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How can social technologies be used to drive processes and innovation?
The document discusses how social business fosters innovation through the integration of social media and mobile technologies into various business processes, emphasizing the importance of effective information management and collaboration. It highlights statistics on social media usage and mobile device proliferation, noting that only a small percentage of organizations have an enterprise social strategy. Furthermore, it outlines the benefits of a networked enterprise and suggests practical strategies for information professionals to optimize engagement and drive business value.
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Similar to How can social technologies be used to drive processes and innovation?
How can social technologies be used to drive processes and innovation?
- 1. How Social Business is Driving Innova4on John Mancini, President, AIIM Blog = Digital Landfill Twi<er, LinkedIn & Facebook = @jmancini77 Email = [email protected]
- 2. A technology ImplicaJons How do I use inflecJon social point business to drive innovaJon?
- 3. Core Beliefs 1. EffecJve informaJon management ma<ers. 2. InformaJon professionals ma<er. 3. CollecJve experience ma<ers. 4. BOTH users and suppliers ma<er. If you are an informaJon professional, AIIM is your place!
- 4. A technology inflecJon point
- 5.
- 6. Era Mainframe Mini PC Internet ??? Systems of Record Years 1960-‐1975 1975-‐1992 1992-‐2001 2001-‐2009 2010-‐2015 Typical A batch A dept A A web thing ??? trans process document page managed Best Digital known IBM Microsob Google ??? Equipment company Content Image Document Content mgmt Microfilm ??? Mgmt Mgmt Mgmt focus
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- 8. Social everywhere. • Outside the firewall… – 1,330 years worth of Jme spent every day on Facebook. – 800M Facebook users. – 50% log in on any day. – 250M photos uploaded per day. – Inside the firewall (per AIIM Industry Watch)… – Only 38% have an enterprise social strategy. – But 27% now view social as infrastructure.
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- 10. Mobile everywhere. • Mobile subscribers have grown from 719M in 2000 (60% in developed world) to 5.6M today (70% in the developing world). • Only 835M out of 5.6M devices are smartphones. • q4:10 -‐ smartphones + tablets > notebooks + desktops. • q2:10 -‐ Windows operaJng systems < 50% of Internet enabled devices. • Mobile is the only access point for 1/3 of Internet users.
- 11. Systems of Engagement Social and Era Mainframe Mini PC Internet Cloud Systems of Record Years 1960-‐1975 1975-‐1992 1992-‐2001 2001-‐2009 2010-‐2015 Typical A batch A dept A A web An thing trans process document page interacJon managed Best Digital known IBM Microsob Google Facebook Equipment company Content Social Image Document Content mgmt Microfilm Business Mgmt Mgmt Mgmt focus Systems
- 12. Considera4on Systems of Record Systems of Engagement Focus TransacJons InteracJons Governance Command & Control CollaboraJon Core Elements Facts & Commitments Ideas & Nuances Value Single Source of Truth Discovery & Dialog Standard Accurate & Complete Immediate & Accessible Content Authored Communal Primary Record Type Documents ConversaJons Searchability Easy Hard Usability User is trained User “knows” Accessibility Regulated & Contained Ad Hoc & Open RetenJon Permanent Transient Policy Focus Security (Protect Assets) Privacy (Protect Users)
- 13. A technology ImplicaJons inflecJon point
- 14. A new CIO Mandate From risk/cost to value/engage
- 15. Marchand’s Strategic Add value Informa4on customers and Alignment markets Framework Minimise Risks Reduce Costs market, financial, transacJon and legal, processes operaJonal risks Create New Reality Intelligence (social, poliJcal, technological, etc)
- 16. Rising expectaJons For end users and the business
- 17. 18-‐30 “I expect to use the same type of 47% networking tools with my 31-‐45 business colleagues as I 37% do with my friends and >45 family.” 31% Source: AIIM
- 18. “I believe that 18-‐30 the ‘wisdom of 57% the crowds’ improves 31-‐45 informa4on quality ” 49% >45 33% Source: AIIM
- 19. Photo source = h<p://www.flickr.com/photos/noJonscapital/5225049493/
- 20. The challenge of compounding Reten8on vs. disposi8on
- 21. 17% Amount of IT budget spent on storage 30% Annual change in Storage costs 59.8 cents per gigabyte (Dec 2005) 8.2 cents per gigabyte (August 2010) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Informa4on growth per IDC
- 22. A new risk/reward balancing act The pendulum swings
- 23. “…fully networked enterprises are not only more likely to be market leaders or to be gaining market share but also use management pracJces that lead to margins higher than those of companies using the Web in more limited ways…”
- 25. Stuck in the Paper Paradigm Knot
- 26. “Linked informaJon such as pictures and websites is not part of the archive, and the Library has no plans to collect the linked sites.”
