Speaker 1 Bettina Kahlau


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Marketing @ Web 2.0 Experienced with The Greater IBM Connection

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  • Speaker 1 Bettina Kahlau

    1. 1. Bettina Kahlau Manager of Strategy & Marketing in Germany Global Business Services & Industry Marketing
    2. 2. Marketing is dead – Long live Marketing! Quelle: Web 2.0 – Where the Internet is headed, Laurie Dillon-Schalk
    3. 3. Open standards enable Innovation & improved efficiency of social networks <ul><li>Web 1.0::: Technology connects computers </li></ul><ul><li>Web 2.0::: Technology connects people </li></ul>„ You cannot NOT communicate!“ 1:n Mass phenomenon
    4. 4. One indicator for succes::: IBM Brand value IBM Brand historie ($ Mrd.) Top Five 2008 59,00 66,67 59,03 53,09 35,94 Source: Interbrand‘s Best Global Brands 2008 94 95 96 97 99 00 01 02 03 04 05 06 -0,5 17 18 24 44 53 53 51 52 54 53 56 07 57
    5. 8. The Greater IBM Connection | October 31, 2008 The Greater IBM Connection Facilitating a special interest community for IBM Global Business Services, the business consulting arm of IBM Bettina Kahlau - Founder of GIBM in Germany
    6. 9. Social networks form to tap into the information that’s BTE 2 <ul><li>We go to others because we want to : </li></ul><ul><li>Hear the story behind the story </li></ul><ul><li>Learn from an expert’s ideas and opinions </li></ul><ul><li>Confirm what we think we know </li></ul><ul><li>Decide what to pay attention to </li></ul><ul><li>Keep up with fast-changing information </li></ul><ul><li>Feel connected to someone who has similar interests and knowledge </li></ul>BTE 2 – “behind the eyes and between the ears”
    7. 10. Communities are formal social networks built around a common interest <ul><li>Communities fit this reality </li></ul><ul><li>Their strength is that they work the way people work naturally </li></ul><ul><li>Successful communities organize activities that enable collaborative learning, networking, and making sense of information </li></ul><ul><li>Substantial research confirms the value and benefits of communities </li></ul><ul><li>Reality: </li></ul><ul><li>Knowledge is social </li></ul><ul><li>Learning is social </li></ul><ul><li>All knowledge cannot be documented </li></ul><ul><li>There is too much information to make sense of it all </li></ul>BTE 2
    8. 11. IBM has long promoted internal communities <ul><li>Provide opportunities to increase knowledge and mastery of a subject area </li></ul><ul><li>Develop, innovate, care-take, and transfer knowledge through a sense of membership and common context 1 </li></ul><ul><li>Develop and maintain capabilities </li></ul><ul><li>Build social capital 2 </li></ul><ul><li>Provide increasing value to the business </li></ul><ul><li>Positively impact marketshare and the bottom line </li></ul><ul><ul><li>A collection of professionals who share a particular interest, work within a knowledge domain, and participate in activities that are mutually beneficial to building and sustaining performance capabilities </li></ul></ul>1 Common context : a shared terminology or special use of language, norms, and artifacts 2 Social capital: an individual’s stock of connections, knowledge, skills, relationships, and common context Objectives
    9. 12. Business Value Social Capital Community Activities <ul><li>Emphasis: </li></ul><ul><li>Tacit knowledge </li></ul><ul><li>Communications - newsletters, conference calls, virtual and face-to-face events </li></ul><ul><li>Sharing and collaborating - discussion groups, knowledge inquiries, problem-solving, harvesting innovations </li></ul><ul><li>Learning - knowledge partnering, lunch and learn, just-in-time expertise location </li></ul><ul><li>Emphasis: </li></ul><ul><li>Trust </li></ul><ul><li>Connections to colleagues with similar expertise </li></ul><ul><li>Reciprocity in relationships and as foundation for a sharing culture </li></ul><ul><li>Common context with others across organizational boundaries </li></ul><ul><li>Sense of belonging that survives organization </li></ul><ul><li>Emphasis: </li></ul><ul><li>Efficiency, effectiveness </li></ul><ul><li>Higher productivity </li></ul><ul><li>Rapid solution deployment </li></ul><ul><li>Rapid response to client issues </li></ul><ul><li>Competitive expertise </li></ul><ul><li>Talent retention, rapid assimilation </li></ul><ul><li>Critical mass, global affiliation </li></ul><ul><li>Professional growth </li></ul>Communities create a pathway for knowledge to move
