Adoption of Social Business IBM Corporation

Transcription

1 Adoption of Social Business 2012 IBM Corporation

2 Social Businesses are Built on t he Foundat ion of Social Soft ware, A llowing Y our Organizat ion t o be More. Nimble Engaged T ransparent

3 IBM is t he world s largest informat ion t echnolog company $100B revenue 100 years old 400,000 full time regular employees 100,000 partners 100,000 contractors/vendors 5,970+ executives 39,7000+ managers Operat ions in 170 count ries K ey Business Segment s Software Group Systems & Technology Group Global Business Services Global Technology Services A highly diverse workforce: 50% of workforce has less than 5 years of service 62% of workforce is in the Services organization 50% of workforce work remotely not from a traditional IBM office 71% of workforce outside USA 15% of workforce comes from acquisitions and outsourcing deals Challenge: increase productivity, collaboration, and innovation of our 400,000 employees

4 IBM's St rat egic A reas of Focus Empower people to share their knowledge & expertise Evolve t he Int ranet to include social + collaboration Globally collaborate 24x7 by mobileenabling the workforce Grow ideas from wit hin IBM and connect out side of IBM Move away from a one-size-fit s-all model Develop a social business governance plan

5 IBM's J ourney t o Become a Social Business 1996: w3 Intranet operated by Corp. Comms (17k/day) 2000: One IBM Single Portal Strategy (500K/day) 2004: Role-enabled workplace (2M/day) 2009: Collaboration platform 2010: Social enterprise: internal/external 2010+: Workplace of the Future is Social Business 1996 w3 intranet 2000 Common Function 2004 Role-enabled workplace 2008 Self-deployment, Web Collaboration Platform Consumption ---> Participation 2010 Lotus Connections Social Enterprise Workplace of the Future

6 Social Net work ing T ools for Business in Cont ex t IBM Internal / Intranet External / Internet My IBM.com Activities Blogs Bookmarks Files Forums Wikis Profiles Communities Twitter You Tube LinkedIn FaceBook Wordpress Google+ plus many many more

7 Digit al IBMer - Scope

8 IBM is a Social Business 57.8K blogs, 366K users, 190K entries 3.5 million profile searches per week 841K files shared, 24.6 million downloads 80K wikis, 993K pages, 67.4m views 44K users, 1.5M bookmarks, 4.5M tags 588K users, 332.6K activities, 5.76M entries 12 million instant messages per day 150,000 web meetings, 1 million participants Measurable V alue: 647K members, 70K public & 61K private Search satisfaction has increased communities by 50% with a productivity savings of $4.5M per year Out side IBM $700K savings per month in 8 million registered users, 4.5 million unique reduced travel monthly visitors Reductions in voic 2,500 public communities, 45,000 members Reductions in server costs 1,100 blogs, 25,000 comments Source:

9 T he V alue of Social Pract ices in IBM 87% increase skills 84% access experts more quickly 84% share knowledge with others 77% re-use assets 74% increase their productivity 64.5% improve personal reputation 64.5% increase their sense of belonging 59.9% increase sales 42.2% improve customer satisfaction Source: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)

10 Talk ing A bout Changing t he Paradigm

11 IBM Connect ions - Premier ESN for Business Profiles Homepage Communit ies Social A nalyt ics Files Micro-blogging Find the people you need Work with the people who share common roles interests Post, share and discover documents, presentations, images, and more Wikis Create Web Content Together See what s happening across your social network Discover who & what you don t know via recommendations Reach out for help from your social network Bookmarks Save, share and discover social bookmarks A ct ivit ies Organize your work and tap into your professional network Forums Exchange ideas with, and benefit from the expertise of others Blogs Present your own ideas and learn from others

