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The Digital IBMer Social Business Computing

in IBM

October 2013 Dr. Lutz Marten

11. Management Update, ESMT, Schloß Gracht

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Table of content

Social Business Computing

The Compelling Reason

How it works

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Social Business Computing

What is it about?

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Keep track of group

documents

Leverage what others know

Find the right people

Manage your work more effectively

Share expertise

Stay in touch with team projects

Customers

Employees

Partners

Social Collaboration

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The Compelling Reason

Why and why now?

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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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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 IBM family

Working in an increasingly complex world

Talent faces difficulty increasing worker effectiveness.

As work becomes more mobile and global, skills are required more rapidly to meet increasing complexities of work.

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Social capabilities will change the way we work to serve our clients

For the Client: I have the ability to experience the collective intelligence of IBM that is targeted towards making me successful

For the IBMer: A simpler way to work by providing one place to ‘see’ the client and one place for all IBMers to ‘see’ me and my expertise

For IBM: To become a premier example of how to leverage social business to scale expertise while changing our culture to be more personalized

IBM Expertise

Authentic: Surfaces real experts based on evolving reputations with clients, peers, and the world

Connected: In every IBMer’s pocket, anywhere, any time

Smart: Improves with use, enables IBM to predict skills gaps and respond in real time

Client Collaboration Hubs

• Client-focused community workspace

• Institutional knowledge captured and shared to deliver increased value

• Streamlined access to client info, resources, expertise, formal plans, activities

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The IBM family

- already a virtual social community

Globally diverse – 170+ countries

Over half of IBM workforce in services business

Mixed generations – baby boomers through to millenials

Working remotely / from home - normal for many IBMers

Joined via recruitment, acquisitions & outsourcing deals

Template DocumentationHow ‘The Many’ get smarter An IBM Social Learning point of view

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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

External:

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

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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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

Helps differentiate

IBM as leader in social business

IBMers become expert at using digital

for IBM biz goals

Mitigate Risks and Apply Digital Skills to Pursue

Business Opportunities

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How it works

The emerging Digital IBMer

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http://www.flickr.com/photos/81787495@N00/52925332/

”Where to

start?”

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Step 1

”Start your advocacy

program by identifying

the current state of

your organization”

http://www.flickr.com/photos/61212260@N00/1098106984/

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Step 1

”Start your advocacy

program by identifying

the current state of

your organization”

Identify early adopters of

social media

Use social listening tools

Who are your official

spokespeople?

17 Copyright 2013 http://www.flickr.com/photos/8628862@N05/5854226786/

Step 2

”Assess the culture of

your organization”

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Purpose, mission, values, guidelines

Openess fosters engagement

It’s situation specific, so when do you want people to advocate?

”Employees must truly believe in the purpose, mission and values of the organization. And to develop a shared belief system, employees must help create it”

Step 2

”Assess the culture of

your organization”

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The “why” behind sharing

Understanding the goal behind

each message

What should I share?

Why should I share it?

When should I share it?

Where should I share it?

Step 2

”Assess the culture of

your organization”

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Step 3

”Find your champion”

http://blog.creativeaction.co.uk/wp-content/uploads/2012/10/kmGb32.jpg

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Step 3

”Find your champion”

Create an internal movement with

people enthusiastic about your brand

and who are social media savvy

Find champions throughout the

organization, not just in the marketing

department

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Step 4

”Set your goals”

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Step 4

”Set your goals”

Set goals based on both soft and hard metrics

You need real benchmarks not nebulous goals outside your control

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The trust and credibility of our Experts ensures: Effective delivery of brand messages

To relevant and receptive audiences

Creates compelling and credible call-to-action

Likely evoke positive responses

Ultimately creating self-sustaining brand evangelism

and driving brand preference.

