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  • IBM betyder naturligtvis olika för olika människor beroende på om de är anställda, kunder, investerare eller intresserade av affärer och IT-branschen i allmänhet. Det finns kanske t . o . m. människor som inte känner till IBM. Men för oss som vill veta mer om IBM så är utgångspunkten att IBM i grunden handlar om två saker . En förnyare? En säljorganisation? En samling vertikalt integrerade globala företag? Ett globalt varumärke? En företag som rest sig igen? Ett jättestort företag? Allt det ovanstående? Berätta om varför lenovos laptops kallas för thinkpads, visa org tp
  • IBM focuses on the intersection of business insight and technological innovation for enterprise clients. Over the past decade, IBM has been a leader in the IT market ’s shift of focus from selling hardware, software and services, to the creation of solutions to clients’ business problems. While each era of computing has been beneficial for innovators, other people inevitably enter the market. They produce alternatives to a technology, product or service. The once-unique innovation becomes a commodity, and those opportunity spaces become less and less attractive. This cycle -- of innovation and commoditization -- has never been more pronounced or more rapid than it is today. Today, our industry has bifurcated. There are really only two models now for building a leadership position: Some companies are embracing commoditization. They’re focusing not on creating new kinds of products and services, but on super-efficient operations and business models. These companies win by delivering a product that many others can also deliver, but that they can provide cheaper, faster and more efficiently. That’s one model for seizing market leadership. The other model is to innovate, to create unique value, new technology, new intellectual capital. Because customers can neither create this capability themselves nor buy it from many others, this approach is hugely differentiating for companies that lead in these spaces. At times in IBM’s past, we weren’t always sure where we wanted to play. Sometimes we were slow to capitalize on our own innovations. At other times, we hesitated to re-invent or exit businesses that were no longer differentiating for us or for our clients. A few years ago, we made a fundamental decision – to lead in the high-value, innovation spaces of our industry, and to focus on businesses and institutions of all sizes, in every industry. By “innovation,” we mean much more than invention -- although, we take a backseat to no one in the value we place on technological invention. Our scientists and engineers earned 3,415 U.S. patents in 2003 – a new record, and 1,400 more than our closest competitor. It was our 11th year in a row of patent leadership. But “innovation” is a bigger thought than “invention.” It’s what happens when invention intersects with insight… when new technology or capability is applied to an industry or to the particular circumstances of a client. That’s when unique value is created. That’s the business we have decided to be in… and to lead. We want to solve our client’s toughest problems – by bringing to bear great technology, deep insight and know-how. We want to give our clients something they can’t get off the shelf: unique, differentiating advantage that helps them succeed. This is what has set apart IBM for many years. It’s why clients want to work with us, and why great people want to work here.
  • Many companies define themselves in terms of technologies, products, pricing or even individual personalities. IBM is different. From its inception nearly a century ago, our company has been grounded in strongly held beliefs. They have shaped our marketplace identity and our policies and practices. They commit IBM to be a trusted partner for clients, a reliable long-term investment, a progressive employer and a responsible corporate citizen. IBMers are defined by their values. We’re one of the few companies where employees identify themselves by the company name — here you're not just an employee, you're an IBMer .   In the following presentation, we’ll answer the question, “So what is it like to work at IBM?” We’ll talk about IBM’s global scope, our values, diversity, culture of flexibility, collaboration and teamwork. You’ll see that we challenge ourselves to excel at all we do. We value and reward innovation. We prize results over activity and bureaucracy. So, “What’s it like to work at IBM?” It’s pretty special.
  • Alla uppgifter ligger i bilden. Mobilitet för IBM som anställda och att frihets graden som ökar med senioritet Vissa tror kanske fortfarande att IBM-anställda är en torr, tillknäppt samling människor. Det stämmer inte. Vi bryr oss inte om vilken färg våra kläder har eller hur saker och ting gjordes i ett tidigare IBM. IBM är ett av få företag där de anställda identifierar sig själva med företagsnamnet: här är du inte bara en IBM-anställd, du är en IBMare . IBM är verkligen ett globalt företag. Vi har verksamhet i mer än 160 länder och har den största professionella arbetsstyrkan i världen. Vi har mer än 300 000 anställda, men om man tar med all extrapersonal, alla som jobbar på kontrakt och alla studenter, så finns det mer än 400 000 IBMare världen över. IBM employs 70,000 business and industry experts and 170,000 technology experts IBM has one of the most highly educated workforces in the world – more than 200,000 college graduates, nearly 54,000 with postgraduate degrees IBMers have earned more than 38,000 professional certifications 1914 Hires the first employee with a disability, 76 years before the Americans with Disabilities Act 1924 IBM ’s first black employee and first three women employees mark 25 years with the company 1944 Is the first company to support the United Negro College Fund 1953 IBM President Thomas J. Watson, Jr., publishes the company ’s first equal opportunity policy letter — one year before the U.S. Supreme Court desegregates public schools 1976 Helps launch the National Hispanic Scholarship Fund 1984 Adds sexual orientation to its nondiscrimination profile and establishes domestic partner benefits in 1996 2004 Ranks as one of the “Best Companies for Working Mothers” for the 19th year in a row Competitive advantage today comes from expertise – and expertise is not static. IBM has the world ’s deepest, most diverse collection of business and technology innovators, supported by advanced collaboration systems and a culture that enables continuous learning.
