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Using Social Media and Social Computing Tools to fuel the innovation process in IBM

Using Social Media and Social Computing Tools to fuel the innovation process in IBM

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  • 1. Harnessing Innovation through social tools to generate business benefit ANTWERP Ian McNairnProgram Director Innovation & Social Collaboration Office of the IBM CIO @mcnairn ian.mcnairn@uk.ibm.com #innov12ism © 2012 IBM Corporation
  • 2. © 2011 IBM Corporation
  • 3. Which?What? Where ? Why? How?
  • 4. Why does being a social business empower innovation ? © 2012 IBM Corporation
  • 5. How Do Most People Work Today? 5
  • 6. What Do We Want? 6
  • 7. People are empowered like never before © 2012 IBM Corporation
  • 8. People are empowered like never before Find and share Rise of social networking Bringing social tools information instantly and mobile devices into the enterprise• 155 million tweets sent • Social networking • 37% of US IT workers are 
 via Twitter each day accounts for 22% of all using technology they 
• More than 7 billion pieces online time master first at home, 
 of content shared each • Smartphone and tablet then bring to work week on Facebook shipments now outpace • 64% of GenY download PCs unauthorized applications 
 at least once a week 
 to get their job done Source: Facebook, 2011 Source: Nielsenwire, 6/1/2010, Morgan Stanley Source: Forrester: Forrsights Workforce Survey 2011 © 2012 IBM Corporation
  • 9. IBM Social TransformationIBM has a workforce of over 500,000 of whom 40% do not have an IBM office • 425K+ employees • 100K+ contractors • 170 countries • 2,000 locations • 50% work in Growth markets • ~100 acquisitions since 2002 • 50% < 5 years experience • >50% are mobile • We are a Social Business IBM Locations Mobile Employees © 2012 IBM Corporation
  • 10. Creating an innovation conducive environment within the organisation Finding common language across silos for effective collaboration Establishing an idea generation and submission process in a different cultural context Provide training and coaching to your employeesWhat does thisinnovation journey entail ? © 2012 IBM Corporation
  • 11. Creating aninnovation conducive environment within the organisation
  • 12. There are many roads … all leading to Rome © 2010 IBM Corporation
  • 13. Set mission / vision / remit © 2011 IBM Corporation
  • 14. Set mission / vision / remit © 2011 IBM Corporation
  • 15. Finding commonlanguage acrosssilos for effective collaboration
  • 16. ThinkPlace evolved into Innovation hubIdeation blogs in ConnectionsThe JAMTAP500k users on ConnectionsExecutive Challenges © 2011 IBM Corporation
  • 17. Ideation Blog © 2012 IBM Corporation
  • 18. • Threaded discussion and idea-rating system • Equal access by all employees• Examples • WorldJam identified 35 ideas for implementation (2001) • ValuesJam produced 3 IBM Values (2003) • InnovationJam identified 10 ideas to be funded by $100 million (2006) © 2010 IBM Corporation
  • 19. IBM JAMs © 2010 IBM Corporation
  • 20. Brainstorming © 2011 IBM Corporation
  • 21. Catalysts14 responses, 8 distinct voicesAll in 1 dayNo email clutterRecorded and shared with all in the companyTapping into the stream of ideas and trendsTargeting the appropriate "following"Adding a personal touch & immediacyAttribution lies at the heart of the design © 2011 IBM Corporation
  • 22. Establishing anidea generationand submission process in adifferent cultural context
  • 23. Pharmaceutical innovation 10000 samples screened 1000 enter testing 10 human tested 1 new medicine 14 years
  • 24. © 2011 IBM Corporation
  • 25. Sunset / harden / leave Create Share Refine Harden RefactorIndividual or small team Hours > Days Wider Community of Interest Weeks > Months Catching organisation Months Corporate IT/Services Months > Years At any point the application might become stable or become redundant © 2012 IBM Corporation
  • 26. Innovation Excellence – Amsterdam Sept 2010An experimental space – how to recognise contribution? Results from Deploying a Participation Incentive Mechanism within the Enterprise Rosta Farzan - rosta@cs.pitt.edu Joan M. DiMicco, David R.Millen, Beth Brownholtz, Werner Geyer, Casey Dugan IBM Research, 1 Rogers Street, Cambridge, MA 02142 {joan.dimicco; david_r_millen; beth_brownholtz; werner.geyer; cadugan} @us.ibm.com CHI 2008, April 5-10, 2008, Florence, Italy. Copyright 2008 ACM 978-1-60558-011-1/08/04ı$5.00. Started Sept’07 As of Jan 12, 2009 : • 51,998+ joined • 62,716 photos • 18,902 hive5s • 2,853 events © 2010 IBM Corporation
