More Related Content Similar to Innovation antwerp45 (20) Innovation antwerp451. Harnessing Innovation through social
tools to generate business benefit
ANTWERP
Ian McNairn
Program Director Innovation & Social Collaboration
Office of the IBM CIO
@mcnairn ian.mcnairn@uk.ibm.com #innov12ism © 2012 IBM Corporation
4. Why does being a
social business
empower
innovation ?
© 2012 IBM Corporation
8. People are empowered like never before
Find and share Rise of social networking Bringing social tools
information instantly and mobile devices into the enterprise
• 155 million tweets sent • Social networking • 37% of US IT workers are
via Twitter each day
accounts for 22% of all using technology they
• More than 7 billion pieces online time
master first at home,
of content shared each • Smartphone and tablet then bring to work
week on Facebook shipments now outpace • 64% of GenY download
PCs unauthorized applications
at least once a week
to get their job done
Source: Facebook, 2011
Source: Nielsenwire, 6/1/2010, Morgan Stanley
Source: Forrester: Forrsights Workforce Survey 2011 © 2012 IBM Corporation
9. IBM Social Transformation
IBM has a workforce of over 500,000 of whom 40% do not have an IBM office
• 425K+ employees
• 100K+ contractors
• 170 countries
• 2,000 locations
• 50% work in Growth markets
• ~100 acquisitions since 2002
• 50% < 5 years experience
• >50% are mobile
• We are a Social Business
IBM Locations
Mobile Employees
© 2012 IBM Corporation
11. Creating an innovation conducive environment within the organisation
Finding common language across silos for effective collaboration
Establishing an idea generation and submission process in a different cultural context
Provide training and coaching to your employees
What does
this
innovation
journey
entail ? © 2012 IBM Corporation
17. ThinkPlace evolved into Innovation hub
Ideation blogs in Connections
The JAM
TAP
500k users on Connections
Executive Challenges
© 2011 IBM Corporation
19. • Threaded discussion and idea-rating system
• Equal access by all employees
• Examples
• WorldJam identified 35 ideas for implementation
(2001)
• ValuesJam produced 3 IBM Values (2003)
• InnovationJam identified 10 ideas to be funded by
$100 million (2006)
© 2010 IBM Corporation
22. Catalysts
14 responses, 8 distinct voices
All in 1 day
No email clutter
Recorded and shared with all in the company
Tapping into the stream of ideas and trends
Targeting the appropriate "following"
Adding a personal touch & immediacy
Attribution lies at the heart of the design
© 2011 IBM Corporation
26. Sunset / harden / leave
Create Share Refine Harden Refactor
Individual or small
team
Hours > Days
Wider Community of Interest
Weeks > Months
Catching organisation
Months
Corporate IT/Services
Months > Years
At any point the application might become stable or become redundant
© 2012 IBM Corporation
28. Innovation Excellence – Amsterdam Sept 2010
An experimental space – how to recognise contribution?
Results from
Deploying a
Participation Incentive
Mechanism within the
Enterprise
Rosta Farzan - rosta@cs.pitt.edu
Joan M. DiMicco, David R.Millen,
Beth Brownholtz, Werner Geyer,
Casey Dugan
IBM Research, 1 Rogers Street,
Cambridge, MA 02142
{joan.dimicco; david_r_millen;
beth_brownholtz; werner.geyer;
cadugan} @us.ibm.com
CHI 2008, April 5-10, 2008, Florence, Italy.
Copyright 2008 ACM
978-1-60558-011-1/08/04ı$5.00.
Started Sept’07
As of Jan 12, 2009 :
• 51,998+ joined
• 62,716 photos
• 18,902 hive5s
• 2,853 events
© 2010 IBM Corporation
29. IBM’s internal innovation ecosystem
Prototype
TDIL
IIOSB
Bluehost
Community Source
Ideation WebAhead Research
HiPODs
BizTech
ExtremeBlue
Idea Evaluate
Refine with Test with
community Community
Ideation Blogs/Innovation Hubs/Jams TAP Outside
Products
Test with
and
Clients
Deploy Assets
alphaWorks
EDC AHE
aW Services
IHE Greenhouse
© 2012 IBM Corporation
30. Innovation process: Jams
enterprise-wide discussion, collaboration and decision-making
• Real-time threaded discussion
• Open idea-rating
• Equal access by all employees
WorldJam 2001
ValuesJam
WorldJam 2004
InnovationJam
A new collaborative medium to
Focused on pragmatic solutions
For the first time, IBM’s clients,
An in-depth exploration of IBM’s
capture best practices on 10
around growth, innovation and
Business Partners, and our
Values and Beliefs by employees
urgent IBM issues bringing the company’s solutions
Family members joined in a
To life
new collaborative exercise
31. Technology Adoption Program
concepts & ideas
~ 32,000 page views/day
~ 8,000 visitors/day
150,000+ early adopters
production
© 2011 IBM Corporation
32. Open to Early Adopters and Innovators across IBM
Over 100,000 IBMers registered
More than 150 offerings piloted
Sametime 7.5
released 9 alphas & 4 betas during development
5 months in development vs
the traditional 18-month cycle
38. BlueIQ Ambassador Program
BlueIQ clinics – “The Doctor Is
In” – are designed to help
individuals with whatever they
need to use IBM social software.
