The Social Business Forum 2015 features a unique offer of visionary keynote speeches, success stories and discussion panels organized in a Free and Premium Conference.
The Free Conference includes the keynote speeches in the mornings of July 7th and 8th delivered by outstanding and internationally-known experts.
The Premium Conference includes all of the contents of the Free Conference plus several case studies and success stories on social business and digital disruption issues presented in the afternoons of the same two days by leading company representatives. A practical way to highlight how social enterprise projects and disruptive initiatives have become indispensable and have created value through new collaborative business models, practices and technologies. Access to the Premium Conference will also imply another opportunity, the Networking Business Lunches: a unique chance to dialogue and discuss with international keynote speakers updating and fostering your business network.
NETWORKING BUSINESS LUNCH
Participants in the Premium Conference will be granted access to the Networking Business Lunches on both July 7th and 8th. Tables for groups will be organized by theme and include one of the Conference speakers. Thus, participants will be able to exchange ideas, create connections, and ask the Conference speakers any questions of their interest. It’s an easy way to see a potential business network at a glance, and foster future collaborations. The table attendance will be organized by means of the “top 3 topic” selected in the registration form.
N.B.: due to the limited number of seats, we reserve the right to decide the disposition of the people inside the themes and tables.
The Agenda will be periodically updated as we confirm speakers and sessions.
All the speeches will be in english, translation is not provided.
+*-Unconscious biases influence our judgment and decision-making, and because we are not aware of them, can be detrimental in certain circumstances such as what information to prioritize in decision-making.
+*-Many people sense that the current way we run organizations has been stretched to its limits. We are increasingly disillusioned by organizational life. Could it be that our current worldview limits the way we think about organizations? Could we invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system? And how the new “Teal” organizations are practically managing classical business issues such as: decision-making, recruiting, budgeting, meetings, innovation?
+*-Social media channels and apps are now seen as an essential part of marketing and business strategies. From boosting your brands, products and services, to interact with your prospects and customers and keeping up with industry news, platforms such as Twitter, Facebook, and Instagram and now a part of daily life for most organisations. In this socially connected world, engagement with your customers can happen anywhere or anytime. So, marketers and brands need to proactively close the loop from listening to engaging.
+*-Digital business disruption is no longer an option—it’s a necessity. Social, organizational, and technology shifts require a new way of thinking about business, one that leverages a digital DNA to deliver experiences and outcomes, and to transition from selling products to keeping brand promises. Learn how digital transformation allows you to use digital to disrupt instead of become one of the disrupted.
+*-Very few industries, if any at all, have been left untouched by the advent of the digital consumer. Business models are getting disrupted due to the emerging consumer demands as well as due to the increasing sophistication of digital technologies. In this session, we will look at the past, present and (possibly) the future of digital disruption.
+*-Digital disruption requires putting the last mile first in many industries and services. Networks are truly disrupted in their last mile, search and mobile services are impacted from real-time mobility and store contexts, digital media are reshaped by personalized and quantified experiences, manufacturing and retail are increasingly focused on last mile marketing practices. So what does it take to truly disrupt?
+*-The speech is about the training and learning needs that technological disruption waves usually generate in people, asking for new pedagogical models and means to favor rapid up skilling and competency development of the engaged workforces . The speach will cover how the new nexus of forces which today is generating the digital disruption are not only rapdily reshaping the skills and capabilities of users but also favoring new advancements in Learning Analytics, Performance Support and Business Process Management which may effectively improve traditional eLearning technologies and methodologies towards innovative Process Performance Support solutions and standards for the efficient on boarding and engagement of new digital workforces.
+*-If you work in tech disruptive industry, probably you are focused on young people or adults. It’s easy to forget that older people too have a potential digital life to be improved. Most technology is today designed for young people, but consider this: by 2030, around 26,5% of population will be composed by grandfathers and grandmothers. And in the last 20 years, the rate of over 80 has increased by 150%. Doesn’t it sound like a lot? In this perspective, at Zentiva, we are developing a special app to enhance the social and digital life of your grandpa and grandma!
