topics of professional expertise.
Personal networks are formed by users for other users and generally relate to non-professional topics.
Initiative and service communities are built by the organization for users and usually concern topics that the company wants to communicate to employees.
Projects and working teams are formed by the organization for the organization and typically have a project management component

Community organizers are allowed to set their own access controls. More than half of the communities restrict membership in some way, about 15% are completely open and 30% are moderated. Don’t set rules about how open a community should be, Liew cautioned. People will choose the path that works for them. Organizations should also be prepared for a certain amount of non-work-related conversation. That’s perfectly all right if it attracts others to come on board.

Finally, it’s important to be sure you have the means to highlight success stories. Liew told of one product manager who spotted a post on the company’s Facebook page that he couldn’t decipher: “Holi hay ghar me mat bhetto.”

Google Translate couldn’t figure it out, so the product manager put the question on the network. Within 13 minutes he learned from another employee that the request was in Hindi and related to colors for a festival in India. The manager uploaded a video of BASF pigments and quickly got 35 likes and four positive comments. It was a small victory, but one that demonstrated the power of community intelligence.

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