IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.

1. IBM
Jon Mell, Social Collaboration Leader, North Europe
©2011 IBM Corporation
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2. Introduction
©2011 IBM Corporation

3. Social Media vs. Social Business
Social Media Social Business
Nimble
Engaged
Transparent
Primarily marketing and PR Encompasses organization
and business processes
©2011 IBM Corporation

4. Focus on business processes
Social Business
 Listen to market
Outcomes  Build advocates
Traditional Business Deeper client
Marketing, relationships
Customer  'Push' marketing
Service  Control brand  Embed social in process
 Connect in and outside
Speed-to-
Product Market
& Service  Invest R&D
 Ideas from inside  Build communities
Development  Act small
Adaptability to
Operations,  Siloed
Market
Human  Rigid
Resources
©2011 IBM Corporation
July 19, 2011 Accelerating Social Business

5. Align Organizational Goals & Culture
Gain Friends Through Social Trust
Engage Through Experiences
Network Your Business Processes
Design for Reputation & Risk Management
Analyze Your Data
Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter,
ISBN: 0132618311, Copyright © 2011, IBM Press
©2011 IBM Corporation

6. Nature of work is changing
 Within six years, workers will collaborate 80% of
their time “Organizations and businesses
around the world are recognising
 Work will flow seamlessly, fluidly, across fully that they need to reinvent their
connected and visible processes infrastructures and processes to
allow their people to collaborate
 Work increasingly will involve external partners with each other, their customers
and their partners; to foster
creativity and problem solving and
 Agility will become a key performance metric to enable the very act of
enterprise.”
 Pro-active processes will be strengthened with
predictive capabilities
 Work will not be centered on an organization
but on a community of people who will be
sourced from a variety of places: employees,
contractors, alumni, industry experts
 Batch processing will be forgotten; real-time will be
the norm
Source: http://www.ibm.com/ibm/ideasfromibm/us/smartplanet/topics/businessproductivity/20090504/index.shtml
©2011 IBM Corporation

7. IBM has the challenge of increasing
productivity, collaboration and innovation of its
400,000+ employees worldwide
CEOs: sources of new ideas and innovation
Business partners Employees (general population)
Clients Research and development (internal)
Consultants Sales or service units
Competitors Other
Associations, trade groups, Think tanks
conference boards
Academia Internet, blogs, bulletin boards
45% 35% 25% 15% 5% 5% 15% 25% 35% 45%
IBM Institute for Business Value. CEO Study 2006
Traditionalist Boomer Gen X Gen Y
The hard way Too much and I’ll Required to keep Continuous and
Training leave me expected
Learning style Classroom Facilitated Independent Collaborative and
 ~50% employees work remotely networked
Communication Hub and spoke Collaborative
style Top down Guarded
 ~50% with IBM < 5 years
Problem-solving Hierarchical Horizontal Independent Collaborative
 100% suffer from information Decision-making Seeks approval Team informed Team includes Team decides
overload Command and Get out of the
Leadership style control way Coach Partner
 100% expecting rapid response Feedback
No news is good Once per year Weekly / daily On demand
news
 13 Persona-based IT roles Unable to work Unfathomable if
Technology use Uncomfortable Unsure without it not provided
Job changing Unwise Sets me back Necessary Part of my daily
routine
Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve
the Generational Puzzle at Work. ©2011 IBM Corporation
Wheaton, IL. Harper Business, 2003.

8. Enabling Culture Change
Social software @ IBM
Why? What we’ve done
 Need to connect 400,000+ employees
across 170 countries • Transformed intranet into robust social
computing platform
 Enable employees to be more
 Created communities of enthusiasts to
productive, more knowledgeable, faster
encourage grassroots adoption (BlueIQ)
 Facilitate collaborative innovation  Harnessed IBM as test-bed for
collaborative tools we then commercialize
 Organize the flow of ad hoc collaboration
 Established IBM social computing policy
 Drive innovation into products faster and guidelines
 Created “reverse mentoring” program to
 Harness the knowledge of subject matter
pair social computing experts with IBM
experts from across IBM quickly
leaders (I&VT Ambassadors)
 Surface IBMers as experts to engage  Building an Expertise and Eminence
with clients, partners and others initiative to groom experts on all levels
Benefits
©2011 IBM Corporation
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9. Map collaboration framework to strategic priorities
}
Strategic Priorities Collaboration Framework (EPF 13.5)
 Transform the enterprise
into a more collaborative
organization
Establish a high-value
collaborative IBM Internet
presence
Simplify and integrate tools
and processes
 Improve employees' and
clients' ability to identify IBM
experts
©2011 IBM Corporation