  • 27. IBM’s internal innovation ecosystem Prototype TDIL IIOSB Bluehost Community Source Ideation WebAhead Research HiPODs BizTech ExtremeBlue Idea Evaluate Refine with Test with community Community Ideation Blogs/Innovation Hubs/Jams TAP Outside Products Test with and Clients Deploy Assets alphaWorks EDC AHE aW Services IHE Greenhouse © 2012 IBM Corporation
  • 28. Innovation process: Jams
enterprise-wide discussion, collaboration and decision-making • Real-time threaded discussion • Open idea-rating • Equal access by all employees WorldJam 2001 ValuesJam WorldJam 2004 InnovationJam A new collaborative medium to Focused on pragmatic solutions For the first time, IBM’s clients, An in-depth exploration of IBM’s capture best practices on 10 around growth, innovation and Business Partners, and our Values and Beliefs by employees urgent IBM issues bringing the company’s solutions Family members joined in a To life new collaborative exercise
  • 29. Technology Adoption Program concepts & ideas ~ 32,000 page views/day ~ 8,000 visitors/day 150,000+ early adopters production © 2011 IBM Corporation
  • 30. Open to Early Adopters and Innovators across IBM Over 100,000 IBMers registered More than 150 offerings piloted Sametime 7.5 released 9 alphas & 4 betas during development 5 months in development vs the traditional 18-month cycle
  • 31. Provide training and coaching to your employees
  • 32. Training / coaching © 2012 IBM Corporation
  • 33. BlueIQ Resource Center (wiki) © 2012 IBM Corporation
  • 34. BlueIQ Ambassador Program BlueIQ clinics – “The Doctor Is In” – are designed to help individuals with whatever they need to use IBM social software. BlueIQ clinics can be run to help individuals in-person and/or on the phone. 
 BlueIQ lunch & learn sessions are designed to teach individuals, teams and communities how to use IBM social software tools. BlueIQ lunch and learn sessions can be run in-person and/or as an e- meeting. 
 BlueIQ jumpstart engagements are pro-active "consulting" engagements with IBM software sales and technical sales teams to help them do what they do better using IBM social software. The engagement team identifies use cases, recommends tools and enablement materials, and captures success stories for use by other teams. © 2012 IBM Corporation
  • 35. Ongoing education is key © 2012 IBM Corporation
  • 36. Peer education and support © 2012 IBM Corporation
  • 37. © 2012 IBM Corporation
  • 38. Social Conduct at IBM: Built on Employee Trust- IBM supports open dialogue and the exchange of ideas1. Responsible engagement in innovation and dialogue2. To learn, to contribute (source: Adam Christensen)1.Be who you are2.Speak in the first person3.Use a disclaimer ‘In the social media, the IBM 4.Respect your audience employee is the brand’5. Add value6.Dont pick fights7.Be the first to respond to your own mistakes. 8.Use your best judgment.9.Dont forget your day job. © 2012 IBM Corporation
  • 39. Which tools arebest at enhancing the innovation process ? Finding People and managing the network Broadcast, chat and collaboration across the pillars Email reduction, social comment and keeping up to date Altruism or self-serving - knowledge curating and payback To do or not to do lists - thats not a question Finding, managing and monitoring it all
  • 40. IBM Social Transformation • Depth of insight • Content • Status • Contact • Other (similar) people • Communities © 2012 IBM Corporation
  • 41. IBM Social Transformation © 2012 IBM Corporation
  • 42. Reputation and meta-data © 2012 IBM Corporation
  • 43. Find ……… Reach ……... Net …….. Ego …….. © 2012 IBM Corporation
  • 44. © 2012 IBM Corporation
  • 45. IBM Social Transformation © 2012 IBM Corporation
  • 46. File sharing © 2012 IBM Corporation
  • 47. How we Social Bookmark from ANYWHERE © 2012 IBM Corporation
  • 48. So how does Social Bookmarking WORK ? See public bookmarks Subscribe to them Be kept informed © 2012 IBM Corporation
  • 49. © 2012 IBM Corporation
  • 50. Navigating by tags © 2012 IBM Corporation
  • 51. © 2012 IBM Corporation
  • 52. © 2011 IBM Corporation
  • 53. How does IBM implement social tools, incentivise and reward usage, andmeasure effectiveness ?
