Running an Information-Services Business Within a Large Global Corporation Mark Pandick, Manager, Knowledge Services, IBM Market Insights The focus of this session was on how IBM’s Knowledge Services team operates an information-services business internally within a large global corporation. The session started from the premise that the organization does not have a budget per se, but is rather a self-funding model. This session discussed how to determine what types of services to offer; what kinds of IBM colleagues to serve; what value measurements to use; what funding mechanisms to use for content, people and IT resources. The session finished with key considerations and lessons learned for those who might try to implement something similar.

1. Running an information-services business within a large corporation March 2011

3. Our Knowledge Services team serves a large portion of IBM employees worldwide. Competitive how-to-win Company information Lead generation tools Product comparisons Technical journals Computer science Physics Engineering Market sizing & forecasts Global news & research Brokerage research IT analyst services Industry sources Emerging markets Three main targets: Marketing Sales Scientists & engineers Sales Scientific & engineering Marketing IBM Knowledge Services

9. How do we build our budget*? * Budget numbers are illustrative Electronic delivery COMP Knowledge Gate Knowledge Center 2011 Total Microbilling funding 1,000 12,000 5,000 1,500 19,500 Client flow-through funding 15,000 0 1,700 300 17,000 Total funds 16,000 12,000 6,700 1,800 36,500 Funding YTY +10% +8% -3% -20% -5% Total projected content program spend 15,000 11,000 6,100 900 33,000 Spending YTY +6% +20 -4% -8 +5% Net Surplus (Deficit) 0 1,000 600 900 3,500 Infrastructure and IT - - - - 3,200 2011 Net Surplus (Deficit) - - - - 300