We have the general recommendation for GBS to do social business, which is according to 'AGENDA' provided by Sandy Carter. However, how should GBS execute the strategy? The following steps are what GBS need to do
First, engage the mid size companies on a single platform
and understand the needs of the company from various points of view. Four
divisions of GBS.
Second - Identify potential match between the clients by
engaging them on your platform. This provides the visibility to GBS
Third - Analyze the customers on these engagements to drive
products and services by creating partnerships.
Prime example is the manner in which American Express using
Twitter and Foursquare to engage their customers in a meaningful conversation
which involves them to participate by updating their social status which
interlinks their engagement to a tangential benefit from the company.
Similarly if GBS can engage its clients on a common platform
through different social channels, analyzing the content to provide insights to
various stakeholders varying from problems faced by different companies and
solving them through strategic partnerships amongst its clients will allow GBS
to create more business opportunities .
Social business is about organizations becoming more collaborative, communal and fostering of human relationships.Communications is and integral part of this social transformation. Open and fluid communications helps to build the foundation for trust, a shared sense of purpose and a willingness collaborate and build on each other’s ideas.
Social communication via social computing is a key part of social business and must be integrated into the workplace so that individuals and organizations can interact with one another and innovate to grow and become more productive.
We believe that the GBS platform can help businesses communicate with one another.GBS can leverage its size, power and breadth of information to connect the dots through intra and inter- organization communication.
We also believe that external platforms such as Facebook, Twitter, Foursquare and Tumblr can be used to foster communication and solve similar issues. Through the use of hashtags, check-ins, comment forums, and blog posts, businesses can leverage social media to communicate with their target customers, improve their systems and operations and reach their full potential.
According to Frost & Sullivan, there are six major drivers for midmarket business utilizing cloud computing services.
1. Defer/Avoid expansion of the data center facilities
2. strengthen business continuity
3. prepare for disaster recovery
4. Earn a high return on investment
5. Improve security
6. Defer server purchase
From these six drivers, we can see that midmarket companies are more concerning about the amount of capital invested in their infrastructure. Using the cloud computing services reduce their capital expenditure significantly. Therefore, they are more likely to use the cloud computing services provided by reliable firms than large international firms.
Hence, we believe that GBS should focus more on small and medium sized companies.
The right way to do social business can bring more profit
and reduce more cost than companies can expect. The whole process will have
positive influence in the whole business process
1.The most important thing in doing social
business is to have a goal and develop a good atmosphere to build up a social
2.The social business is build up based on
employees. Every employee in the company has his/her own network and if
connected together and develop more branches in the network, the influence will
3.The social business is not only about employee
and clients, it can be utilize in every process. It is can be used to
recruiting employees, to ask and answering questions within the company or
among several business partners and even competitors.
According to social business AGENDA, there are 6 steps for
GBS to improve it social business.
1.set a clear goal, which could be attract more
SMB using social business, and try to develop a culture that every employee is
actively using social media solving problems.
2.Utilized social media tool frequently to
maintain a better relationship with clients for further collaborations
3.Engage the social business in whole process.
This also provide a concept for GBS when develop software for clients.
4.Network the whole process: HR and candidates,
employee and customer, and employee among different business division, which
help customer in one division use the products or services in other divisions
5.It is important to pay attention to risk
management and build positive reputation for the company
6.GBS can have more available data to analysis
because it has product as well as consulting services. Data is very important
for consulting and should be utilized to the best.
We recommend GBS to create a social business platform that is backed up by the cloud.
If GBS create a social business platform, which functions as a matchmaker between small and medium sized company and service providers. Small companies have a shorter business life cycle. In order to solve issues in a shorter time, they need to obtain a service provider from a reliable platform. These requirements can be satisfied by using GBS’s social business platform.
As we mentioned above, Small and medium sized company does not have enough money to invest in their infrastructures. Using GBS’s social business platform, which is backed up by the cloud, these companies can reduce the amount of money invested in IT, obtain a higher return on their investments and strengthen their business continuity.
Therefore, by building a social business platform, GBS can create a win-win situation for both itself and its current/potential clients.
