Social Business At IBM

© 2011 IBM Corporation

Social Business @IBM

Michael Bazigos, PhD Strategy and Change Executive IBM Workforce Learning and Development Strategy

October 14, 2011

Presented to the Leading Edge Consortium conference of the Society for Industrial-Organizational Psychology, “The Virtual Workforce: Designing, Leading, and Optimizing” in Louisville, KY, USA on October 14, 2011. Without the speaker’s accompanying remarks, this document is an incomplete representation of the presentation.


Social Business @ IBM

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Objectives

1. Describe at least one application of social networking with proven business value.

2. Identify at least one potential use of a social network approach to a challenge or opportunity in your organization, or your client's.



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Agenda

Introduction and scopeCase example 1: Social innovation networkCase example 2: Social learning networkCase example 3: Social onboardingMetricsDiscussion



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Source: www.somecards.com

http://www.somecards.com/



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Social tools have enabled people to share content in many places. This presentation will focus on the internal applications.

Communities

Blogs

Activities

Profiles

Wikis

Files

Bookmarks

INTERNAL EXTERNAL



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What motivates social network participation?



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Metcalfe’s Law on the value of

networks

n(n-1) ____

2

where n = number of “nodes” (read

people)

(proportional to n2 asymptotically)

2 nodes = 1 potential connection

5 nodes = 10 potential connections

12 nodes = 66 potential connections

Source: http://en.wikipedia.org/wiki/Metcalfe%27s_law



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Let’s look at

Metcalfe calculation for 541 potential

connections:

146,070… but that does not

include the connections’ connections



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What is the network value for 400,000 people?

Can be huge, but takes three things…



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1. It takes technology.1. It takes technology.



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2. It takes people.2. It takes people.



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3. It takes time.3. It takes time.



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Network schmetwork. Show me the

money!



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Case 1:

Social Innovation Network



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WorldJam 2004 On the WorldJam 2004 homepage, users could choose from a selection of six forums -- each moderated by three senior leaders



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IDEA FROM WORLD JAM

INVENTION



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Case 2: Social learning networks

~ 500,000 articles 19 million articles in 270 languages, 3.8 million in

English *

15.4 million registered users, including 82,000

active contributors *

62,000 articles

CLOSED 2009

Born 1768 Born 1993 Born 2001

* As of 10/5/2011

http://upload.wikimedia.org/wikipedia/commons/1/14/Spine_of_Americanized_Encyclopaedia_Britannica.jpg

http://en.wikipedia.org/wiki/File:Encarta.png

http://en.wikipedia.org/wiki/File:Wikipedia-v2-logo.svg



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All well and good… but how do you build it inside a company?



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BLENDED EVENTS

SOCIAL SOLUTIONS

Social in Action: Enabling instant learning and collaboration

COMMUNITIESBLOGS AND WIKIS

INFORMAL LEARNING



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IBM's Informal Learning Exchange

http://learning.atlanta.ibm.com/i_dir/ilxdashboard.nsf/Pages/Home



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Informal Learning - Business ValueEnvironments that encompass social and informal capabilities can deliver both more efficient and more effective learning with

improved impacts on the businessBenefits:

Reduce training costs by leveraging employees to produce and deliver personalized learning content that is both relevant and timely.

Improve return-on-learning investment by compressing the time to competence needed by business-critical workforces

Create a more nimble workforce, capable of responding faster to marketplace and customer change

Content is rated and filtered through those who know best - the users, it is more likely to produce successful results

Time to competence is significantly improved as learning experiences are tailored to employees' needs

Learners are driven by personal needs and interests, resulting in much higher knowledge retention and transfer rates

Enterprise, Business and user generated content can be found at the point of need

Model is applicable for growth and major markets



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Expanding the classroom, and more…

Sellers follow IBM leaders & competition via Twitter and Linked-In and internal channels

New joiners become productive faster; increase belonging

Client teams solve problems and innovate socially

Technical leaders find mentors during live-chats

Boundaries to learning removed

Social Learning is enabling IBM’s Talent strategy



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What’s that blip?

He looks confused…

let’s make contact

Looks like another pre-

arrival IBM nube



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Case 3: Social onboarding Connecting pre-arrival via “Soon 2 B Blue”

Introductions are warm, encouraging, and many people are welcoming others

Discussion forums are started based on location and start date

People who are moving are reassured by others

My name is Ilya Tulei, recent graduate from Georgia Tech. I'm currently in Atlanta, but will be living in Raleigh for six months starting in September (this will be my training period). My first assignment after Raleigh will be in Chicago in Technical Sales. I'm really excited about the opportunity! I came on board because I like IBM's direction and was instantly drawn to the caliber of people that I met.

Hi Jason,

My name is Ben, and it looks like I'll be working with you in Victoria.

I'm a student at UBC, in Vancouver, Canada, and I will be working at IBM Victoria doing QA as well. This is my first co-op work term, so i'm pretty excited to start work. I'm studying computer science as a second degree, having completed a degree in psychology at the University of Victoria.

See you next week!

