Example Implementations and Outcomes of Social Business


Alstom, a global light bulb manufacturer, was able to create and maintain communities of practice in a global environment by focusing on people and processes first and not taking a technology-centric approach (The Dachis Group, 2010)


Alcatel-Lucent has been able to successfully mitigate the hazards of globalization and several mergers and acquisitions of smaller companies through the use of the microblogging service Yammer and through the implementation of a community Enterprise 2.0 suite (Lowe, 2010).


Avery-Dennison was likewise able to use a phased implementation of a comprehensive social computing platform, allowing 67% of their 12,000 member workforce to participate at the end of an 18-month period, all at their own pace and without the need for structured training (Bhupesh, Marx, & Tamayo, 2010).


AT&T implemented Microsoft SharePoint as a replacement for an existing collaborative suite, scaling to support 60,000 users.  Users are provided blogs, wikis, professional profiles, and collaborative sites.  The number of collaborative sites went from 100 to 37,000.  The ROI of the implementation was a reduction in web developer staff, the retiring of excess servers, and an increase in the speed of decision making.


Deloitte Southern Africa was able to use The Virtual Works Enterprise 2.0 technologies to connect and communicate with 3600 people in 16 offices.  This was accomplished via personal dashboards displaying messages and information as well as tools to communicate and engage with their leaders.  They also were provided individual performance metrics, which were compared with others as well as aggregated organization wide, allowing each member to see their contribution to the whole.  The system also allowed members to ‘nominate’ a peer who was making significant contributions.  In the first four months of operation, 3600 nominations were received.    In the first 3-months of implementation, 70% of members had logged-in and interacted with the system (The Virtual Works, 2008).


IBM implements a multitude of tools for internal use, including blogs, wikis, tagging, social bookmarking, social networking tools, and mashups.  IBMs employee surveys found that 87% said these tools help them increase their skills by allowing collaboration with their peers.  84% state that their tools allowed them to access experts faster and share their own knowledge with others.  77% found a value in the sharing and use of assets such as previously created slide presentations.  74% thought the tools increased their productivity, 64% felt the tools improved their personal reputation and increased their sense of belonging.  60% felt that sales had increased, and 42% felt use of the tools positively impacted customer service (KPMG, 2008).


The MITRE Corporation, a non-profit that supports sensitive Federal government functions such as defense and homeland security, was able to deploy a collaborative system that allowed for trusted sharing with internal and external partners.  Future versions of this technology will allow for collaboration with granular privacy settings based on personal and organizational trust as well as contractual obligations with external partners (Cuomo, 2010).


Similarly, Nokia was able to take their innovative corporate culture and scale it through the use of crowdsourcing in the development of new products and solutions (Kwan, 2010).


Oracle, a computer database company, set out to create a site to capture and disseminate new ideas.  Ideastorm was developed in one-week, allowing users to share, discuss, and rate new ideas (Pedrazzi, 2007).


Simcorp, a software company specializing in the financial industry, implanted Microsoft SharePoint as their document management solution.  Each document or page is rated on for recency as well as relevancy, as reviewed by the end user, allowing the easy location of the most relevant and newest content.  Simcorp’s intranet – SimLink – also allows for an individualized portal, with content displayed according to role and permissions (Ward, 2007).


Financial reinsurance company SwissRe was able to manage increasing complexity by replacing legacy knowledge management systems.  SwissRe’s integrated platform resulted in an 85% participation rate with 15% of users creating content, 25% of users commenting or replying to other users’ content, and 40% joining a group.  Anecdotal observations from users may hint to a culture change towards the bridging of silos, increased transparency and sharing, and improved collaboration (Elmer, Isenschmid, & Jastrowski, 2010).


Verizon’s Digital Workplace employs a suite of tools allowing 140,000 employees to work online.  This is especially beneficial to Verizon, as 80,000 of those employees do not work in a traditional office setting.  The Voice Portal allows staff to complete many intranet functions solely with voice.  The Digital Workplace also includes webcasting, video on demand (VOD), wikis, blogs and instant messaging.  A browser toolbar provides a personalized search and browsing experience for each employee, based on their user profile (Ward, 2006).

The Walt Disney Corporation

The Walt Disney Corporation implements an enterprise blogging installation for engineers to relay events that occur during the day.  Delivery was initially via email and subsequently by Really-Simple-Syndication (RSS) feeds.   Disney Internet Group also used wikis and blogs to allow users to express themselves as well as for sharing of information (Mayfield, 2004).


 Works Cited

Bhupesh, A., Marx, H., & Tamayo, S. (2010). Uniting A Global Workforce — One Step: Avery-Dennison. Retrieved 12 05, 2010, from The Dachis Group: http://www.dachisgroup.com/PDFs/Avery-Dennison.pdf

Cuomo, D. (2010). The Dachis Group. Retrieved 12 05, 2010, from Collaborating In A Trusted Environment: http://www.dachisgroup.com/PDFs/MITRE.pdf

Elmer, A., Isenschmid, C., & Jastrowski, W. (2010). Increased Complexity Calls For . Retrieved 12 05, 2010, from The Dachis Group: http://www.dachisgroup.com/PDFs/Swiss-Re.pdf

KPMG. (2008). Enterprise 2.0: Tales from the Trenches. KPMG International.

Kwan, M. (2010). Going Back To Go Forward. Retrieved 12 05, 2010, from The Dachis Group: http://www.dachisgroup.com/PDFs/Nokia.pdf

Lowe, G. (2010). PEOPLE IN PROGRESS: Using E2.0 To Level-Set An Organization: Alcatel-Lucent. Retrieved 12 05, 2010, from The Dachis Group: http://www.dachisgroup.com/PDFs/Alcatel-Lucent.pdf

Mayfield, R. (2004, 02 10). Disney Enterprise Weblogs and Wikis. Retrieved 09 27, 2010, from Ross Mayfield’s Weblog: Markets, Technologies, and Musings: http://ross.typepad.com/blog/2004/02/disney_enterpri.html

Pedrazzi, P. (2007, 07 19). Case 2.0 and IdeaFactory. Retrieved 09 20, 2010, from Appslab: http://theappslab.com/2007/07/19/cases20-and-ideafactory/

The Dachis Group. (2010). People and Process First. Technology Second. Retrieved 12 05, 2010, from The Dachis Group: http://www.dachisgroup.com/PDFs/Alstom.pdf

The Virtual Works. (2008, 08 20). The Rules of Engagement. Retrieved 09 27, 2010, from Virtually Speaking: http://www.virtuallyspeaking.co.za/index.php?option=com_content&view=article&id=81:the-rules-of-engagement&catid=48:case-studies&Itemid=72

Ward, T. (2007, 06 28). Intranet Case Study: SimCorp. Retrieved 12 01, 2010, from Intranet Blog: http://intranetblog.blogware.com/blog/_archives/2006/11/2/2470175.html

Ward, T. (2006, 11 03). The digital workplace. Retrieved 12 05, 2010, from The Intranet Blog: http://intranetblog.blogware.com/blog/_archives/2006/11/2/2470175.html



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