GBS has obvious advantages in IT consulting and should be
able to utilize them to the best. First of all, GBS’s consulting team has
excellent members who have over 15 years experience in IBM Lotus system. This
is very attractive to customers who have social business software issues and
are willing to have a professional consulting team to help. In addition, as GBS
is one of the few partners who can sell and support licenses for all five IBM
software brand, it is the optimal choice for SMBs who want to solve problem
with help of IBM software in a more efficient way, without the long waiting
time if directly resort to a big company like IBM for help.
GBS should utilize this IT consulting advantage. Once the consulting
team have project with one customer in one division, the team can introduce the
customer to more product and services in other divisions.
In fact, some social business software developing company
has free IT consulting. In this way, they can easily get more customers and
bring those customers to more business division. GBS can consider a way that
may attract more customers for consulting services.
GBS has a large customer base: with more than 10 million
applications on this Platform, there is considerable market.
The trend in this market is that, fast project times and
significantly lower project costs lead to modern web-based application. Under
the current economic condition, the desire by companies and customers for
outsourcing as well as for more efficient design of already available solutions
must be taken up and seen as an opportunity for the various business areas.
GBS’s position in this market is quite high, it is the
world's largest supplier of software solutions (applications) on the IBM Lotus
Notes Domino platform.
GBS can win more share in this market by better utilizing
social business. The definition of social business is that, it is a service
that solves business issues through interaction with clients and employees to
facilitate collaboration both internally and externally to create an integrated
network of engagement.
GBS functions as a platform or matchmaker between
small/medium sized company and service providers to create business
opportunities and solutions.
What you can do with it: Establish a business number, choose your phone number (using a local prefix and maybe even a clever number/letter arrangement such as 541-BUS-NESS), and subscribe multiple numbers to ring a single phone.
Why it rocks: Cuts down on the cost of enlisting a business landline and mobile phone number. Your virtual “business number” will ring your cell phone or home phone. You can even set times for your business number to ring/not ring, and set up a custom voicemail for that line. All voicemails can be sent to your Gmail account and transcribed to a text message.
What you can do with it: Design and create Facebook Welcome Pages, contests, sweepstakes, videos, and forms.
Why it rocks:Customizable templates let you make pages for just about anything you can think of. You can add features such as a portfolio of pictures, or a form to capture leads. Easy integration with Facebook pages and accounts makes “going live” simple and seamless.
What you can do with it: Design and email company newsletters, share them on social networks, and track campaign results.
Why it rocks: Customizable templates help you maintain the look and feel of your company. You can create lists to target or segment your messages, add Autoresponders, and sync your customer database to Mail Chimp’s contact list.
Hubspot.com recently published “The Complete Guide to Setting Up the New Facebook Page Design.” In this article, they discuss five ways to optimize Page’s timeline for better better results. Among these changes, businesses will now be able to optimize their Facebook presence by being more visually engaging, customizing tabs for lead generation, editing images, and featuring highlighted content.
1) Publish More Visual Content
Facebook’s new timeline page design places more of an emphasis on visual content like images and videos, so use that to your advantage. According to an internal Facebook study, “posts including a photo album or picture can generate 2X more engagement than other post types.” Because these images will now appear larger and more prominently on your page, make it a point of posting your best visual content to your Facebook page, or make more of an effort to make the content you already create more visual. Think photos, charts, infographics, and other content visualizations. And hey — you can always use it on other visual-oriented social networks like Pinterest and Google+, too!
2) Feature Custom Tabs in Views & Apps Toolbar for Lead Gen
Unfortunately, with the new timeline design for pages, Facebook no longer allows you to set a default landing tab for your business page. All new page visitors will automatically be directed to your timeline. This means that for those of you using the HubSpot Facebook Welcome App, you can no longer make it so that new visitors see that tab upon visiting your page for the first time. That being said, you can feature the app (or other custom apps/tabs) in the Views & Apps toolbar below your cover photo. As we mentioned in step 2 of our setup steps above, be sure to rearrange your Views & Apps icons to show your top tabs to highlight tabs you’re using for lead generation.
