IBM pioneered the concept of social business - an organization whose culture of participation and systems of engagement encourage groups of people to drive specific business outcomes. In this presentation, IBM Vice President Ed Brill describes the organization's progress on its social business journey. Real examples of how IBMers are driving innovation, speed,agility, client satisfaction, and employee engagement through the use of IBM Connections and other social tools are included, along with discussion of how to measure the business outcomes from internal social.

2. IBM’s Social Business
Transformation
Ed Brill
VP, Social Business Transformation

4. Let’s talk about social business.
§ What exactly does that mean?
§ How is IBM doing it?
§ What value does social add to business and to me?
§ What outcomes has IBM seen from social business practices?
– Categories
– Mindset shift
§ Use Social to Solve Business Problems
§ Real Examples of Social Business Wins
– Winners of IBM’s First Social Business Transformation Impact Award

5. Defining Social Business
A social business is an
organization whose culture of
participation and systems of
engagement encourage networks
of people to create business
outcomes.
-- Derived from Andrew Grill/IBM Interactive

6. In a social enterprise, your value is established not
by how much knowledge you amass, but by how
much knowledge you impart to others.
This isn’t just a change in tools. It’s a change in
mindset and organizational culture.
– IBM CEO Ginni Rometty
Council on Foreign Relations speech (March, 2013)
Defining Social Business

7. Social Business at IBM: Taking Advantage of Change
IBM is looking beyond social media to see how social
technologies drive real business value. From
marketing and sales to product and service innovation,
social is changing the way employees connect, share
expertise, and engage with each other & clients.

8. IBMer social participation has increased significantly in the past three years.
0
10
20
30
40
50
60
70
80
90
100
Use Connections
& External Networks
Use Connections
Only
Use External Only
Use None
43%
18%
40%
21%
38%
23%
5%
9%
38%
Q1 2014Q3 2011

9. Employee
Engagement
Speed & Agility EfficiencyInnovation
Improved Client
Experience & Growth
For the company:
For IBMers:
Improved Flow
Career Progression
Sense of Belonging
Reputation & Eminence
Outcomes of IBM’s Social Business Journey

10. Working in the Open Leads to a Shift in Employee Mindsets
Current Mindsets Future Mindsets
I am valued for the knowledge I have
Social means I’m on LinkedIn
Social tools are yet another thing to do
I wor:; about the risk of sharing too much
I am valued for the ex>er?ise I share
Social is collaborating across net@orks to
solve problems
Social business is embedded into the way we work
I am t:Bsted and feel prepared to share
appropriately

11. The value of social starts to stick when it solves an immediate
business need
Onboard new
IBMers
Build new
skills
Define what
makes us us
Develop
account plans
Build meeting
agendas
Recognize
employees
11
Apply Social Directly to Your Business Needs

12. § Unclear value
§ Social perceived as optional
§ Over-reliance on mandates
§ Loss of control
§ Unclear action plan
12
What are Common Concerns from Leaders?
Where should I start?
The options are
overwhelming.
Working in the open
makes me nervous.
Open criticism could
hurt my reputation.
We’re way too busy
to use social tools.
There’s not enough
time to do it.
I don’t see how
social business
will help me
achieve my
business objectives.
I really believe
in social business,
but in this case,
we just have to issue
a strong directive.

13. What Measurable Business Goals Relate to Social?
§ 73% say “social business is important
or somewhat important”
§ Anecdotal evidence plays a major role
in demonstrating the value of social
business
§ Social use cases:
– 87% use it to spur innovation
– 83% use it to improve
leadership performance and
manage talent
– 60% integrate social business
into operations
“Moving beyond marketing” – MIT Sloan and Deloitte, Copyright August 2014

14. More Measurable Business Goals That Relate to Social
Increased volume or
scale of new
business
opportunities from
cross-organizational
collaboration
Reduction in travel
costs through
greater use of online
communities and
collaboration
Reduction in help
desk costs through
improved self-
service for staff
Cost savings
through reuse of
materials or
processes
Faster onboarding
for staff, allowing
them to quickly
reach productivity
through access to
peers, experts, and
information
Reduction in
employee
turnover through
improved
engagement
“Building a business case for
social collaboration”
–MWD Advisors, August 2014

15. Social Ambitions
Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact
For more info, visit: ibm.com/ibmcai/socialstudy

16. IBM’s Social Dashboard – Measuring Your Eminence

17. Being social does impact business outcomes
Our analysis observed a statistically significant correlation between
employee engagement and innovation results where optimally
engaged employees are 120% more likely to generate measurable
innovation and 50% more likely to demonstrate customer
advocacy.
After employee tenure it was the single most important predictor of
innovation, by a long shot, and it was only marginally behind tenure.
Basis: Study of Enterprise Graph and Patents & Publications Data
Source: Marie Wallace’s blog – All Things Analytics

18. There is Value in Social Coaching
§ 200 IBM Executives Coached Over Two years
– Coached execs score 60% higher than un-
coached executives on personal dashboards
– Coached execs have 4x as many network
contacts and create 6x as much helpful
content
– 57% of un-coached executives score below 20,
but only 21% of coached execs fall below this
level