  • The IT industry is full of great change, challenge and opportunity. To ensure that we work as a unified team – despite our size and complexity – in a manner that delivers on the promise of IBM ’s brand and business model, we cannot simply rely on business plans, processes and controls. Channeling the company’s diverse array of experience and talent into a common purpose requires much more: it requires that we operate based on a set of genuinely shared values . IBMers have always operated under a strong foundation of principles. But in light of the changing competitive landscape, we re-examined them in 2003. Through a worldwide collaboration event, every IBMer had an opportunity to provide their thoughts about the values of IBM — to ensure our company ’s continued success. As a result of this exercise, employees agreed on the following three company values that should guide everything IBMers do: Dedication to every client ’s success. Information technology today is so affordable and so abundantly available that, by itself, it no longer gives clients a unique competitive advantage. In today’s reality, succeeding in this game means applying the technology in clever or unique ways and making possible some entirely new business capabilities. Simply put, the marketplace has shifted from products and transactions to building solutions customized to the needs of each client. Every IBMer, regardless of his/her job, has a role in client success. It requires the full spectrum of IBM expertise. Innovation that matters – for our company and for the world. When all is said and done, IBM ’s value to clients comes down to innovation. Many of us associate innovation with the ability to pioneer new technology, and while that’s certainly still the case, there’s much more to it. It’s about the ability to seek new and better ways in all things, and the courage to take intelligent risks in doing so. Innovation at IBM is about making the world better – for our colleagues, our clients, our neighbors. Trust and personal responsibility in all relationships. IBMers have always been characterized by honesty and ethical behavior. However, as necessary as ethics and integrity are for any company, business leadership now requires much more. When a company like IBM seeks permission not just to provide a well-engineered and supported piece of equipment, but actually to help shape a company ’s purpose or manage its people, a whole different kind of relationship is involved. That’s why “trust’ is much more meaningful and essential today. At the same time, our relationships with each other have become more complex. IBM has never been more matrixed, global, and more dependent on people whom we’ve never met face-to-face and/or don’t report to. In this ever-changing environment, people depend on each other do what they say they’ll do. Hence, the increased importance of personal responsibility.
  • There's no question we're a culture that prizes intelligence and innovation. IBMers, by nature of whom we hire, are naturally smart folks motivated by high achievement. Here, you really are working with the best and the brightest people.    
  • Använd exempel från mobil industrin…. T.ex. SMS och nyttjandet En innovation börjar med en uppfinning eller något liknande – en idé, en tanke. Men det räcker inte. Det krävs något mer. Det krävs insikt om hur den här uppfinningen, den här idén, kan användas: Hur man kan få praktisk nytta av den. Det är när uppfinningar och insikter möts som innovationer uppstår. För att illustrera vad jag menar ska ni som sitter här få se en unik bild av ett teknologiskt genombrott. Vi har vant oss vid att beräkningskapaciteten hos våra maskiner fördubblas var artonde månad ungefär. Men det här är ett större hopp än bara en fördubbling. Det här är en maskin som räknar många gånger snabbare än någonting annat på marknaden. _________________________________ Och för oss har innovation två väldigt tydliga delar. Det handlar dels om någon form av uppfinning, någon teknisk lösning, men det handlar i minst lika stor och kanske i större utsträckning om insikten om hur den här uppfinningen, idén kan användas ute i verkligheten hos betalande kunder. De här två bitarna måste båda i våra ögon finnas för att man ska kunna prata om innovation. Sen finns det väl en tredje komponent som också måste till här. Även om man har både idén, uppfinningen, och insikten om hur den ska användas behövs det ju sen lite kapital för att förverkliga det här. Henry Ford lär ha sagt att ”Vision utan budget är en hallucination” och det ligger