3) Edit Images That Appear in Your Views & Apps Bar
To build off our last best practice, you’ll also want to make sure you choose the best images possible to represent the items in your Views & Apps toolbar. To customize the way these apps appear on your page, visit the Admin Panel, click ‘Manage,’ and choose ‘Edit Page’ from the dropdown menu. In the ‘Apps’ section, click ‘Edit Settings’ for the specific app image. Then you can upload the new image you’d like to use to feature that app (dimensions should be 111 x 74 pixels). This will enable you to turn your featured apps into compelling calls-to-action, as HubSpot did in the image example above to highlight its HubSpot Welcome App tab. Use these to call attention to your premium content to support Facebook lead generation.
4) Make Sure Your Best Posts Appear on Your Timeline
Make sure to expose visitors of your page to your most important content. To do so, make your default setting ‘Allowed on Timeline’ by checking ‘Everyone can post to HubSpot’s timeline’ in the ‘Manage Permissions’ section of your page settings. To highlight posts you want to give prominent placement on your timeline (they’ll take up the full width of your timeline), access your Activity Log and select ‘Highlight on Timeline’ to star particular posts.
5) Pin New Featured Promotions Every 7 Days
As we mentioned in setup step 3, admins are now able to pin content to the tops of their pages for 7 days at a time. Use this to anchor updates about the promotions you want to feature (e.g. events, new marketing offers, other awesome content, etc.) to the top of your page to make them as visible to page visitors as possible. Pinned stories will appear right below the status update compose box. Update your anchor pin every 7 days once the old one expires. To pin an update, hover over a story, click on the pencil icon in the top right corner, and choose ‘Pin to Top.’
Cloud computing has
now crossed its infancy stage and there are lesser concerns of security with
the standards of each of the cloud application providers having matched
industry standards. Each of the cloud
service providers are competing on providing the best of the features to their
clients and the ease of integration of their existing backend infrastructure to
Cloud computing and
applications would best benefit sectors like government, healthcare and
education. To enable wide spread adoption in such dynamic and uncertain
sectors, service providers need to now collaborate and agree to bring about a
set of standard policy on which the cloud platform can be enabled. This will
enable a larger set of applications to be developed by various stakeholders and
also integrate them into the existing system much faster which would ultimately
help in the wider use of cloud services for the early adopters.
These sectors would
definitely help Cloud computing in
crossing the chasm and lead to its wider adoption if the private players agree
on a defined common standard and level the playing field for a larger number of
services to emerge.
The following is an insightful blog post by Jack Mason, IBM Global Business Services, about The Social Contract in a Social Business. We found this article extremely relevant to our conversation about social business and hope you do too!
Sharing is a cornerstone of what we humans do on the Web today, what puts the social in social media. We post pictures and video, offer opinions, ratings and reviews, volunteer our interests and locations. We reveal ourselves and our relationships in a billion different public acts every day.
Individually and collectively, we appear to be growing more comfortable living in public like this through our profiles, social networks and mobile communications.
Like all exponential changes, this shift in attitude and practice has crept up on us — it gradually and quietly gathered momentum over the “Web 2.0″ era of the last seven years. In the last several years, the volume and ubiquity of this sharing and conversing has gone supercritical. From Twitter, Tumblr, Facebook and LinkedIn to hundreds of other online avenues, sharing has become the defining quality of digital society.
Now businesses and organizations are seeking to adapt to the Social Web and incorporate this big switch in human behavior and cultural habits into their operations and strategies. At IBM — and consultancies such as Dachis and Altimeter — this new stratagem is often referred to as “social business.” It entails more than just business use of social software and networks for external purposes such as marketing. In the fuller view, social business is about re-shaping organizations to become more collaborative, communal and capable in fostering human relationships. Not surprisingly, such a new frontier is right in the wheelhouse of the strategy & transformation consulting services offered by Global Business Services (GBS), the part of IBM I work in.
The leader of my group in GBS communications, Christine Kinser, makes an excellent point about the human dynamics at the heart of social business — that our relationships (with colleagues and customers) are forged on trust, a shared sense of purpose and a willingness to share and build on each other’s ideas. In this sense I think you could say that a social business strives to be a much more human (and humane) kind of entity.Now businesses and organizations are seeking to adapt to the Social Web and incorporate this big switch in human behavior and cultural habits into their operations and strategies. At IBM — and consultancies such as Dachis and Altimeter — this new stratagem is often referred to as “social business.” It entails more than just business use of social software and networks for external purposes such as marketing. In the fuller view, social business is about re-shaping organizations to become more collaborative, communal and capable in fostering human relationships. Not surprisingly, such a new frontier is right in the wheelhouse of the strategy & transformation consulting services offered by Global Business Services (GBS), the part of IBM I work in.