19. Introducing IBM’s
And the Winners Are…

20. Strategy
§ Evolved support DNA to become outside-in,
proactive, client-centric
§ Employed Share Expertise strategy
§ Enabled team members to participate
§ Changed performance metrics to shift culture
§ Gave social utilization codes
equal weight to PMR codes
#Socialclicks when you realize the core of technical support is
sharing expertise to make clients successful.
Results
§ Changed cultural habits to
incorporate social
§ Took tailored answers TO the clients
§ Provided clients with consistent,
active forums for answers
§ Gave customers what they want
Social enabled IBM s AIM Support Organization to adopt a proactive,
client-centric model. Social utilization was added to performance
metrics to drive participation.
Kelley Anders
AIM Technical Support, Social Business Program Manager

21. Strategy
§ Recognized a need for app development at
IBM
§ Saw opportunity to empower IBMers and
drive innovation
§ CIOLab and IBM Research created open,
social crowdfunding platform
§ Moved away from traditional top-down
funding decisions
ifundIT is a social crowdfunding platform that drives
innovation and app development from the ground up at IBM.
Cara Viktorov
CIO Innovation Lab, ifundIT UX Community Manager
Results
§ 18 projects completed with estimated
benefit of $3.25M
§ Flattened organization, empowered
ground-up innovation
§ Over 1500 mobile app ideas submitted
this year
§ Over 6000 IBMers from 65 countries
received funding
§ 150 new mobile apps for IBM with $7M
funding
IBM ifundIT is breaking ground as a successful, community-driven
enterprise crowd-funding initiative that relies on individuals self-starting projects,
working together, and making investment decisions.

22. Strategy
§ Developed expertise for Mac usage of IBM
software
§ Noticed other IBMers struggling
§ Shared his expertise in a community that
grew to 4,500
§ Used social tools to scale knowledge to
large groups
Results
§ Successfully scaled knowledge sharing
§ Increased happiness and engagement
of Mac-loving IBMers
§ Recognized a need and used social
tools to meet it
§ Over 15,000 Macs at IBM today
Cary Thomas
Certified Technical Sales Strategist, Software and ICS
I got an epiphany and got smart by getting social
and started to share my expertise…
The knowledge then began to spread.
Cary leveraged social to help IBMers use Mac
products successfully, resulting in a happier
workforce and over 15,000 Macs at IBM today.

23. Goals for Next Six Months
Simplify and
consolidate social
business
enablement
initiatives throughout
IBM
Syndicate key
tools and
education: use
cases, blueprint,
playbook
Internal marketing
communications
to highlight
success stories
and thought
leaders
Make decisions on
measurable
outcomes
Incorporate
technology
evolutions: cloud,
IBM Verse, video

24. IBM Verse: Email is not an either/or with social, it is social
Traditional Mail
Too many apps and views:
inbox, calendar, to-dos, social…
Can’t find
what I need
Don’t know what to
focus on
Overburdened, overstressed,
frustrated, unproductive
Too hard to share content/
knowledge
Two-click sharing and share-on-
send
Fully empowered and engaged
employees free to focus on what’s
important
A fast, smart search based
on analytics
Top-actions view based on
my priorities and behaviors
Integrated, clean, clear space
accessible anywhere, anytime

25. 25
Social Business Lessons Learned (And Still Learning) at IBM
§ Educate employees on best practices: Digital IBMer,
Conduct Guidelines, IBM Values
§ Recognize that people have different adoption
curves: Millennials, seasoned worker
§ Get comfortable with the uncomfortable:
Transparency, public feedback
§ Make social available on all devices.
§ Encourage management to lead by example:
Profiles, blogs, communities
§ Integrate social into business processes:
Expertise location, sales tools, recruiting
§ Provide a feature rich social platform: IBM
Connections, w3 Intranet
§ Plan for growth: Storage space, bandwidth,
redundancy

26. Thank you.
Ed Brill
Vice President, Social Business
Transformation,
CHQ, Enterprise Transformation
https://ibm.biz/ed_brill
https://www.linkedin.com/in/edbrill
https://twitter.com/edbrill
ed_brill@us.ibm.com
Twitter: @edbrill
LinkedIn: http://www.linkedin.com/in/edbrill
IBM Connections internal: http://ibm.biz/edbrill

27. Engage Online
§ SocialBiz User Group socialbizug.org
– Join the epicenter of Notes and Collaboration user groups
§ Social Business Insights blog ibm.com/blogs/socialbusiness
– Read and engage with our bloggers
§ Follow us on Twitter
– @IBMConnect and @IBMSocialBiz
§ LinkedIn http://bit.ly/SBComm
– Participate in the IBM Social Business group on LinkedIn
§ Facebook https://www.facebook.com/IBMConnected
– Like IBM Social Business on Facebook

28. Notices and Disclaimers
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Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice.
Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those customers have used IBM products and the results
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29. Back-Up Slides Social Business Examples

30. 24 DOCUMENTED
PROOF POINTS
Social
Eminence
EXPERTISE LOCATOR
READINESS
Over 6,500 visits and 2,800 downloads with great
feedback on format and messaging
Building adoption using Social Theme
Weeks – over 4,100 visits
Leading by example: 100% VP’s
Directors
Using social to solution business problems
with speed
Over 11,000 ISCers in the
Community
1. Network
Building
3. Tagging
5. Stay Connected
4. Join
Follow
2. Profile
• Tagging
• Profile Update
• Expertise
Assessment
More examples in Backup Charts here
The ISC Way
Connecting
Solutions
SOCIAL THEME WEEKS

31. Engaging Pre-Hires

32. Engaging New Employees

33. Using Social for Technical Support

34. Streamlining Communications

35. Solving Industry Problems

36. Working in the Open