The information era doesn’t need people to compete with machines. It should free people from being treated like machines
To navigate social media, you need a champion within HR for internal adoption, recognise the constraints your industry operates within, and actively engage with influencers on external channels.
I recently presented at the J.Boye Conference in Aarhus and had the chance to sit in on some other sessions including three great examples of how to pilot, introduce and adopt social tools for business. Two were focused internally, improving employee engagement. One was external, focused on customer engagement. All had great lessons to share. Here are a few soundbites.
Luis Suarez presented lessons learned by IBM since introducing BlueIQ ten years ago to increase knowledge sharing and collaboration internally. It followed the old adage – happy employees lead to happy customers. Ignore that correlation at your peril in this new connected world we live in. The early adopters of BlueIQ were often the black sheep in their groups, the disrupters upsetting the status quo. BlueIQ gave them a community (and an authentic voice). The initiative has since grown to over 50,000 active participants globally.
There was lots of great advice, but these two quotes particularly stood out:
“You can be appointed a manager but you have to demonstrate leadership, every day.”
When asked if there is anything that could or should have been done differently earlier in the project, Luis gave a great tip:
“To drive adoption of social tools internally, you really need to find a champion in HR. Because they have the power to do anything regarding employees.”
Peter Barnes is the global head of web communication and collaboration IT for UBS. It was great to hear his story as a number of my own clients are challenged with embracing online, mobile and social technologies within the constraints of tightly regulated industries.
UBS deployed Jive three years ago with a specific intent – improve customer service. Working within the confines of the banking sector meant that it is very difficult to be as transparent with information as many people would like. For starters, the solution had to be on-premise. Cloud-based alternatives were not an option. And a vetting process was needed to ensure no client-identifiable information was shared. UBS had 6 developers working on their deployment to tweak Jive to meet their needs.
To give an idea of the challenges, here’s my most re-tweeted soundbite from the conference, posted during the session:
“The four horse riders of the apocalypse just referenced by UBS at JBoye13 – head of legal, head of compliance, head of risk and head of HR”
Sometimes, ‘just do it’ is simply not possible. It’s easy to bash roles such as legal and compliance but it is their livelihoods on the line if something goes wrong and they are accused of being negligent in their duties.
A great tip shared was the introduction of a ‘whistle blower’ account that anyone could contact if they spotted content being shared that they were concerned about.
BNP Paribas Fortis
Benoit Minvielle is head of e-Communication, Social Media and Innovation at BNP Paribas Fortis (BNPPFF). He presented a case study that walked through one of the best run pilots in social media tools I’ve seen. They launched 2 years ago with a very small deployment, initially in Belgium.
The first step taken was to monitor and listen to what customers were saying, and where. They found that most questions were being posted on Facebook. They also analysed the overall market and found that 4 million customers in BNPPFF were logging in twice a day on social networks.
The decision to move from 1-way to 2-way communications was not taken lightly. They recognised that it would require very different business practices. Crisis management is one of the most visibly affected processes – most will now be heard about first on social media channels. Real-time monitoring was implemented and paired with a ’24 x 7′ alerting system to also be able to respond in real-time. Backed up with the more traditional reporting and analytics to study trends on a regular basis and send outputs to appropriate departments.
BNPPFF implemented a ‘Social Media Command Centre’ integrating with the different business areas. Some required the real-time statistics, others needed structured reports for more organised reactions. The image above shows some of the different departments involved.
To learn from the pilot, they did monitor stats on the sites, such as likes. But were much more interested in quality than quantity. BNPPFF identified influencers and targeted them to become actively involved in the channels. They were considered key to the positive outcomes achieved. But for two-way conversations to work, you have to be good at listening and expect the conversation to not always be about you:
“Be authentic, listen and engage. Don’t control”
When asked what impact engaging on social media channels had had on sales, Benoit responded that this is not yet a Point of Sale. BNPPFF are net attempting to sell any products through social media channels. That may happen later, but for now it is about added value through better customer engagement.
Three great case studies and presenters. Thanks so much to Luis, Peter and Benoit for sharing and to Janus and the team for organising a great conference. If you’re interested in attending a future one, they are currently held annually in Philadelphi, US and Aarhus, Denmark. Visit the J.Boye web site for details.
Flickr image ‘Map reading‘ kindly shared by Zoetnet
One prediction that divides opinion is the coming technology ‘Singularity’ – the point where computing intelligence is predicted to surpass human intelligence. I’m not a fan of the prediction. Not least because we still don’t fully understand how the organic brain works. To compare with manufactured technology based on raw processing power, speed and storage capacity feels fundamentally flawed.
Such predictions show a tendency to diminish the importance and value of human traits. Do emotions have no role to play? What sort of world would that create?
This was highlighted in an article yesterday – Why new technologies could never replace great teaching:
I cannot think of one single occasion when someone has stopped me to recall fondly about an inspirational and influential piece of computer software. And yet I get letters from former students eulogising over a teacher who changed the direction of their lives and without whom they would not be in the position they are today. That is the result of trust, about a relationship between the teacher and the child.
Nearly 10 years ago, I attended an analyst conference where the following comment was made:
A well implemented Customer Relationship Management (CRM) system can help increase sales by 6%. An experienced salesperson will outsell a novice by 40%. Ask a salesperson what features they want in a CRM and they will say, ‘help me sell more stuff’. Ask a manager, and they will come up with a long list of requirements to improve reporting. End result: less customer-facing time and fewer sales…
And yet still organisations will invest untold amounts of money to come up with a system to eliminate the need for people. Why the desire to devalue human abilities? Is it because some people are uncomfortable with the messy chaotic state that is human nature? Or a fear that perhaps luck plays a far bigger part in outcomes than we’d like to admit?
Whatever the reasons, the unpredictability of human emotions define what it is to be alive. Before trying to replicate the human brain, perhaps more technologists should first ask: why do we have a brain?
Back in 2005, I attended a lecture at the Royal Society titled ‘The Puppet Master: How the brain controls the body’, delivered by Professor Daniel Wolpert. The talk was focused on the following:
In the world of organic matter, what differentiates animals and plants? The ones with brains can move.
If the whole point of having a brain is to give us movement, is the predicted technological singularity missing the point? Because the focus seems not to be on making machines move. If anything, it’s to allow us to continue to exist without moving at all. Some progress.
The Puppet Master talk explored the role of our senses in helping make optimal decisions:
Movement is surrounded by uncertainty, noise, that affects and influences our senses. The criteria for making the best decision is not always obvious.
If noise influences and interrupts our senses, and our brains have to adapt to it in order to make optimal decisions about movement, why don’t our senses do a better job of filtering and reducing noise? It is probably because there are times when we need noise… Without it, parents probably wouldn’t wake up when the baby starts crying.
I love digital technology. It has democratised access to knowledge and helped flatten the world. As someone who does not have a trace of blue blood in their heritage, I consider that to be a wholly postive outcome. But it is important to also still appreciate what it is to be human. That there is value way beyond being able to process data.
- Why new technologies could never replace great teaching – The Guardian, June 2013
- If this were a pill, you’d do anything to get it – Washington Post, April 2013
- The Technological Singularity – Wikipedia
Flickr image: ‘Human / Robot’ kindly shared by Emilie Ogez