Luis Garza - Changing the way people find experts at CEMEX

Changing the way people find experts

at CEMEX Social Connections V CEMEX Case Study

Zurich, Switzerland – June 28th, 2013

Luis Garza Innovation Technology CEMEX Research Group [email protected]

2 Copyright © 2013 CEMEX Research Group, AG

Innovation at CEMEX


About Us

CEMEX is a global building

materials company that provides

high quality products and reliable

service to customers and

communities around the world.

We produce, distribute, and sell cement, ready-mix concrete, aggregates,

and related building materials in more than 50 countries, and we

maintain trade relationships in close to 100 nations.

Source: CEMEX Annual Report 2012


Opportunities expressed by our CEO

Build on the knowledge and experience of our people

Encourage collaboration among all CEMEX business units and functions

Mobilize initiatives to better serve customers, improve productivity and be better prepared for future challenges


Introducing Shift

Blogs

Profiles

Wikis

Communities��

Mobile

Media

Ideas Jam

Webcasts

•  CEMEX internal social network •  44,000 memberships worldwide •  Started with 5 global communities

appointed by CEO around strategic topics

•  Open for everyone: more than 2,000 communities grew organically


Innovation Initiatives

•  Global communities around strategic topics

•  Appointed Executive and Operative leaders

•  400-800 members worldwide, all regions represented

•  Some private, others open, membership by request

•  Quarterly results presented to Executive Committee

•  Different mechanisms and dynamics to promote adoption and contribution


Business Networks enabled by Shift

May, 2013

Organic Communities

Aggregates

Alternative Fuels

Commercial Development

Grow the Pie

Public Affairs (later merged)

Ready Mix Products


Business networks enabled by Shift

December, 2012

SHIFT, COLLABORATING THROUH CEMEX

CEMEX COLLABORATION NETWORK

Shift, has built a network where all the company employees are participating, by sharing best practices and contents that add value to their daily work.This network reflects the e!ort of many people that are involved in the CEMEX intranet, by enabling new spaces with

concepts of value to the business, operational processes, business knowledge, working groups and relevant discussions.

Knowing the network

Shift as the institutional platform to collaborate between em-ployees, has begun to increase its value and its global inter-action.As all social networks, Shift is embraced by users that cre-ate contents and interact through the components that the platform o!eres. By interacting, users create connections between them, this connections can be just by sharing a file, being in a community, or discuss a topic.Another main actor of this collaboration network are the com-munities, spaces where that users create and manage, having the ability to add members, share information, create discus-sion, among other specific functions.

CEMEX Actual Network

CEMEX network based its growth in interesting business top-ics to the company that are called global initiatives. These global initiatives are represented in the image with the follow-ing code:

Also, there are functional areas that have created their own communities, changing the way they work and taking a more collaborative approach:

CEMEX is fulfilling a goal of making the company more collab-orative, as the network shows, every day more users are in the center of this network, think that represent that the users are more connected between them. But it’s important not to forget that there are still some areas of opportunity.





Knowing the network










Knowing the network






Global Initiatives

Some Organic Communities


A journey towards innovation

First prototype

Shift was born

Case to CEO

First 6 initiatives

Shift to all CEMEX

Shift and Plaza merged Shift 2.0 Shift

Awards

2,000 communities

200 communities

25.09.2009 01.12.2009 30.09.2010

01.10.2013

28.01.2013 31.10.2011 17.09.2007 01.10.2009 01.03.2010 01.11.2010


Collaboration features tied to business objectives

Global InnovationInitiatives reachingmore than 2,000memberships with1300 unique users

Global AlternativeFuels Using Company of the Year

Aggregates InitiativeExcercise “Ask the Experts”

First global Ready Mix brand launched

30.09.2010

30.03.2012

25.01.2012

05.04.2011

04.2012

04.2012

03.2012

Second global Ready Mix brand launched

First ConcreteTalk “CementBased Screed”

Global InitiativesDashboard


Alternative Fuels Case

DECREASE OUR DEPENDENCE ON FOSSIL FUELS AS OUR PRIMARY ENERGY SOURCE

15%

10% 16.4 20.4 25% 27% 35%27%

2008 2009 2010 2011 2012 2015

USE OF ALTERNATIVES AS % OF TOTAL FUEL:

