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The Impact of Corporate Culture on Social Media(An IBM Case Study)
Adam Christensen, IBM
January 22, 2009
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Corporate culture
v. Social media
Corporate Culture + Social media
= Fail
= Success
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Enterprise social media formula
Business Model+
Corporate Culture+
Desired value=
Social media success
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Proper roles of management & employees
Top DownEmpowerment
TrustTools (availability)
GuidelinesValue
Bottoms upInterest
Tools (selection)Participation
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IBM’s starting point
Business Model• B2B NOT consumer• Company of experts• 386,000 employees• 170 countries
Culture• Intensely diverse• Progressive• Highly collaborative• Risk averse
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What did we do?
Empowered everyone to participate
Learn from mistakes (or near mistakes)
Social Computing Guidelines
Building a culture for participation started inside first
Experiment. A lot
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1. Empower everyone
Trust employees. They are the brand
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2. Learn from mistakes
(or almost ones)
Near shut-down of ValuesJam 2003
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3. Community-developed guidelines
IBM Social Computing Guidelineshttp://www.ibm.com/blogs/guidelines.html
tag cloud by www.wordle.net
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4. Startedinside.
Like to swim, but afraid of the ocean?
Photo courtesy of David Sifry: http://www.flickr.com/photos/dsifry/2173895296/
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5. Experiment.
A Lot.
BlogCentral - 67,000 users, 16K blogs, 140K posts, 140K comments
Beehive – 53K members, 63K photos shared, 2.9K events
WikiCentral – 150,000 users, 1 million views each day
InnovationJam – 4 Jams, more than 500,000 participants
GreaterIBM Connection – 50K in alumni network on Facebook/LinkedIn
Media Library – 8M downloads
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Final thoughts
Projects without regard to culture fail
If current culture doesn’t align, start to create it
Top-down mandates generally don’t work
(but neither do completely grassroots efforts)
Experiment and learn
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Connect
This presentation: http://www.slideshare.net/adamclyde
Twitter: http://twitter.com/adamclyde
LinkedIn:www.linkedin.com/in/adamchristensen
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