The Role of the Social Employee

TALK ABOUT US USING

#FUTUREMTHE EVENT

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Building the IBM Brand in the Social Sphere

Stacy DarlingGlobal Projects Leader@iamadarlingsdarling@us.ibm.com

Kevin GreenSenior Vice President, Strategy@kevinmgreenwww.greenmatterthoughts.com

About Us

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“We’re All Marketers Now”

McKinsey Quarterly, July 2011

Responsible for the brand experience not only in traditional ways…

…But in social ways as well

Share… ContentInterestsOpportunitiesKnowledgeInformationGenerosityStories

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Professional

Personal

Public

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By day…. By night!

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Group Trainings are costly, ineffective and limited

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The Result is everyone doing the same thing, the same way

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It’s my reputation and my audience. Enable me to create and share brand content in my own way

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Our employees are the brand and we

want you to be successful and drive business

results.

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Success of Employee Engagement with Customized Plans

Source: Gallup Leadership Poll

75%14

• Enable participants to drive business value while increasing individual influence

• Empower participants based on their unique behaviors and skills

• Ensure social interactions are aligned to organization’s goals

• Minimize time required by participants to maximize value and ROI of social engagement activities

• Reinforce + maintain brand value proposition, relevance, and competitive edge in increasingly connected, global marketplace

The Value of Customization

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CRCN CRLN CSCN CSLN

CRCP CRLP CSCP CSLP

DRCP DRLP DSCP DSLP

DRCN DRLN DSCN DSLN

CREATOR SOLICITOR LISTENER NURTURER

DISTRIBUTOR RESPONDER CONVERSATIONALIST PROMOTER

Digital Influence Group Social Indicator Types

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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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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• 35,200 IBM experts enrolled in Expertise Locator service

External:• LinkedIn: 304,000 employees on LinkedIn; 748,601* people follow IBM on

LinkedIn – more than any other organization in the world.• 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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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 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 secureIBM, 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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Pursue Social BusinessEnable the effective use of the digital world. To drive IBM’s strategic goals,

particularly client experience To build their own reputation To further collaboration and

efficiency on a global scale To continue to differentiate IBM as a

leading corporation, commercial partner and employer

Mitigate Digital Risks Create a security savvy workforce

where IBMers protect themselves, IBM and our clients in the digital world.

Increase employee knowledge and change employee behavior to

mitigate digital risks. Security Disclosure Liability Privacy Reputation

What is Required to Help Meet IBM Business Objectives:

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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

IBMers become

effective at mitigating risk

Helps differentiate

IBM as leader in social business

Helps differentiate

IBM as leader in social business

IBMers become expert at

using digital for IBM biz

goals

IBMers become expert at

using digital for IBM biz

goals

Mitigate Risks and Apply Digital Skills to Pursue Business Opportunities

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— Belief: Help ALL IBMers understand the importance and value of social and secure computing as a key differentiator for IBMers, IBM and our clients.

— Action: Encourage IBMers to learn and engage in social and secure computing practices as a natural component of their personal and professional lives.

— Advocacy: Compel IBMers to teach and share their digital skills with one another in addition to sharing their knowledge as Forward Thinkers.

The Digital IBMer initiative is creating compelling assets, resources and enablement programs that drive secure, social and smart computing practices and compel IBMers to engage.

Driving Digital Excellence

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Three Communities: One Mission

Communities, Education & Ambassadorship

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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

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SOCIAL PROFILING BEHAVIORAL ANALYSIS

IBM Select Social Eminence

Program

The IBM Select Social Eminence Program bridges social profiling and behavior analysis to identify and leverage the point where employee behavioral preferences and brand objectives intersect…

…Creating and capitalizing on opportunities that are mutually beneficial to the individual and IBM.

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Sustain engagement while provingtheir competency and expertise

Leverage their professional reputation and grow influence in the social sphere

Support and amplify word-of-mouth aligned to Go-to-Market (GTM) priorities

Enabling IBMers

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The trust and credibility of our Experts ensures:

• Effective delivery of brand messages• Relevant and receptive audiences• Creation of compelling and credible calls-to-action• Positive responses

Ultimately creating self-sustaining brand evangelism and driving brand preference.

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Building Trust & Credibility

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Subject Matter Experts & Thought Leaders

Social Business Manager

IDENTIFY, EDUCATE and EMPOWER

Social Business Managers

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Oversight for all aspects of a social businessprogram

Acts as the personal conduit,

coach & trainerto experts

Social Business Manager is a Change Agent

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Expertise Identification + Social Behavior Assessment1

Tailored Content + Recommendations2

Quick Steps + Actions to Get Started3

IDENTIFY, EDUCATE, EMPOWER, MEASURE, OPTIMIZE to meet and exceed program marketing goals in three simple steps:

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*source= Unica Netinsight

Traditional Digital Marketing Experts’ Digital Engagement

4% 12%

16% 44%

Conversion rate

Reach and amplification

Call to action

Lead

Study: SME Compared to Other Tactic Results*

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http://www.ibm.com/securesocialsmart/

Helping IBMers and the World be Secure, Social and Smart

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Train, enable and measure employee social media activity in an authentic way

Provide relevant content and messaging to employees based on expertise and skill level

Reinforce and maintain brand value proposition and relevance

Strengthen security awareness and safe computing practices

Digital IBMer Program Benefits

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1) Understand the social behaviors of your employees

2) Educate employees based on interests & strengths

3) Create a collaborative culture

4) Enable & activate

5) Integrate employees into marketing programs

6) Identify & reward participation and innovation

Getting Started

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Stacy DarlingGlobal Projects Leader@iamadarlingsdarling@us.ibm.com

Kevin GreenSenior Vice President, Strategy@kevinmgreenwww.greenmatterthoughts.com

Connect with Us

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