REDUCE CEMEX CO2 FOOTPRINT OTHER BENEFITS

EFFECTIVE SHARING OF INNOVATION, EXPERTISE AND TECHNOLOGIES WITHIN OUR COMPANY

- Prevent the use of Coal in 2 million tons

- 1.8 million metric tons of CO2 were avoided = over 7 million tons in total

- 250 blog- 818 forum- 229 wikis- 348 files

- Over 250 million USD in savings dollars

577 Members

11645 posts

- 577 Best practives for AF consumption- Industry trends- Technology Evaluation- AF sourcing- Clean development mechanism- Regulatory framework- CO2 Reduction Strategy- Methodologies

*first two years


What is next? Social Business Expertise

This research note is restricted to the personal use of [email protected]

This research note is restricted to the personal use of [email protected]

Ŷ Management involvement as opposed to management "support"

Ŷ A culture that recognizes and values collaborative work

Ŷ Resources to vision, establish, educate and evolve

Ŷ Continuous examination and innovation

For more information on how social projects are different, see "Social Projects Require ProjectManagers to Think Differently."

This research provides a framework that leaders of social initiatives can use to better positionthemselves for success. It offers a way to assess where they are today with their programs andsuggests what they need to do to get to the next step. The survey conducted by Insight ConsultingSurvey earlier in 2012 found that only 11% of companies using social networks incorporate theminto their overall strategies, which leaves some room for improvement.1

The Figure 1 shows the five levels of social business program maturity and plots the progression ofprogram status for each.

Figure 1. Maturity Model for Social Business Programs

Groups form to set the rules,

coordinate activities, share

best practices and respond to issues.

Pioneers dabble to explore social

media opportunities, and sharing findings and experiences

informally.

Any activity is uncoordinated and often underground.

A formalized approach exists to organize, integrate and measure social

business impact.

Social becomes less of a focused program and is subsumed into

mainline business processes and

programs.

Level 1Reactive

Level 2Exploratory

Level 4Integrated

Level 5Optimizing

Level 3Emerging

Source: Gartner (September 2012)

Gartner, Inc. | G00232125 Page 3 of 12

1.  How to find experts, their material and become an expert, too?

2.  How to get more value from the experts and increase adoption?

3.  How to interact with our core business processes?

4.  How to make it more easily accessible?


Expediting Expertise

•  Developed in partnership with IBM Research

•  Attempt to structure all the information shared in communities, identify experts and create a personalized learning environment

1. Expertise Material


Shift Radar

•  Widget to have a single page view of priority community content

•  Flexible to be aligned to every community collaboration process (domains, stages, maturity)

•  Managed by the community owners, contributed by the members, linked to any Connections content

•  Developed with ISW

1. Expertise Material


Community Insights

•  Software licensed from IBM Research

•  Aimed to increase community “health” and provide paths of action for community leaders to increase adoption and business value

2. Increase Value and Adoption


SAP Integration

•  Proof of concept for SAP universal worklist notifications on Activity Stream (eg. Travel expenses and PO approvals)

•  Part of strategy for integrating core business processes and apps into our social platform

•  Developed with ISW and IBM

3. Link to business processes


Shift Mobile

•  Use of responsive web design for MyShift portal

•  Reuse of mobile views of IBM Connections

•  Custom apps and key entry-points, all gathered under the same container app

•  Shift App Store available

•  Available for iOS and soon for Android

4. Easily accessible


Next Level of our Social Business Strategy

Level 3 Most collaboration tools

are accesible

Level 4 Internal and external

collaboration tools linked to core apps

Level 2

Level 1

TECHNOLOGY CAPABILITIES

BUSINESS IMPACT

Social Mail

Sametime

Content Mgmt

Shift Drive

Forms

Shift External Access

Social Docs

Shift Portal Upgrade

Dashboard Redesign

Social Projects Search

URL Shortener

SAP-Shift Integration

Activity Stream Third Party Apps

Business Process Portal Integration


QUESTIONS?

THANK YOU

For further reference, Twitter: @lc_garza e-mail: [email protected] visit: http://shiftevolution.cemex.com