+*-With such a diverse array of cross-channel marketing touch-points, the process of engaging with customers is more complex than ever before. But it is only by planning how to incorporate multi-channel operations into corporate life – both in terms of digitizing our infrastructure and training staff to act in more agile, customer-centric ways – that we can truly harness the awesome power of such a marketing revolution. To achieve this it is fundamental to give the right value to the customer’s point of view.
+*-The experience of developing a realtime marketing strategy integrating all the internet customer data with our CRM. Exploiting the integrated lifecycle customer data (interactions generated on the digital channels plus transactions recorded in our customer relationship management system), we are building a powerful marketing and engagement tool to generate real-time sales and services actions based on client’s value. In this way, we are able to deliver a more personalized, relevant, contextual and value-added service to our customers.
+*-As digital channels cover 95% of its banking activities, digital servicing is at the core of ING Direct marketing approach. Digital self-service excellence is strategic for business efficiency as well as for customer satisfaction. Using a sofisticated semantic intelligence engine, ING has empowered its digital self-served services increasing sales opportunities and reducing inbound calls.
+*-This session will be presented by the President of the sedApta Group, a new European Industrial Group active in the design and roll out of new generation software solutions for supply chain optimization and demand management. The presentation will introduce how the Supply Chain and Manufacturing sectors are entering the need for massive and rapid upskilling and retraining of their workforces, at the dawn of what many call the Fourth Industrial Revolution, that combining physical manufacturing with the increasing use of new digital tools and processes. The presentation will then showcase real cases on how “big crew changes” as the one under going today in manufacturing IT, may be effectively supported by using new generation performance support solutions such as Skillaware, merging business process management, performance support and learning analytics at the digital workplace.
+*-Invest Bank has changed its relationship with customers, providing the opportunity to gain access to financial services in a simple and safe way. Today all Invest Bank users can use the webcam of any device for identifying themselves in order to validate their data. It’s the beginning of a digital transformation projecting Invest Bank in the future of banking. This first step has been developed based on the Dotidentity solution.
+*-In today’s digital era, growing competition and consumer power, the rules of customer engagement are changing. To continue acquiring and retaining customers, brands must provide a unique, consistent and empathic experience working in a multichannel ecosystem through a transmedia storytelling: a single brand narrative perfectly sync across multiple forms of media in order to deliver unique pieces of related content via the chosen channels.
+*-Founded in 1924, the Damiani brand excelled in Italian and International markets, becoming an ambassador of Italian style and a synonym of excellence and the best Italian jewelry tradition. The innovative marketing and communications strategy and the proven experience of the management team are two key elements that contribute to Damiani’s leadership position in the jewelry market sector. With a new customer centric strategy, Damiani is now able to better track different customer needs and tastes and is working to anticipate trends without excluding any channels and making the best consistency between traditional and new media experience.
+*-Getting to a crisp understanding of the Collaborative Economy current status is challenging because the concept describes the interplay of a number of other large trends and movements, including (but not limited to) the Sharing Economy, Sustainable Development, Digital Transformation, the Maker Movement, Internet of Things, Future of Making Things and more. Key findings from a recent international research will help brands and marketers to better envision opportunities and challenges of emerging collaborative economy
+*-The project wants to accompany the parties in the evaluation of the current scenario, by defining two approaches identified by two famous superheroes, Robocop and Ironman. This key will be developed to identify the differences between the digital transformation and the digital disruption as antidotes for the inertness that daily accompanies all companies. An overview will illustrate the new competitive dynamics, the new relationships between the data and the unexpected consequences that will affect companies and those that allow their operation. In the history of man and of the economic systems rarely found ourselves in such an exciting and challenging moment. We are fortunate in any sector we are operating in. This is an era of revolution and not evolution. A revolution so disruptive that we can not deal only with a transformative approach but we must also integrate a vision that allows us to reconstruct and define new trends regarding all aspects of our social and economic life. The one will not do this will face extinction or become the villain of the comics.
