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The Digital IBMer Social Business Computing
in IBM
October 2013 Dr. Lutz Marten
11. Management Update, ESMT, Schloß Gracht
Copyright 2013
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Table of content
Social Business Computing
The Compelling Reason
How it works
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Social Business Computing
What is it about?
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Keep track of group
documents
Leverage what others know
Find the right people
Manage your work more effectively
Share expertise
Stay in touch with team projects
Customers
Employees
Partners
Social Collaboration
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The Compelling Reason
Why and why now?
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Our brand is experienced through the IBMer
As IBMers,
we are innovators and experts
paving the way for a smarter world.
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Our expertise, experience and world-renowned
reputation as industry leaders are the
most powerful marketing tools we have
“Some forward-thinking companies are taking the next step. They are providing the training, tools and encouragement to make their employees expert at using social media. In doing so they are creating a competitive advantage.” – Jon Iwata, SVP at IBM
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The IBM family
Working in an increasingly complex world
Talent faces difficulty increasing worker effectiveness.
As work becomes more mobile and global, skills are required more rapidly to meet increasing complexities of work.
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Social capabilities will change the way we work to serve our clients
For the Client: I have the ability to experience the collective intelligence of IBM that is targeted towards making me successful
For the IBMer: A simpler way to work by providing one place to ‘see’ the client and one place for all IBMers to ‘see’ me and my expertise
For IBM: To become a premier example of how to leverage social business to scale expertise while changing our culture to be more personalized
IBM Expertise
Authentic: Surfaces real experts based on evolving reputations with clients, peers, and the world
Connected: In every IBMer’s pocket, anywhere, any time
Smart: Improves with use, enables IBM to predict skills gaps and respond in real time
Client Collaboration Hubs
• Client-focused community workspace
• Institutional knowledge captured and shared to deliver increased value
• Streamlined access to client info, resources, expertise, formal plans, activities
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The IBM family
- already a virtual social community
Globally diverse – 170+ countries
Over half of IBM workforce in services business
Mixed generations – baby boomers through to millenials
Working remotely / from home - normal for many IBMers
Joined via recruitment, acquisitions & outsourcing deals
Template DocumentationHow ‘The Many’ get smarter An IBM Social Learning point of view
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Internal:
433,000 users of IBM Connections
26,000 individual blogs
91,000 communities
623,000 files shared (and 9.5m downloads)
62,000 wikis
50m instant messages/day
External:
LinkedIn: 304,000 employees on LinkedIn; 748,601* people follow IBM on LinkedIn
Twitter: Approximately 32,000 IBMers engage via Twitter each month. Methodology: This is an approximation based on a recent study that found 93k people or accounts tweeted about IBM per month. Based on the analysis, 35% could be considered IBMers.
Facebook: 171,600 people on Facebook with IBM listed as their workplace.
Alumni Network Group: 375,000 IBM alumni who have self-identified on LinkedIn. The Greater IBM Connection LinkedIn Group has 75,178* members.
IBM’s Social Media Footprint
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Personal responsibility
for Digital Expertise
Personal responsibility for security
and risk
Enable IBMers to
live the IBM values
in the digital world
Strategic Outcomes
IBMers become effective at
mitigating risk
Helps differentiate
IBM as leader in social business
IBMers become expert at using digital
for IBM biz goals
Mitigate Risks and Apply Digital Skills to Pursue
Business Opportunities
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How it works
The emerging Digital IBMer
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http://www.flickr.com/photos/81787495@N00/52925332/
”Where to
start?”
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Step 1
”Start your advocacy
program by identifying
the current state of
your organization”
http://www.flickr.com/photos/61212260@N00/1098106984/
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Step 1
”Start your advocacy
program by identifying
the current state of
your organization”
Identify early adopters of
social media
Use social listening tools
Who are your official
spokespeople?
17 Copyright 2013 http://www.flickr.com/photos/8628862@N05/5854226786/
Step 2
”Assess the culture of
your organization”
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Purpose, mission, values, guidelines
Openess fosters engagement
It’s situation specific, so when do you want people to advocate?
”Employees must truly believe in the purpose, mission and values of the organization. And to develop a shared belief system, employees must help create it”
Step 2
”Assess the culture of
your organization”
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The “why” behind sharing
Understanding the goal behind
each message
What should I share?
Why should I share it?
When should I share it?
Where should I share it?
Step 2
”Assess the culture of
your organization”
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Step 3
”Find your champion”
http://blog.creativeaction.co.uk/wp-content/uploads/2012/10/kmGb32.jpg
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Step 3
”Find your champion”
Create an internal movement with
people enthusiastic about your brand
and who are social media savvy
Find champions throughout the
organization, not just in the marketing
department
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Step 4
”Set your goals”
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Step 4
”Set your goals”
Set goals based on both soft and hard metrics
You need real benchmarks not nebulous goals outside your control
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The trust and credibility of our Experts ensures: Effective delivery of brand messages
To relevant and receptive audiences
Creates compelling and credible call-to-action
Likely evoke positive responses
Ultimately creating self-sustaining brand evangelism
and driving brand preference.