Hi Folks,

My name is Liu Dekuan, I was a technical manager in DataDirect Networks Inc. (DDN) Beijing Office., I am living in Beijing. And I will be an Assoc Architect with IBM (China) Company Limited Beijing Branch in September. It is very excited to join the blue family. I need to give my work to other people in DDN before came on board.

Thanks for the opportunity to introduce myself . : )

… as I get closer to my starting date, I am very impressed with the way that IBM

handles the on-boarding process and all the information that they send out to new employees even before they start. I am

really starting to feel as though I am part of the team now.



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Other ideas…

INTERNAL HR APPLICATIONS

Onboarding – community of same entry class, sharing relevant newbie info, connecting buddies and mentors

Employee and Leadership Development, Manager and Leader communications and interactions, coaching and feedback

Job search and deployment

Connecting to HR Partners, Information, Policies, Expertise

Employee and Manager Self Serve

Contributes to Performance and Succession Mgmt by making social networks and contributions transparent

HR Operations

Informal and Social Learning

INTERNAL FINANCE APPLICATIONS

Collaboration across departments such as corporate finance, accounting, sales, investor relations, budgeting, operations and customer service

Collaboration between the geographically spread finance teams

Collaboration supported by:– Communities of hot topics (implication of new

accounting norms) / problem areas (working capital issues)/ projects (raising foreign exchange/debt/equity)

– Knowledge and best practice sharing– Expertise location

Improved effectiveness of project management

A view of the future Since 2002



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Okay fine. But ifI’m going to take a chance

on this social network thing, there had better be metrics!

NO metrics, NO dice!



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Metrics: Social Learning Dashboard

List of learning assets

RegionsSpecific web pages



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Return on Contribution (ROC) is the ratio of the benefit divided by the cost



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Dogear ROC



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ROC: Other social applications



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You know so little. Yet, you built such a slick presentation –

how did you do it?

Why, I did it entirely using social media!



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Roger that…

the presentation was built entirely with

social media



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Our contributorsOur contributors



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Acknowledgements and sources

Space age photos: http://ufoseries.com/

Inspiration for their use: Olivier Blanchard, “Basics of Social Media ROI” http://www.slideshare.net/thebrandbuilder/olivier-blanchard-basics-of-social-media-roi

Slide sharke extraordinaire: Amy Gomez, PhD, [email protected]

BM Learning Exchange (ILX)– Ian Bird, IBM, Center for Advanced Learning [email protected]– Laurie Miller, IBM, Center for Advanced Learning [email protected]

Soon 2 B Blue– Laurie Miller, IBM, Center for Advanced Learning [email protected]

Learning dashboard and comments on learning in the network age– Gordon Fuller, IBM, Center for Advanced Learning [email protected]

Return on Contribution– Muller, M.J., Freyne, J., Dugan, C., Millen, D.R., & Thom-Santelli, J. (2009). Return On Contribution (ROC):

A metric for enterprise social software. Proceedings of ECSCW, Springer, Vienna, Austria, 2009. Retrived via http://domino.research.ibm.com/cambridge/research.nsf/58bac2a2a6b05a1285256b30005b3953/ca244c1cd 63c41ef852576b30059b39e!OpenDocument

– Slideshare presentation by Muller et al.: http://www.slideshare.net/traincroft/return-on-contribution-roc-ecscw- 2009-muller-et-al-1982880

– Chris Sparshott presentation on Slideshare: http://www.slideshare.net/sparkbouy/evolution-of-social- software-in-ibm

Social Business– Steve Gray, IBM, Global Business Services [email protected]– Jennifer Okimoto, IBM, Global Business Services [email protected]

Social Innovation Networks (Jams and ThinkPlace)– Michael Bazigos, PhD, IBM, Workforce Learning and Development Strategy [email protected]

http://ufoseries.com/

http://www.slideshare.net/thebrandbuilder/olivier-blanchard-basics-of-social-media-roi

mailto:[email protected]





http://domino.research.ibm.com/cambridge/research.nsf/58bac2a2a6b05a1285256b30005b3953/ca244c1cd63c41ef852576b30059b39e!OpenDocument

http://domino.research.ibm.com/cambridge/research.nsf/58bac2a2a6b05a1285256b30005b3953/ca244c1cd63c41ef852576b30059b39e!OpenDocument

http://www.slideshare.net/traincroft/return-on-contribution-roc-ecscw-2009-muller-et-al-1982880

http://www.slideshare.net/traincroft/return-on-contribution-roc-ecscw-2009-muller-et-al-1982880

http://www.slideshare.net/sparkbouy/evolution-of-social-software-in-ibm

http://www.slideshare.net/sparkbouy/evolution-of-social-software-in-ibm






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They’ve been sitting and listening for too long…

we’ve got to do something

What’s she got in mind?



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Michael N. Bazigos, PhD

[email protected]

www.bazigos.com

Connect with me on :

http://www.linkedin.com/in/bazigos


http://www.bazigos.com/

http://www.linkedin.com/in/bazigos

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Social Business At IBM