- 27. When is “social” a Federal “record?” • Is the informaJon unique and not available anywhere else? Is it a record? • Does it contain evidence of an agency’s policies, business, mission, etc.? • Is the tool being used in relaJon to an agency’s work? • Is there a business need for the informaJon? • Does it document a transacJon or decision? Source = h<p://www.archives.gov/records-‐mgmt/bulleJns/2011/2011-‐02.html
- 28. If the answers to ANY of the above quesJons are yes, then the content is likely to be a Federal record. Source = h<p://www.archives.gov/records-‐mgmt/bulleJns/2011/2011-‐02.html
- 29. When the heck is social content NOT a Federal Record under this definiJon? Source = h<p://www.archives.gov/records-‐mgmt/bulleJns/2011/2011-‐02.html
- 30. Considered remedies: • 87% Social Media Policy • 86% Employ training • 85% Capturing confidenJal data • 85% Data loss prevenJon • 84% Data management technology • 82% Archive sensiJve info Source: Symantec h<p://bit.ly/niAPxy
- 31. A technology ImplicaJons How do I use inflecJon social point business to drive innovaJon?
- 32. IntegraJon of social into business processes Role Before the empowered era New opportuni4es CEO OpJmize customer sales and Encourage direct engagement expenses; manage top-‐down with customers; promote cross-‐ organizaJonal structures organizaJonal collaboraJon CommunicaJons Use email, Web, print and Use video and social channels to social channels for outbound promote interacJve communicaJon communicaJons Customer service Serve customers at the lowest Engage customer directly using possible cost social and mobile technologies HR Use teacher-‐based classroom Harness video and social or online training technology for peer-‐led learning and development MarkeJng Treat customers as a target Harness empowered customers populaJon to be reached and as a markeJng channel that influenced influences others Sales Use tradiJonal channels to Use mobile and social speak directly with customers technologies to speak directly Source: Forrester with customers
- 33. The benefits of the networked enterprise % repor4ng median Employee benefits this improve Inc speed of knowledge access 77% 30% Reducing communicaJons costs 60% 10% Inc speed of access to internal experts 52% 30% Decreasing travel costs 44% 20% Inc employee saJsfacJon 41% 20% Reduce operaJonal costs 40% 20% Reduce Jme to market 29% 20% Inc # of successful innovaJons 28% 20% Inc revenues 18% 15% Source = McKinsey Quarterly, The rise of the networked enterprise
- 34. More than 35% of P&G’s new products come from customer and partner networks Source: Former CEO A.G Lafley, HBS
- 35. Use Case: Sales and MarkeJng Co-‐operaJon • Between 2.5x and 3x improvement in Sales and MarkeJng co-‐operaJon Photo: h<p://www.flickr.com/photos/steve-‐brandon/382505744/sizes/l/in/photostream/
- 36. Use Case: Enterprise Q&A • 38% of organizaJons get half or more of answers from unexpected sources. Photo: h<p://www.flickr.com/photos/gamingunion/5842848685/sizes/l/in/photostream/
- 37. Use Case: Open InnovaJon • 48% have surfaced major changes to internal processes • 34% have come up with major changes to external offerings Photo: h<p://www.flickr.com/photos/rlukebryant/2061264570/
- 38.
- 40. How to get started? www.aiim.org/roadmap
- 41. Rise of the “Professional roles focused on informa8on management will InformaJon be different to that of Professional established IT roles. An informa8on professional will not be one type of role or skill set, but will in fact have a number of specializaJons.” Deb Logan and Regina Casonata, Gartner
- 42. PROFESSIONAL CERTIFICATION covering the broad based body of knowledge that every informaJon professional needs to understand. DOMAINS FOCUS AREAS Enterprise search, Business intelligence, Master Access/ Use data management, Text analyJcs InformaJon capture, BPM, KM, Email Capture/Manage management, Content management CollaboraJon, Social media, Info workplace, IM, Collaborate/Deliver TelecommuJng support, Web conferencing Security, RM, Data privacy, DRM, Archiving, Secure/Preserve eDiscovery Info architecture, Technical architecture, Cloud Architecture/Systems compuJng, Mobile apps, Websites and portals Strategic planning, Building business case, Impl Plan/Implement planning, Req def, SoluJon design, Change mgmt
- 43. How Social Business is Driving Innova4on John Mancini, President, AIIM Blog = Digital Landfill Twi<er, LinkedIn & Facebook = @jmancini77 Email = [email protected]