+*-Shy of the percentage nominated for direct face-to-face interactions. Yammer stood alone as the only channel supporting the informal networks that are more likely to embrace a digital disruption. For this organisation, Yammer was still in its infancy. But if there was ever an argument for escalating Digital disruption is coming to a business near you. Perhaps more quickly for some than others. And perhaps for some it may be more about taking transformational advantage of digital disruption opportunities. Either way the evidence is that over 70% of transformational change efforts will fail. Organisational change guru and Harvard professor John Kotter, suggests it is the invisible immune system represented by an organisation’s informal networks, that are the culprits. In response he offers a “Dual Operating System” model where the formal Hierarchy and processes sits side by side with the informal organisational networks. We have recently had the opportunity to test Kotter’s model and propositions through ‘reality’ mining of digital communication channels. With one case in particular, we were able to compare face-to-face interactions, task timesheet data, Email, Instant Messaging (Lync) and ESN (Yammer) channels. We found that over 90% of electronic interactions were simply reinforcing the formal ‘business as usual’ tasks. Incredibly for one co-located group of 80 staff, over 50% of their email interactions were with people sitting within 6 metres of themselves, just ESN adoption, this is it.
+*-We are experiencing the dawn of a new era we called “collaborative disruption”. An exponential discontinuity unleashed by emerging technologies and cultures that link people and people, people and things, things and things. For this new age, we propose to organizations and businesses a radical provocative dictionary starting from these new concepts and practices: Platfirm, Markething, Algorhythm, Leadershift.
+*-Internal communication has evolved from a top-down aseptic mean into a bottom up tool to share knowledge, skill inventory and idea management. The ISP’s experience with successful and less unsuccessful cases stands as a true example and stimulus for those who are willing to embrace this change.
+*-What if a IOT logic wants to follow a fellow machine who is kindly giving their “state&measures” for free? And establish a conversational behavior with that pal. Why shouldn’t be behaviorally “homothetic” with humans, having sympathy, interest, antipathy, disgust, enthusiasm? Will this be so far? Really? How far are we from having machines participating with humans in a multi-cultural, multi-tetravalent-based brained (carbon vs silicon), social network?
+*-By 2016 TIM will be the main commercial brand of Telecom Italia Group, a shift that will allow the reunification of the manifold spirits of Telecom Italia under a single brand. This decision has been taken according to an emerging trend in the last years: the progressive yet real convergence between landline and mobile allowed by the Internet, new devices, technology and digital platforms. What is, then, the impact of the application of such a strategy on digital touchpoints? How to plan and how to apply it? What kind of monitoring does it require? What are the enabling technologies and infrastructures?
+*-Brands have long been communicators and expert storytellers. These days, however, leading brands are experimenting with disruptive, cross-channel platforms in order to build more profound customer relationships. We will share a novel approach to customer engagement and advertising that brands are successfully deploying with their strategies to co-create value in context, in use and in network. This talk will explore HairAdvisor, the first platform of its kind, a collaboration between Hearst Magazines, one of the most influential media companies, and L’Oréal Group, the world’s largest beauty and cosmetics company. HairAdvisor’s unique business model provides valuable, much-needed discovery and reservation services for salon professionals and beauty consumers alike through its innovative storytelling methodologies, native advertising and user-centred experience.
+*-Dynamically knowing clients and customers is the turning point for success in the current digital media and entertainment industry. In fact, customer data and intelligence allow to manage customers with customized and relevant messages during each interaction in their journey lifecycle. To do this, it is important to identify the proper target for each campaign developing new propensity and churn models and carefully monitoring the effectiveness of each activity on customers.
+*-We are going to experience an important rebalancing of the market shares and a new symmetry of the relationship between the bank and the client over the next ten year. The financial institutions are called to be more and more reactive and ready to intercept the needs and the new behavior of the client, leveraging digital frameworks and advisory formats with very innovative contents and distribution modality. In this speech we will explore: – How the process can become the product, leveraging the users involvement; – The listening as a tool to create new products and services; – How to go from a transactional bank to an information bank.