Presentation by Mr Lim Swee Cheang, CEO/Director of Institute of Systems Science, NUS, at IBM InterConnect 2013 on 10 Oct 2013.

1. Social Business Adoption: Why bother?
Mr Lim Swee Cheang, Director/CEO
Institute of Systems Science, National University of Singapore
© 2013 IBM Corporation

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The Institute of Systems Science
National University of Singapore
Developing Leaders, Driving Innovation
• Management & Professional Programmes
• Senior Executive Programmes & eGov Leadership
• Graduate Programmes
• Research & Consulting
• Executive Seminars
/ISS.NUS @ISSNUS www.iss.nus.edu.sg

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Pittsburgh 1995 ….
Slide 3
How Bell Labs Creates Star Performers?
1993 Research Paper by Prof Robert E. Kelley, CMU GSIA

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Harvard Business Review July 1993

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IEEE Spectrum Journal 1999

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Pittsburgh 1995 ….
an ‘innocent’ lunch appointment …
PhD from MIT
Slide 6

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MIT PhD Graduates in 1995 ….
Key Measurement of Success
Slide 7

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To be employed by
Bell Labs
Slide 8
MIT PhD Graduates in 1995 ….
Key Measurement of Success

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How Bell Labs Creates
Star Performers?

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A Little about Bell Labs
 Bell Laboratories (also known as Bell Labs and formerly known as AT&T
Bell Laboratories and Bell Telephone Laboratories)
 It is now the research and development subsidiary of the French-owned
Alcatel-Lucent in Berkeley Heights, New Jersey, United States.
Slide 10

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The Productivity is 8:1 difference
between a star & an average
knowledge worker (computer
scientist or engineer)
Only 10 - 15% are stars
Bell Labs Star Performers
Slide 11

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Why is there such a
difference?
Productivity is 8:1

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Is it due to ‘better IQ’?
But they were all topnotch graduates!
Is it due to the ‘enormous will to win’?
But they all worked 50 to 60 hours a week!
The answer found by Prof Kelley:
It is due to the ‘strategic ways’ the stars do their jobs.
Slide 13

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The 9 Work Strategies (in order of important)
1. Taking Initiative (Going Beyond the Job)
2. Networking (access to co-workers & share knowledge)
Slide 14

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The 9 Work Strategies (in order of important)
1. Taking Initiative (Going Beyond the Job)
2. Networking (access to co-workers & share knowledge)
3. Self-management
4. Teamwork Effectiveness
5. Leadership
6. Followership (helping the leader accomplish goals)
7. Perspective (taking on other view points)
8. Show & Tell (presenting ideas persuasively)
9. Organizational Savvy (promote cooperation, address
conflicts)
Slide 15

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1. Taking Initiative
2. Networking (thrive in social business environment)
3. Self-management (aided by social business environment)
4. Teamwork Effectiveness (thrive in social business environment)
5. Leadership (aided by social business environment)
6. Followership (thrive in social business environment)
7. Perspective (thrive in social business environment)
8. Show & Tell (thrive in social business environment)
9. Organizational Savvy
Slide 16
The 9 Work Strategies (the 2013 Perspective)

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In 2013 ….
Social Business Supports
7 out of 9
Strategies
to make our staff more
productive
Slide 17

18. AIIM 2011 survey on Social Business Systems
451 members replied on usage
•18% actively used across enterprise
•19% partially implemented but not enterprise wide usage
•17% Beginning to form a strategy
•24% ad hoc usage
•15% no use
•6% discourage to use
http://www.aiim.org/pdfdocuments/IW-SocialBusiness-2011.pdf

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Key Drivers for Social Business
AIIM 2011 survey on Social Business Systems

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Three Biggest Benefits of using Social Business
AIIM 2011 survey on Social Business Systems

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Three Biggest Issues of using Social Business
AIIM 2011 survey on Social Business Systems

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“The average Intel employee dumps one day
a week trying to find people with the experience
and expertise plus their relevant information to do
their job. We have calculated some of the $$
impact due to lost productivity and
opportunity. Let me say that it is motivating
us to take action."
Laurie Buczek, Enterprise Social Media Manager, Intel.

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“By 2015, the 20% of enterprises
employing social media beyond
marketing will lead their industries
in revenue growth.”
Social Is Here - Where's the ROI?

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from McKinsey Quarterly Survey Dec 2010
The rise of the networked enterprise: Web 2.0 finds its payday.
75%
of companies claimed they were
seeing quantifiable benefits
(non-revenue).
50%
more likely to experience
simultaneous gains in market
share and operating margins.
For highly networked enterprises, they are

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What are the biggest perceived benefits from
integrating business with social?
•Collaboration
•Knowledge Sharing
•Customer Satisfaction
•Marketing/Sales
•Staff Engagement
AIIM 2011 survey on Social Business Systems

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Social adoption begins with that first step ……
to learn and understand by doing.

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© 2013 IBM Corporation
Thank You