10. Realizing the benefits of collaboration &
networking are significant to individuals and
organizations
 87% of IBMers collaborating with
others in communities increase skills
 84% access expertise more quickly
 74% increase their productivity
 64% improve personal reputation
©2011 IBM Corporation

11. . . . so what's in it for you?
Think about how often you connect
with someone to:
It's all about you
 Find information & your network
 Get an answer to a question
 Ask for advice
 Bounce off an idea
 Get another opinion
 Reuse work
The reality is that:
 There is too much information for us
to manage by ourselves
 More heads are better than one
(Wisdom of crowds)
 We all need to connect and feel
connected
©2011 IBM Corporation

12. We provide enablement and adoption on multiple
levels
Social computing guidelines
Geography customization
Ambassadors Requests for consultation
12 ©2011 IBM Corporation

13. Don’t forget your day job

14. We are embedding “social” in the IBM external pages
©2011 IBM Corporation

15. Internally, we have deployed a platform for
collaboration
empowers users to be more innovative and helps
them collaborate & execute more quickly with
dynamic networks of co-workers, partners and
customers.
IBM Connections
Create, find, join, and Quickly find the people you
work with communities Home Profiles need by searching across
your organization using
of people who share a
common interest, keywords that help identify
responsibility, or area of expertise, current projects
expertise and responsibilities
Activities Organize your work, plan next
Communities steps, and easily tap your
expanding professional network to
help execute your everyday
deliverables, faster
Use a weblog to
present your idea and
get feedback from Blogs Share your files with your
others; learn from the Files colleagues. Everyone can
expertise and store, share, and
experience of others Wikis collaborate on files.
who blog
Save, organize and share
Bookmarks Provide a place for
bookmarks; discover groups of people to
bookmarks that have been jointly create and
qualified by others with maintain content
similar interests & expertise through contribution
and collaboration.
©2011 IBM Corporation

16. Social software adoption in IBM (1Q2011)
 Profiles: 630K users w/ profiles; 1M+ searches per week
 Communities: 352K members; 14K public & 20K restricted
 Files: 235K users; 5.9M files downloaded
 Wikis: 237K users; 35K wikis
 Blogs: 82K users; 11K bloggers with 16K blogs
 Bookmarks: 33K users; 1.1M bookmarks & 2.2M tags
 Activities: 380K users; 184K activities & 2.5M entries
 Instant Messaging: 100% of IBM; 40-50M message per day
©2011 IBM Corporation

17. Lessons Learned
 “What to use when” should be made as easy as possible. A single,
consolidated social platform is critical
 Executives impact adoption by role modelling the use of the tools
– Many executives need individual “reverse” mentoring
– Their staff also need to be trained separately
 Use of the tools should be integrated with business processes
– Business units need special consultation for how to do this integration
– Capturing and publishing business value is crucial
 Some geographies need special customization to realize business
value
 Privacy issues are core to social computing and require early attention
and systematic focus.
©2011 IBM Corporation

18. IBM values
• Excellence in • Dedication to every
everything IBM does client’s success
• Superior customer • Innovation that
service matters, for our
• Respect for the company and for the
world
individual
• Trust and personal
responsibility in all
relationships
54 hours + 7 days of rating ideas
56,870 participants (unique users)
32,622 posts/replies
2.3 million views to site
Tens of thousands of ideas
Ratings site translated into 11 languages
65 ideas received 5,000 or more votesIBM Corporation
©2011

19. In summary, IBM uses social software to...
Be Change Ready  Empower people to share their knowledge and
expertise
 Enable people to discover information quickly
and easily
Integrate Globally
 Find and connect with the right experts fast
 Work together virtually without flying in for face
to face meetings
 Connect everyone to our customers and partners
 Innovate our products and services, entering new
markets and gaining new potential customers
Lead in Innovation
 Anticipate change faster than your competition
©2011 IBM Corporation

20. Thank you
Jon Mell, Social Collaboration Leader, North Europe
©2011 IBM Corporation