The leader of my group in GBS communications, Christine Kinser, makes an excellent point about the human dynamics at the heart of social business — that our relationships (with colleagues and customers) are forged on trust, a shared sense of purpose and a willingness to share and build on each other’s ideas. In this sense I think you could say that a social business strives to be a much more human (and humane) kind of entity.
Like many IBM colleagues, I’m one of those early adopter types that constitutionally likes to try new things and share everywhere. Inside IBM, we share prodigiously through our intranet infrastructure of blogs, wikis, forums, file-sharing, social bookmarks and communities. Externally, we engage via a seemingly endless array of vehicles and methods (IBMers are, for example, one of the largest groups represented on the new Google Plus network). I am also fortunate that my knowledge-hunting, -gathering and -sharing is a central part of my job.
On this score, my informal social contract with IBM is pretty great — I’m not just able to devote time and energy to strategic sharing and innovating in social media, I am generally recognized and rewarded for leading by these examples.
In my view, more people, in more kinds of companies and in a wider range of roles, need this kind of clear charter. Social computing skills and best practices should no longer be limited to “evangelists” or enthusiasts, but should become an integral facet of professional business leadership. Just as organizations are starting to get serious about “socializing” functions such as HR, customer support and market research, an aspiring social business needs to get serious about professionalizing capabilities such as community management, social media relations and knowledge sharing.
It starts with determining the kind of social contract that each worker should have with the business — not just to be a good corporate citizen — but to be an effective social businessperson. By social contract, I don’t mean a formal agreement or legal document, but a more explicit understanding between organizations and their people (or at least across teams, departments and peers)… something more defined as official policy, doctrine or value.
(IBM developed one of the most emulated corporate Social Computing Guidelines, but it is centered on giving IBMers direction on how to delve responsibly in external social media and networking. It doesn’t really establish sharing and collaboration as part of every IBMer’s role or responsibility.) IBMers and workers elsewhere should know how they are expected to share their knowledge and expertise; in return, workers should be clear on how businesses and organizations will measure and reward that behavior.
If organizations want to become more innovative and productive by encouraging and rewarding their workforce to share, collaborate and build collective intelligence they must do more than grant permission for people to build relationships and share their experience inside and outside the organization. They must bake incentives for this new way of working into their policies, management systems and training programs. As I’ve discussed elsewhere (“Social Business 101″), becoming a social business is much more about changing culture than it is about technology or tools. And changing human behavior or organizational habits is among the tallest of orders.
Right now, many businesses don’t have the kind of social (business) contract with workers they need, and may even be discouraging sharing. Some companies forbid or restrict external social sharing, largely because they don’t have the systems, controls or guidelines to make these efforts constructive rather than the productivity drain they may perceive them to be. And most aren’t set up to measure and reward how well individual workers or teams share internally, cooperate or contribute to organizational intelligence and expertise development. As my colleague Ethan McCarty notes, some of the most valuable kinds of sharing — generosity of mind, thought leadership and the like — may be particularly hard to measure. What’s more, some workers believe that if social sharing isn’t specifically part of their performance metrics, they don’t have time for it.
As a canary in the social business coalmine, let me offer one personal example. Like many others I like to share — with colleagues, external influencers and online communities — toward the goal of making IBM a smarter organization and enhancing the company’s reputation and relationship with those I touch through the social sphere. I also benefit enormously from all that colleagues and people in my networks share with me. But I also want my peers and I to be recognized and rewarded for all of that ostensible selflessness. In truth, I’m not interested in being a prolific enabler of conversation and social interaction out of altruism, but because this approach is proving to deliver business value and utility.
Fortunately, new business analytics capabilities and online metrics promise to make sharing a commodity that can be monitored and quantified. I can imagine a kind of personal, social ROI emerging, something akin to the Klout rating that gauges people’s influence on Twitter, and now, LinkedIn, Facebook and Foursquare as well. In fact, IBM has an internal platform called Small Blue, which for those like me who opt in to participate, analyzes activity via Lotus Notes (email, instant message chats, meetings, etc) to better understand what I work on, who with, and what kind of expertise and influence I may possess. I’m willing to share all this daily dish on myself because I want our global organization to be able to know, and see, how deeply I am immersed in my focus areas, and how much I actually get done.