IBM’s goal: “We are building trust & credibility”
=
Source: Susan Emerick, IBM (@sfemerick)
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Step 5
”Establish program mechanics”
http://www.theklarichter.com/blog/2010/4/9/three-small-things-keeping-your-systems-synchronized.html
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Step 5
”Establish program
mechanics”
Which mechanics can you put in place to
1) Grow advocacy
2) Showcase your advocates and their
expertise
3) Support advocates development
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”The internal Forward Thinker program ensures that experts are
always at your fingertips”
Source: IBM (2012)
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Step 6
”Demand that your
leaders lead as
executive buy-in is
crucial to succeed”
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Step 6
”Demand leadership”
Help your employee advocates
understand that their contribution is
both vital and recognized from the
highest levels of your organization.
Have your executives position the
initiative in the context of larger
corporate goals
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Step 7
“Provide training”
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Step 7
”Provide training”
Independent, empowered advocacy is short-lived without a window to practice, get feedback and iterate on ideas
Establish a community
Create a training plan
Remember employee advocacy is NOT a ‘set it and forget it’ style program
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Learning-and-doing Offers broad Education on Social and
Security topics
Provides Enablement on specific tools and technologies
Highlights Social Business resources
Encourages Recommended Activities to improve your social footprint, then track your progress
Digital IBMer Hub
Source: IBM (2012)
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“Enablement happens through the Digital IBMer Hub”
Source: IBM (2012)
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Three Communities: One Mission
Communities, Education & Ambassadorship
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“A few examples of our enablement modules”
Task/Situation specific
Social Software Introduction for SME’s/Thought Leaders
Listening to Digital Discussions
Plan How to Help and Engage
Digital Persona Management
Add Value and Build your online reputation and thought leadership
Manage Feedback Through Digital Channels
Platform specific
Beginner – Slideshare 101: The Basics
Intermediate - Twitter 201: Tools and Techniques for Enhancing Twitter Engagement
and Growing Eminence
Advanced - Blogging 301: Differentiating and Promoting your Blog
Source: IBM (2012)
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Assessment
Source: IBM (2012)
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Assessment
Source: IBM (2012)
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Assessment
Source: IBM (2012)
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Step 8
”Measuring and celebrating
the performance of
advocates”
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Step 8
“So how do IBM measure social eminence?”
SME Emine
nce
KPIs KPI Definitions Metrics
Engagement
Reach
Amplification
Conversion
Audience interactions with content published by SMEs
Audience members who have opted into your communications
Audience sharing actions of SME content
To be defined by the program SBM. An example would be registrations yielded from SME social accounts
Likes, Views Comments Likes, Comments @mentions Clicks
Subscriptions Visitors,Visits Search Rank Connections Followers
Shares Inbound Links Retweets
Registrations
Source: IBM (2012)
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Leaderboards and gamification
Personal anecdotes of customer and prospect social interactions
Establish public measures in aggregate of the overall program contributions and by individuals to encourage friendly competition or pride in achievement
Step 8 cont.
“Celebrating employee
advocates”
Source: http://www.flickr.com/photos/81787495@N00/77906706/
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Steps you need to take to create an
employee advocacy program
1) Identify the current state of your
organization
2) Assess the culture of your organization
3) Find your champion
4) Set your goals
5) Establish program mechanics
6) Demand leadership
7) Provide training
8) Measuring and celebrating the
performance of the advocates
“So to sum up…”
Source: http://d3sdoylwcs36el.cloudfront.net/brand_ambassador_marketing_model_guide_id7241841_size400.jpg
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The ongoing initiative focuses on building IBMer digital eminence and helping IBMers live our values in the digital world by being:
Social: Collaborate via social computing to pioneer intellectual capital and drive innovation that matters for clients and the world.
Smart: Be IBMers at our best – build and share insight and expertise, and exercise good judgment to take the right actions.
Secure: Practice secure computing – build trust by taking personal responsibility to secure IBM, our clients and colleagues.
Dedication to every client’s success; Innovation that matters to our clients and the world; Trust and personal responsibility in all that we do
The Digital IBMer: Creating Value for IBM and Our Clients
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http://www.ibm.com/securesocialsmart/
Helping IBMers and the World be Secure, Social and Smart
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Speaker Profile
Dr. Lutz Marten
Manager IBM Leadership Development
Europe, Eastern Europe , Middle East & Africa
“formal” education in Computer Science & Economics
Working in Consulting and Learning over 20 years
Living in Würzburg, Germany
Work life balance kept by doing sports (tennis, hiking,
dancing), reading and traveling
Outside IBM you’ll find me on
http://ibm.biz/BdxD2N
http://ibm.biz/BdxD27
http://ibm.biz/BdxD2W
http://ibm.biz/BdxDzc
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Thank you See you soon!
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