  • 54. IBM Connections is hard at work in IBM June 2012 IBM has, itself, made the transition with more than 400,000 IBM employees collaborating through IBM Connections. Their leaders are active daily users of social media to communicate more effectively and directly with all levels within the company. As a result, morethan 67,000 communities have been developed, 475,000 files shared globally have generatedmore than 9 million downloads. Every day, IBM generates 35 million instant message chats. © 2011 IBM Corporation
  • 55. Social Business ROIIBM developerWorks community saves $100 million annually from people who use thisresource instead of contacting IBM support. (Forrester, 2010) http://www.beingpeterkim.com/2012/01/social-business-roi-examples.html
  • 56. And our internet presence transforms even more rapidly © 2012 IBM Corporation
  • 57. Patents and Innovation © 2012 IBM Corporation
  • 58. “Its not what work you expectEmployee #123 to accomplish per person-month of work.“Its the work you never expected would happen, that suddenly creates new business.” Luba Cherbakov, IBM Distinguished Engineer and Director © 2012 IBM Corporation
  • 59. IBM Internal Social Software ian.mcnairn@uk.ibm.com +44 7980 445749 @mcnairn67 © 2011 IBM Corporation
  • 60. Innovation Excellence – Amsterdam Sept 2010BlueThx – a Case Study• Vision• Stages it went through – Idea – Socialisation – Teaming – Initial toe in water – Viral adoption – Feedback and improvement – Utilisation grows – Expanded horizons – Adoption by rank and file, and Head office – Validation • Funding • Hardening • Business critical © 2010 IBM Corporation
  • 61. Innovation Excellence – Amsterdam Sept 2010 So how does BlueThx work ? BlueThx are stored in the Kenny says why he wants to thank her Kenny wants to thank Yael for repository and the PRIVACY advice she gave him that He completes a brief description and tags levels of both recipient and helped him with a customer it with keywords giver are checked BlueThx appears in the Lotus Connections Profile Board of P ciasepe, K ar ennet h (K r elease of Lot us C 07 Jun 2010 1:00 P enny) gave Y ael R avin a BlueT for her management suppor t in pr omot ing t he B hx onnect ions. [cont ent would come fr om t he “ Descr ibe why you ar e t hanking Y R M lueT inclusion in t he July 31st hx ael avin:” inBlueThx] Mor e both the Yael and Kenny * BlueThx global statistics such as giving by Geo, or receiving by LoB are aggregated for viewing So that any of their contacts can see and so the BlueThx message gets virally spread Each person has their own BlueThx Received Given page where their BlueThx given & received is visible © 2010 IBM Corporation* Feature still to be implemented as at
  • 62. Innovation Excellence – Amsterdam Sept 2010 © 2010 IBM Corporation
  • 63. Harnessing Innovation through social tools to generate business benefit • Why does being a Social Business empower innovation? • Where do social tools add value to innovation? • What does this (new) innovation journey entail? • Creating an innovation conducive environment within the organisation • Finding common language across silos for effective collaboration • Establishing an idea generation and submission process in a different cultural context • Provide training and coaching to your employees • Which tools are best at enhancing the various stages of the innovation process? • Finding People and managing the network • Broadcast, chat and collaboration across the pillars • Email reduction, social comment and keeping up to date • Altruism or self-serving - knowledge curating and payback • To do or not to do lists - thats not a question • Finding, managing and monitoring it all • How does IBM implement Social Tools, incentivise and reward usage, and measure effectiveness?Brussels/Antwerp/Berlin/Amsterdam Sept