12 Ex ecut ive & Management A dopt ion Good Pract ices

13 Social Business Pat t erns St ay Informed Est ablish Ex pertise Individuals benefit from the community/social network by learning from others on a real-time basis Non-disruptive expertise consumption L ist en - To the wisdom of the crowd Collaborat e - with my co-workers and peers - Establish and maintain professional relationships - Reinforce organizational culture and loyalty Organize - My work Team work efforts Organizational knowledge and expertise Consume Ex pert ise/k nowledge of Others Understand who contributes and authors Share Informat ion - Contribute for others or one s self Find/A ccess Ex pert s Find/Access Information/Answers Communicat e - With or to an audience Mak e Connect ions - Establish and maintain business relationships Inquire - Seek feedback from others Cont rol Informat ion Flow - Self manage information Keep information out of the inbox Ad hoc work management

14 How Ex ecut ives & Managers Could Use IBM Connect ions Blog to the Intranet as a means to Communicate Blogging can be used to propagate important messages, announcements, etc and strengthen organizational culture and corporate identity Create an Executive Community As a clearinghouse of key resources created by the Executives themselves (or their staff) for Executive consumption. This would be a Private Community for Executive Access Only The Community of Executives would use: The Forum to discuss key ideas Files to circulate key documents, The Wiki could be used by support staff to communicate all Executive schedule, travel, etc Create Communities for others to communicate directly to and prepare content for Executive Consumption As those who report to Executives create content, presentations, briefs, etc, Communities could be used to maintain a record of and network for the Executives Essentially, the experts contribute to an Executive Community so that the Executives have access to all important content Executives could host open discussions with employees in Forums Use Profiles to participate in the social networks with their staff To mentor, encourage, and evangelize using Status Updates Open the door or office of the Executive office by allowing employees to communicate directly onto the Executives' boards Microblog to get feedback and start discussions with the organization Use watchlists, updates, and search to review the health of the organization knowledge Potentially, this could be extended to Social Network Analysis Keep updated as key Stakeholders in organization initiatives (ie. follow a blog from specific team or business leader)

15 Get t ing St ar t ed - 5 St eps 5 St eps t o Get t ing St art ed

16 (1) Get St ar t ed (Don t get stuck in analysis mode)

17 (2) Ident ify t he Socially A ct ive (Who has already adopted these tools?)

18 (3) Find t he Cont ribut ors (Your high value experts)

19 (4) Consider Rewarding Early A dopt ers (Leaders will naturally lead...)

20 (5) Be t he Ex ecut ive Sponsor (It s not a technology issue, it s a cultural issue)

21 Sample Plan 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) Define your business goals Identify your pilot users Find your advocates Brainstorm with early adopters and advocates (use ideation blogs within a community to do this!) Conduct a train the advocates session Schedule regular checkpoint with early adopters/advocates Continue assessing the pilot, adapt for challenges, publicize successes Embed Connections in to applications you use most often Extend participation to a larger audience Begin planning enterprise launch

22 My Challenge t o You - Becoming a Social Business

23 Encourage Innovat ion and New Ideas - We can help you! ht t p://

24 Social Enablement & Insight s Educat ion Program Listen Manage Feedback Help and Engage Add Value and Build Reputation

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26 T hank You!

27 Back up 36

28 We Developed a Social Business Gover nance Plan Employees wrote blogging guidelines 2005 Blogging guidelines updated and reviewed to produce the Social Computing Guidelines 2008 Conducted enterprise risk assessment Published Social Computing FAQs Added social module to Business Conduct Guidelines 2009 Updated Computing Guidelines (3.0) Established the Social Business Management Council* with crossibm participation Social Computing added to the IBM Enterprise Risk Map Established project office to support Council decisions and execution Risk assessment conducted, and risk management process established Addressing security specific concerns as part of security governance * The Social Business Management Council ensures that IBM takes full advantage of social media to drive business benefit while managing the potential risks associated with employee use of social media.

29 IBM Social Comput ing Guidelines IBM supports open dialogue and the exchange of ideas To learn, to contribute (source: Adam Christensen) Be who you are Speak in the first person Use a disclaimer Respect your audience Add value Don't pick fights Be the first to respond to your own mistakes. Use your best judgment. Don't forget your day job. htt p:// ml

30 IBM Secure Comput ing Guidelines