BlueIQ clinics can be run to help
individuals in-person and/or on
the phone.
BlueIQ lunch & learn sessions
are designed to teach
individuals, teams and
communities how to use IBM
social software tools. BlueIQ
lunch and learn sessions can be
run in-person and/or as an e-
meeting.
BlueIQ jumpstart
engagements are pro-active
"consulting" engagements with
IBM software sales and
technical sales teams to help
them do what they do better
using IBM social software. The
engagement team identifies use
cases, recommends tools and
enablement materials, and
captures success stories for use
by other teams.
© 2012 IBM Corporation
44. Social Conduct at IBM: Built on Employee Trust
- IBM supports open dialogue and the exchange of ideas
1. Responsible engagement in innovation and dialogue
2. To learn, to contribute (source: Adam Christensen)
1.Be who you are
2.Speak in the first person
3.Use a disclaimer
‘In the social media, the IBM
4.Respect your audience
employee is the brand’
5. Add value
6.Don't pick fights
7.Be the first to respond to your own mistakes.
8.Use your best judgment.
9.Don't forget your day job.
© 2012 IBM Corporation
45. Which tools are
best at enhancing
the innovation
process ?
Finding People and managing the network
Broadcast, chat and collaboration across the pillars
Email reduction, social comment and keeping up to date
Altruism or self-serving - knowledge curating and payback
To do or not to do lists - that's not a question
Finding, managing and monitoring it all
46. IBM Social Transformation
• Depth of insight
• Content
• Status
• Contact
• Other (similar) people
• Communities
© 2012 IBM Corporation
54. So how does Social Bookmarking WORK ?
See public bookmarks
Subscribe to them
Be kept informed
© 2012 IBM Corporation
59. How does IBM implement
social tools, incentivise
and reward usage, and
measure effectiveness ?
60. IBM Connections is hard at work in IBM
June 2012
IBM has, itself, made the transition with more
than 400,000 IBM employees collaborating
through IBM Connections. Their leaders are
active daily users of social media to
communicate more effectively and directly with
all levels within the company. As a result, more
than 67,000 communities have been developed,
475,000 files shared globally have generated
more than 9 million downloads. Every day, IBM
generates 35 million instant message chats.
© 2011 IBM Corporation
61. Social Business ROI
IBM developerWorks community saves $100
million annually from people who use this
resource instead of contacting IBM support.
(Forrester, 2010)
http://www.beingpeterkim.com/2012/01/social-business-roi-examples.html
62. And our internet presence transforms even more rapidly
© 2012 IBM Corporation
64. “It's not what work you expect
Employee #123 to accomplish per
person-month of work.
“It's the work you never expected
would happen, that suddenly
creates new business.”
Luba Cherbakov,
IBM Distinguished Engineer and Director
© 2012 IBM Corporation
65. IBM Internal Social Software
ian.mcnairn@uk.ibm.com
+44 7980 445749
@mcnairn
67 © 2011 IBM Corporation
66. Innovation Excellence – Amsterdam Sept 2010
BlueThx – a Case Study
• Vision
• Stages it went through
– Idea
– Socialisation
– Teaming
– Initial toe in water
– Viral adoption
– Feedback and improvement
– Utilisation grows
– Expanded horizons
– Adoption by rank and file, and Head office
– Validation
• Funding
• Hardening
• Business critical
© 2010 IBM Corporation
67. Innovation Excellence – Amsterdam Sept 2010
So how does BlueThx work ?
BlueThx are stored in the
Kenny says why he wants to thank her
Kenny wants to thank Yael for repository and the PRIVACY
advice she gave him that He completes a brief description and tags levels of both recipient and
helped him with a customer it with keywords giver are checked
BlueThx appears in the Lotus
Connections Profile 'Board' of
P ciasepe, K
ar ennet h (K
r elease of Lot us C
07 Jun 2010 1:00 P
enny) gave Y ael R avin a BlueT for her management suppor t in pr omot ing t he B
hx
onnect ions. [cont ent would come fr om t he “ Descr ibe why you ar e t hanking Y R
M
lueT inclusion in t he July 31st
hx
ael avin:” inBlueThx]
Mor e
both the Yael and Kenny *
BlueThx global statistics
such as giving by Geo,
or receiving by LoB are
aggregated for viewing
So that any of their contacts
can see and so the BlueThx
message gets virally spread
Each person has their own BlueThx Received Given
page where their BlueThx given &
received is visible
© 2010 IBM Corporation
* Feature still to be implemented as at
69. Harnessing Innovation through social tools to
generate business benefit
• Why does being a Social Business empower innovation?
• Where do social tools add value to innovation?
• What does this (new) innovation journey entail?
•
Creating an innovation conducive environment within the organisation
•
Finding common language across silos for effective collaboration
•
Establishing an idea generation and submission process in a different cultural context
•
Provide training and coaching to your employees
• Which tools are best at enhancing the various stages of the innovation process?
•
Finding People and managing the network
•
Broadcast, chat and collaboration across the pillars
•
Email reduction, social comment and keeping up to date
•
Altruism or self-serving - knowledge curating and payback
•
To do or not to do lists - that's not a question
•
Finding, managing and monitoring it all
• How does IBM implement Social Tools, incentivise and reward usage, and measure effectiveness?
Brussels/Antwerp/Berlin/Amsterdam Sept