IBM’s goal: “We are building trust & credibility”

=

Source: Susan Emerick, IBM (@sfemerick)

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Step 5

”Establish program mechanics”

http://www.theklarichter.com/blog/2010/4/9/three-small-things-keeping-your-systems-synchronized.html

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Step 5

”Establish program

mechanics”

Which mechanics can you put in place to

1) Grow advocacy

2) Showcase your advocates and their

expertise

3) Support advocates development

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”The internal Forward Thinker program ensures that experts are

always at your fingertips”

Source: IBM (2012)

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Step 6

”Demand that your

leaders lead as

executive buy-in is

crucial to succeed”

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Step 6

”Demand leadership”

Help your employee advocates

understand that their contribution is

both vital and recognized from the

highest levels of your organization.

Have your executives position the

initiative in the context of larger

corporate goals

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Step 7

“Provide training”

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Step 7

”Provide training”

Independent, empowered advocacy is short-lived without a window to practice, get feedback and iterate on ideas

Establish a community

Create a training plan

Remember employee advocacy is NOT a ‘set it and forget it’ style program

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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

Source: IBM (2012)

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“Enablement happens through the Digital IBMer Hub”

Source: IBM (2012)

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Three Communities: One Mission

Communities, Education & Ambassadorship

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“A few examples of our enablement modules”

Task/Situation specific

Social Software Introduction for SME’s/Thought Leaders

Listening to Digital Discussions

Plan How to Help and Engage

Digital Persona Management

Add Value and Build your online reputation and thought leadership

Manage Feedback Through Digital Channels

Platform specific

Beginner – Slideshare 101: The Basics

Intermediate - Twitter 201: Tools and Techniques for Enhancing Twitter Engagement

and Growing Eminence

Advanced - Blogging 301: Differentiating and Promoting your Blog

Source: IBM (2012)

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Assessment

Source: IBM (2012)

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Assessment

Source: IBM (2012)

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Assessment

Source: IBM (2012)

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Step 8

”Measuring and celebrating

the performance of

advocates”

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Step 8

“So how do IBM measure social eminence?”

SME Emine

nce

KPIs KPI Definitions Metrics

Engagement

Reach

Amplification

Conversion

Audience interactions with content published by SMEs

Audience members who have opted into your communications

Audience sharing actions of SME content

To be defined by the program SBM. An example would be registrations yielded from SME social accounts

Likes, Views Comments Likes, Comments @mentions Clicks

Subscriptions Visitors,Visits Search Rank Connections Followers

Shares Inbound Links Retweets

Registrations

Source: IBM (2012)

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Leaderboards and gamification

Personal anecdotes of customer and prospect social interactions

Establish public measures in aggregate of the overall program contributions and by individuals to encourage friendly competition or pride in achievement

Step 8 cont.

“Celebrating employee

advocates”

Source: http://www.flickr.com/photos/81787495@N00/77906706/

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Steps you need to take to create an

employee advocacy program

1) Identify the current state of your

organization

2) Assess the culture of your organization

3) Find your champion

4) Set your goals

5) Establish program mechanics

6) Demand leadership

7) Provide training

8) Measuring and celebrating the

performance of the advocates

“So to sum up…”

Source: http://d3sdoylwcs36el.cloudfront.net/brand_ambassador_marketing_model_guide_id7241841_size400.jpg

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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 secure IBM, 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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http://www.ibm.com/securesocialsmart/

Helping IBMers and the World be Secure, Social and Smart

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Speaker Profile

Dr. Lutz Marten

Manager IBM Leadership Development

Europe, Eastern Europe , Middle East & Africa

“formal” education in Computer Science & Economics

Working in Consulting and Learning over 20 years

Living in Würzburg, Germany

Work life balance kept by doing sports (tennis, hiking,

dancing), reading and traveling

Outside IBM you’ll find me on

http://ibm.biz/BdxD2N

http://ibm.biz/BdxD27

http://ibm.biz/BdxD2W

http://ibm.biz/BdxDzc

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Thank you See you soon!

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