IBM ConnectED 2015: IBM's Social Business Transformation
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Transcript of IBM ConnectED 2015: IBM's Social Business Transformation
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
25
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
[email protected] 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