    10. 13. As a community matures, it provides more value <ul><li>Formation </li></ul><ul><ul><li>Members discover the community and join because they have identified value in it </li></ul></ul><ul><ul><li>Or members are invited and SMEs are sought out </li></ul></ul><ul><li>Building/Evolving </li></ul><ul><ul><li>The community has begun to stabilize around formal processes, policies, and norms </li></ul></ul><ul><ul><li>Additional roles might be sought </li></ul></ul><ul><li>Potential </li></ul><ul><ul><li>The group begins to emerge around the SMEs </li></ul></ul><ul><ul><li>Or a sponsor and leader is selected to direct and engage a core team and SMEs </li></ul></ul><ul><li>Operationalized/Active </li></ul><ul><ul><li>The community is well-established </li></ul></ul><ul><ul><li>It is a legitimized body within the organization </li></ul></ul><ul><li>Adaptive </li></ul><ul><ul><li>The community is demonstrating optimal value to its current and potential members and to the business </li></ul></ul><ul><ul><li>The community provides highly evolved sense and respond capabilities </li></ul></ul><ul><ul><li>It is now focused on specializing or subdividing to address more granular goals </li></ul></ul>Adaptive (5) Building/Evolving (3) Formation (2) Potential (1) Sense and respond capabilities High- performing Standard consistent processes The Five Levels of Community Maturity Operationalized/ Active (4) Subject matter experts connect to create value
    11. 14. <ul><li>Equip alumni with an understanding of IBM’s capabilities </li></ul><ul><li>Drive revenue </li></ul><ul><li>Facilitate re-recruiting </li></ul>Program goals and value to IBM The Greater IBM Connection is a Chairman’s Initiative to coordinate IBM’s alumni outreach effort in a way that brings mutual value to IBM and IBM alumni. (Founded 2006)
    12. 15. Where do IBMers network outside IBM? 30,000 40,000 50,000 current and former IBMers 36,000 285,000
    13. 16. Reasons for a special interest community for Global Business Services in Germany <ul><li>PEOPLE: The former PWCC Consultants, who left IBM after merge, were an important audience to achieve our business goals. They were already organized on XING in Germany and it </li></ul><ul><li>seemed to be easy to win them for our community. </li></ul><ul><li>LEARN: As the GBS Community was the Alumni Pilot Phase, the intention was </li></ul><ul><li>to learn from it for the Rollout to all LoBs and other communities. </li></ul><ul><li>EMOTIONS : Special groups have more in common than being a former </li></ul><ul><li>IBMer. It’s about memories and friends - an emotional bonding should help us to </li></ul><ul><li>create active interactions and fast growth. </li></ul><ul><li>STICKYNESS: If you know the interests of your audience, it is easier to serve them with </li></ul><ul><li>topics of their interest to generate the expected attraction, interaction and frequent </li></ul><ul><li>returning visits. </li></ul><ul><li>COSTS: Administrating and facilitating a special interest groups, which is smaller, is less </li></ul><ul><li>effort consuming and sufficient to gain expected insides. </li></ul>
    14. 17. GIBM in Germany started with a Pilot for GBS in March 2007 on XING Build November 2006 Kick-Off 2008 15.07.08 Design Build Online features / activities Run and improve GBS networking platform and events January 2007 Piloting Phase GIBM - GBS Community Kick-off Event Munich Oktoberfest 2007 March 2007 Go-Live December 2008 (planned) Open to all IBM DE Design IBM GIBM - QCC Community Go-Live Run QCC Design Workshop Rollout to GBS Subsidiaries (+ 800 Members)
    15. 18. A special interest target group requires special content <ul><li>The content on the GBS Community was tailored around “Consultancy </li></ul><ul><li>Topics”, but based on the “Sterling Brands” Survey. </li></ul>Community IBM Topics Consultancy Topics Career Center Archive & Downloads Everything around the community General but re-worked IBM topics Consultancy specific Topics Career Topics and Job Offerings for Consultants Archived Podcasts and Transcripts Everything has been implemented through XING functionalities.
    16. 19. Results and Findings <ul><li>‚ Special‘ events show a better participation than others. </li></ul><ul><li>Quality of content has been enhanced. „IBM topics“ and „Consultancy topics“ are now the most visited areas of the platform (compared to „community“ in 2007). </li></ul><ul><li>Weekly newsletter strategy generates attention and visits as desired. </li></ul><ul><li>A bigger community and higher involvement of members is required to support our business goals. </li></ul><ul><li>Trustworthy transactions enable results for </li></ul><ul><ul><li>brand-stewardship </li></ul></ul><ul><ul><li>revenue growth </li></ul></ul><ul><ul><li>re-hiring </li></ul></ul>
    17. 20. The Greater IBM Connection | October 31, 2008 QUESTIONS? Bettina Kahlau let’s get connected on XING
    18. 21. The Greater IBM Connection | October 31, 2008 THANK YOU! Bettina Kahlau let’s get connected on XING