How w e inspir e COL L A BOR A T ION and K NOWL E DGE SHA R ING in a

lar ge global or ganisation

25E 23" 55' 21S 6" 26'

Why do it?

Givers vs Takers

High performing teams

Limited skills availability/location

Speed and responsiveness

T he inter section of necessity and

oppor tunity

Necessity

Time zones, urgency, profit pressure, resource limitation, skills mismatches

Opportunity

Social tools, millennials, matrix management, smart devices, ubiquitous network

Who needs to do it?

Benefactors vs Benefitters

"Pay it forward" vs "On demand"

Bottom line - "Shared vested interest in outcome"

What does it r equir e?

Tools

Incentive

Walking the talk

Leading by example

Breaking existing habits

So, how DO w e col labor ate & k now ledge shar e in IBM?

IBM Connections

E scaping email jail

What Incentives do w e use?

Career growth rewards

Financial rewards

Peer recognition

Visibility (reverse mentoring)

Workload reduction

Disincentives for non-sharing

Lead by example

Communicating dir ection

E xecutive & Gener al E ducation

Social Computing GuidelinesT he R ight behaviour

How do w e measur e success?

Metr ics and value

R eal usage

Are people reading the content? What regions/countries am I reaching? What type of content is being created/consumed? Who are the top contributors? What organisational pillars aren't participating?

In conclusion

R ecognise the need for social collabor ation

Cr eate the oppor tunity by pr oviding Integrated collaborative social tools The training The guidelines

Pr ovide the incentives by Measuring the utilisation Recognising the contributors Rewarding the participants

R emember the objective is your business goals and that social collabor ation is not the end goal but is simply the effective means to achieve it.

© 2011 IBM Corporation

IBM Internal Social Software

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ian.mcnairn@uk.ibm.comian.mcnairn@uk.ibm.com

+44 7980 445749+44 7980 445749

@mcnairn