2. WHAT IS SOCIAL BUSINESSS
STRATEGY?

3. Low Digital Maturity Rating in Human / Technology Resources,
Data, Content, Channel and Social Business Strategies

4. What is Social Business Strategy?
“The intentional use of social media to drive
meaningful strategic business outcomes. It
relates to “the ways social media tools and
practices are being adopted within organizations
to support internal employee collaboration and
external customer engagement”
Social Business by Design, by Dion Hinchcliffe
and Peter Kim, published by Jossey-Bass, 2012

5. What is Social Business Strategy?
“…the evolution to a Social Business as the deep
integration of social media and social
methodologies into the organization to drive
business impact.”
-- Charlene Li and Brian Solis, Altimeter,
March 6, 2013
Source: Success Factors of a Social Business by Charlene Li and Brian Solis March 6, 2013 on LinkedIn Today

6. The new production line

7. Agenda
• Macro trends to consider
• Social media becomes social business
• How IBM became a social business
• How other companies have done it
• The foundational bits
• Q&A

8. 1.5 billionNumber of social networking users globally
Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012
The world is social

9. 80Percentage of online users interact with social
networks regularly
The world is social
Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012

10. 70Percentage of companies that use social technologies
The world is social
Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012

11. 90Percentage of companies using social technologies
report some business benefit
The world is social
Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012

12. 28Number of hours knowledge workers spend writing emails,
looking for information & collaborating internally
The world is social
Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012

13. Public attitudes are changing
Source: 2012 Edelman Trust Barometer Executive Summary

14. Businesses are responding
Source: 2012 IBM CEO Study “Leading Through Connections”

15. Leaders need new skills
The dynamics of social media amplify the need for qualities that have long been a staple of effective
leadership, such as strategic creativity, authentic communication, and the ability to deal with a corporation’s
social and political dynamics and to design an agile and responsive organization.
Social media also adds new dimensions to these traits. For example, it requires the ability to create compelling,
engaging multimedia content. Leaders need to excel at cocreation and collaboration—the currencies of the
social-media world. Executives must understand the nature of different social-media tools and the unruly forces
they can unleash.
Equally important, there’s an organizational dimension: leaders must cultivate a new, technologically linked
social infrastructure that by design promotes constant interaction across physical and geographical boundaries,
as well as self-organized discourse and exchange.
Roland Deiser & Sylvia Newton, Six social-media skills every leader needs,
McKinsey Quarterly, Feb. 2013

16. Social Media becomes Social Business
Social Media
• Focus on customers/prospects
• Focus on specific platforms:
“What’s our strategy for
Facebook/Twitter/Pinterest?
• Limited / narrow project scope
(contests, surveys, etc.)
• Limited / narrow analytics
• “Something marketing does”
Social Business
• Focus on customers, prospects,
employees, partners
• Focus on business goals:
How can we improve the
customer experience? How can
we break down silos and
collaborate more?
• Cross-functional scope
• Broad/deep analytics
• “Something everyone does”

17. Social Media becomes Social Business
Picture a company that doesn’t follow
the flow of an organizational chart, but
thrives as a network of communities:
• What if your employees could spot
gaps in their expertise and quickly
identify the best colleagues or
candidates to fill them?
• Or if your staff could instantly share
their knowledge across departments,
across languages, across oceans?

18. Social Media becomes Social Business
Engaging
Transparent
Nimble
It’s ENGAGING employees and customers in a two-way conversation
It’s creating TRANSPARENCY so information flows freely across the organization
It’s being NIMBLE so business can adapt quickly to change

19. Social Business Strategy benefits

20. Survey says…
Source: The Business of Social Business: IBM Institute for Business Value, 2012

21. Survey says…
Source: The Business of Social Business: IBM Institute for Business Value, 2012

22. Survey says…
Source: The Business of Social Business: IBM Institute for Business Value, 2012

23. Executive Support
“I am very aggressive internally in IBM in moving into a
social enterprise. It flattens organizations. It
enhances their speed. […] And I envision a day even
with all your employees where it's more important
what you share, not just what you know ... It's not so
much what you say you know; I care about what the
world thinks you know, what clients think you know.
[…] I believe this idea of being the social production
line of the future is how many, many companies will
operate, particularly in a global environment. “
~ Ginni Rometty, President & CEO, IBM
Jessi Hempel, Ginni Rometty reveals the future of Watson, CNN Money, May 17

