2011 London SBS | Stuart McRae, Jam to Action

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© 2011 IBM Corporation

From Jam to ActionEnabling Organisational Transformation with Social Business

Stuart J. McRaeExecutive Collaboration EvangelistIBM Collaboration Solutions

[email protected]/smcrae

www.linkedin.com/in/stuartmcrae www.facebook.com/sjmcrae

www.smcrae.com

Jam

Action

With thanks to Rawn Shah, Louis Richardson, Luis Suarez, Evan Grant, Richard Mound,Marion Kindermann and my social network in IBM for their ideas and sharing their content.


UKI Transformation Jam


A Web 2.0 Approach to Enterprise Transformation


“Jams have helped change our culture and the fundamental way we collaborate across our business.”

Sam Palmisano, Chairman & CEO, IBM

WorldJam2001 ValuesJam2003 WorldJam2004a new collaborative medium to capture best practices on

10 urgent IBM issues.

an in-depth exploration of IBM’s values and beliefs by employees

focused on pragmatic solutions around growth, innovation and

bringing the company’s values to life

InnovationJamTM 2006 InnovationJamTM 2008

Reestablished the core of IBM’s culture and brand

Top 35 ideas lead to over $500M in operational savings; over $80B in sales supported; and IBM-wide restructuring

client’s, business partners & family members explored emerging technology

for benefit of business and society

10 new businesses established within IBM - over half represent IBM’s Smarter

Planet initiative launched in 2008

Industry roadmaps for use by all on “how” to best move forward to reflect an Enterprise of

the Future

leading thinkers from thousands of companies helped advance the vision of IBM's recently released CEO

Study, "The Enterprise of the Future"

Experiment with power of the Intranet to harness the collective

smarts of the company

Social Business Jam 2011 Simplify IBM Jam 2011 share ideas & experiences inside & outside IBM to explore the value of

social technology in business, how to mitigate risks, and drive organizational

transformation

share ideas to transform IBM into a company that's easier to do business with, and a place where it's easier to do your best, most innovative work

UKI Transformation Jam 2010engage employees with executives to discuss making IBM the pre-eminent

company in the UK & Ireland market, for the communities we serve and the people we

employ


Social Networking...… drives participation… identifies champions

Collective Wisdom...… guided by facilitators

… helped by real time analytics

Data Visualisation...… monitor participation… post event analysis

Successful Jamming...


The Jam is over. What's next?

Sometimes, it's easy...

Sometimes, it's more complex ...


Vision, Strategy, Purpose

Jam!

Analysis

Work Streams to turn ideas into action

Champions & Leaders Workshop


The Most Important Thing is always

Continuing the Conversation


Many Open, Transparent Conversations


One major need was identified … more productivity … through better collaboration tools


How to Reduce Information Overload? … smarter collaboration

smcrae.com


One Man's Battle against Email Overload


It's About Changing the Paradigm...

… the only real way to solve email overload ... is to stop sending them!

“You will need to know this sometime,

so I will send it to you now”

“I know I can discover what I need,

when I need it”

“We share what we know”



“We share what we know!”

Email Model Social Media Model


Organisational Silos … inhibit knowledge sharing


Social Software … makes silos permeable


The Ultimate Silo … is your firewall

How can we have a conversation

with a wall?


Social Businesses Engage their Customers in a conversation with their employees


Becoming a Social Business… do you need Aspirins or Vitamins?

What businessproblem are youtrying to solve?


Your employeesare your differentiator

Social Businesses use them better

By being Transparent ...ensuring employees are Engaged ...

and thus becoming Nimble





Enhance employee / leader interactions

Improve effectiveness of sales channels

Enable employees to represent the company

Improve customer service

Leverage loyalist customers

Engage in the community

Develop new businesses

Improve brand awareness

Capitalize on innovative approaches

Put them to work





Increase return on company assets




Improve product differentiation



Find unmet customer needs

Shorten time to market

Retain best customers

Improve sales effectiveness


Deal better with blows to reputation

Develop employee competencies


Strengthen culture

Deal with reputational risks

Improve company processes


Improve shared services


Eliminate waste across the enterprise


Put them to work … together







Acquire new customers




Provide employees with better information


Improve employee climate







Get current customers to buy more




Share best practices

Recruit stellar employees

Strengthen culture

Improve employee performance


Generate income on intellectual capital

Encourage endorsements of products by loyalists

Reduce labor time on processes




Drive effectiveness of supply chain




Improve demand generation activities

Put them to work … together… to turn conversations into action





Improve marketing effectiveness















Reduce cycle time for product development
















Strengthen culture


Harvest their collective talent


Customer Value

OperatingExcellence

Operating Efficiency

People& Culture




Improve marketing effectiveness















Reduce cycle time for product development
















Strengthen culture


To create Business Value


Align Organizational Goals & Culture

Gain “Friends” Through Social Trust

Engage Through Experiences

Network Your Business Processes

Design for Reputation & Risk Management

Analyze Your Data

Becoming a Social Business … IBM's Social Business Agenda approach


Social Business

On a smarter planet, people are transforming the way they interact... and this transformation is impacting the way business is being done

ftp://aix.software.ibm.com/ftp/demos/226706-IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf

2011 London SBS | Stuart McRae, Jam to Action

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