IBM’s Social Business Transformation

Ed Brill VP, Social Business Transformation

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

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

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

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.

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 2014 Q3 2011

Employee Engagement

Speed & Agility Efficiency Innovation

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

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  

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

§  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.

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

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

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

IBM’s Social Dashboard – Measuring Your Eminence

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

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

Introducing IBM’s

And the Winners Are…

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

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.”

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.

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

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

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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

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

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

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Back-Up Slides & Social Business Examples

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

Engaging Pre-Hires

Engaging New Employees

Using Social for Technical Support

Streamlining Communications

Solving Industry Problems

Working in the Open