24. • 400k full-time
employees
• 100k partners
• 100k contractors
• Half the workforce has
less than 5 years of
service
• 62% of workforce in
the Services
organization
• 50% of workforce
work remotely
• 71% outside USA
• 15% from acquisitions
and outsourcing deals
Your challenge, should you choose to
accept it…
Challenge: increase productivity, collaboration &
innovation

25.  1980s: “Virtual Machine”
 1996: w3 Intranet operated by
Corp. Comms (17k/day
 2000: One IBM Single Portal
Strategy (500K/day)
 2004: Role-enabled workplace
(2M/day)
 2005: Bottom-up blogging
guidelines
 2008: Blogging guidelines
expanded and formalized into
social computing guidelines
 2009: Collaboration platform,
corporate risk assessment
 2010: Social enterprise:
internal/external
 2011: Workplace of the Future
is Social Business, Social
Business Council
 2012: Digital IBMer, Voices
From consumption to participation

26. Social tools for business in context
IBM Internal / Intranet External / Internet
My IBM.com
… plus many many more…
Activities
Blogs
Bookmarks
Files
Forums
Wikis
Profiles
Communities

27. Social business inside IBM starts with a
social intranet
Pronunciation
Rich profile
information
Reporting
chain
Network
Activity
Stream
Tags Social links

28. Social business inside IBM starts with a
social intranet
Applications
Search
To Do List
Recommended
Content
Activity Streams

29. Strategic
Investment
at HQ
Program
Staff
Resource
Investment
Web
Services
Program
Innovation
Mgmt.
Support
World
Wide Ad
Support
Sponsors
(LinkedIn /
Sponsorship
Marketing)
Research &
Analytics
Partnership
2
Dedicated
Scrum
Teams
Infrastructure & resources

30. IBM social behavior leads to great results
Inside IBM Outside IBM
Profiles 636,000 users w/ profiles doing
3.5 million profile searches / week
8 million registered users
4.5 million unique monthly visitors
Communities 86,000 public and 83,000 private
communities with 715,000 members
2,500 public communities
45,000 members
Blogs 428K users with 74, 500 blogs
244,000 entries
1,100 blogs
25,000 comments
File Sharing 1.18 million files downloaded 44.8
million times
Wikis 99,500 wikis with 1.6 million pages
and 92.4 million page views
Bookmarks 64,600 users sharing 1.6 million
bookmarks and 4.8 million tags
Forums 178,000 forums with 967,000 topics
generating 3.18 million posts from
175K users
IBM developerWorks has over 1
million users sharing in thousands of
forums
Instant Messaging 12 million instant messages per day IBM collaborates with thousands of
partners and customers through IM
Web Meetings 150,000 web meetings
1 million participants
Activities 655,000 users working on 400,000
activities with 7.49 million entries

31. The results
Source: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)
Challenge: increase productivity,
collaboration & innovation
Productivity Collaboration Innovation
Search satisfaction up
50% with productivity
savings of $4.5M/yr
84% share knowledge with
others
$700K savings from
reduced travel
84% access experts more
quickly
77% re-use assets 64.5% increase their
sense of belonging
59.9% increase sales Reductions in voicemail
87% increase skills Reductions in email server
costs
74% increase their
productivity
64.5% improve personal
reputation
42.2% improve customer
satisfaction

32. Customer experience: City of Dubuqe

33. Accelerate Innovation: Cemex

34. Workforce productivity: Berlitz

35. Build your base

36. Choose your tool(s)
Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012

37. Choose your starting point(s)
Source: The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute, July 2012

38. IBM Thought Leaders
@sandy_carter @edbrill

39. Hey, thanks!
• @DTurnerBlogs
• @IBMSocialBiz
• IBM.com/social-business