Some people might cringe, or be fearful, of this kind of personal openness or institutional data mining. I embrace it because I expect that the data I share (and over which which I have lots of privacy controls) will enhance my reputation and IBM’s ability to evaluate my contributions. As a knowledge worker in a very large, complex, global organization, I want my work and effort as a social business activist to be empirical and transparent, not just anecdotal, or based solely on the subjective opinions of managers or peers, (as much as I may enjoy working and collaborating with so many of them).
In my implicit social business contract with IBM, I’m willing to share a lot with the organization (and to its great benefit, I hope) if I benefit proportionally as a result. This same kind of give-and-take covenant underlies many of the “free” Web services and applications we use across the Social Web — we get music, maps and more in exchange for sharing our digital patterns and preferences. I’m willing to make that kind of grand bargain, if the social contract is a clear, win/win proposition.
So, what kind of social contract do you want with the organization you work within? What kind do you want with your peers? What do you see as the key obstacles or impediments to an organization becoming a social business? How do companies need to approach changing the way people work collaboratively, share knowledge and open up, inside and outside?
Hardly a week goes by without reports of security gaps, data theft or hacker attacks. Both businesses and private users are becoming increasingly vulnerable.
However, when it comes to technologies like cloud computing, trust and security are essential if we intend to use data and applications that are flexible, cost-effective and, above all, mobile. That is why researchers from the Fraunhofer-Gesellschaft are working on a series of security solutions, which they presented at this year’s CeBIT in Hanover, Germay.
A Control Centre for the Cloud Where is my data? How secure and acessible is it? Are the terms of compliance being upheld? These questions are of primary concern to any information technology manager when introducing or using cloud computing. To help cloud users and providers maintain constant oversight over cloud applications and data security, scientists at the Research Institution for Applied and Integrated Security have developed the Cloud Control Centre. It provides global monitoring of all cloud services and reliably assesses their security.
The application compiles the key figures available from a cloud ecosystem. It filters, aggregates and interprets them in order to establish meaningful status reports about the entire cloud system in use. Security status information is supplied to administrators and managers in a clearly legible graphic display on an indi- vidually customised dashboard. At a glance, the cloud user has information about bandwidth that can be used to retrieve data from the cloud, or about the storage location and volume of data, or about the level of use of the capacity acquired.
Many companies also have to contend with security concerns related to inadvertent data leakage and dependence on cloud providers. That is why the experts at the Fraunhofer Institute for Secure Information Technology designed the OmniCloud software. It makes every backup solution cloud-capable and ensures that all data is encrypted before delivery to the cloud. “Even in the cloud, sensitive information is safeguarded against unauthorised third-party access,” says Michael Herfert, head of the Cloud, Identity and Privacy Department at the institute.
“At the same time, OmniCloud works like an adapter that interacts with the various cloud providers and knows their different programming interfaces.”
Development of this solution was prompted by a recent study on cloud ser- vice security. The study showed that no supplier was satisfying all security requirements – on multiple occasions, the authors gained access to sensitive personal data not intended for the general public. Cyber criminals would be able to use a few cloud storage services in order to spy out data or put malware into circulation.
Mobile Workstation of the Future Another impor- tant issue is confidence not only in the security but also in the handling of the technology itself. For this reason, the Fraunhofer Institute for Industrial Engineering designed the Cloud Workpad mobile IT workstation. It demonstrates what can be achieved in a practical setting limited exclusively to public cloud services. It reveals the boundaries between what is practical and what is feasible, such as in the interoperability of services or in the areas of security and data protection.
Hardly any applications had to be installed on the end device at the mobile IT workstation. The user accesses software as service applications only, which are available through the Internet. Those who are interested in the cloud should familiarise themselves with the potential and the advantages of new technologies and use patterns. On the other hand, the Cloud Workpad is intended to explore the limits of such services in the field and to show where action is needed in order to eliminate these constraints
Cloud computing becomes more and more important in the business world. We HEAR the word - "cloud computing" - almost everyday. However, what is cloud computing? This youtube video is a great introduction.