nog nåt i det. Men finns insikten om hur den ska användas har man i alla fall förutsättningarna för att lösa även den komponenten. Men det här är inte nytt. Jag har tagit fram några citat här. Är det någon som känner igen det här, eller kan gissa vem det är som har sagt att: ” Min sysselsättning är att ge affärsvärde åt andras briljanta, men missriktade idéer.” Här kommer några till, så får ni lite hjälp till. ” Jag tar reda på vad världen behöver, sen börjar jag uppfinna.” ” Jag fullbordar aldrig en uppfinning utan att tänka på hur den ska tjäna andra.” ” Jag beskrivs, delvis korrekt, som ’snarare en snyltare än som en uppfinnare’.” Allt det här har sagts av Edison, Tomas Alva Edison, alla uppfinnares uppfinnare Jag höll på att säga ”alla uppfinnares moder”, men det hade väl inte varit rätt. James Watt uppfann inte ångmaskinen, det gjorde Newcomen – men Watt var den som gjorde den praktiskt användbar och det är honom vi kommer ihåg. Det gäller våra svenska stora uppfinnare också: John Ericsson uppfann inte propellern – men han gjorde den användbar. Gustav De Laval upptäckte definitivt inte centrifugalkraften – men han kom på att man kunde använda den för att separera mjölken. Långt innan Alfred Nobel fanns det sprängämnen – men Nobels dynamit förbättrade det väsentlig. Dahlén uppfann inte fyren, inte ens gasfyren – men han gjorde den praktiskt användbar. De här klassiska gamla uppfinnarna som vi pratar om, de var egentligen snarare innovatörer med dagens mått mätt, än uppfinnare. De hade – kanske t o m mer än den tekniska idén – hade de insikten om hur det här kunde användas, användas på ett sånt sätt att det verkligen skulle göra skillnad. Edison, för övrigt, har ju uppfunnit mycket mer än olika produkter. Han uppfann för övrigt inte glödlampan om någon trodde det – förstås inte – däremot gjorde han den praktiskt användbar. Men hans kanske viktigaste uppfinningar var att Edison uppfann det moderna sättet att uppfinna. Han skapade utvecklingsavdelningen, forskningsavdelningen, samlade sina människor. För han insåg att det här med att göra innovationer, att uppfinna, det är kanske 5 procent inspiration – men sen måste vi fixa de andra 95 procenten transpiration också, och det kom han på hur man skulle göra.
  • Firefox has pioneered new ways of marketing. They managed to get people to donate money for an ad in NYT, and now they ask you to spread it to one person, in return for a similar ”immortalization” in Firefox 2.0
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  • 1. IBMThe innovation company * Lars-Olof Allerhed Technical Director, IBM Innovation that matters © 2012 IBM Corporation
  • 2. What is IBM? - You meet us every daySlide 2 Innovation that matters © 2012 IBM Corporation
  • 3. IBM and the IT Industry Today High-value, innovation, integration High-volume, undifferentiated products or services Consumer EnterpriseSlide 3 Innovation that matters © 2012 IBM Corporation
  • 4. IBM has reinvented itself many times. But through it all, its DNA, its soul remained intact. That’s because of something that was part of this company since its inception. IBM’s most important innovation wasn’t a technology or management system. Its revolutionary idea was to define and run a company by a set of strongly held beliefs – beliefs that would transcend economic cycles, geopolitical shifts, and generations of products, technologies, employees and leaders. IBM’s most important innovation was “the IBMer”4 Innovation that matters © 2012 IBM Corporation
  • 5. Our Workforce: Competitive Advantage through Expertise Canada 19,577 Asia Pacific 71,613 United States 132,942 Europe Middle East Africa Latin America 94,239 10,630Slide 5 Innovation that matters © 2012 IBM Corporation
  • 6. IBM Values  Dedication to every client’s success  Innovation that matters – for our company and for the world  Trust and personal responsibility in all relationships6 Innovation that matters © 2012 IBM Corporation
  • 7. IBM’s Talented People  5 IBM Nobel Laureates  Number one in patent generation for 16 consecutive years (4,186 patents awarded to IBM in 2008)  The first company to earn more than 4,000 patents in one year, nearly tripling Hewlett- Packard’s and exceeding the amount from Microsoft, Hewlett-Packard, Oracle, Apple, EMC, Accenture and Google combined.  400,000 IBMers worldwide7 Innovation that matters © 2012 IBM Corporation
  • 8. Invention + Insight = innovation 8 Innovation that matters © 2012 IBM Corporation
  • 9. 9 Innovation that matters © 2012 IBM Corporation
  • 10. Slide 10 Innovation that matters © 2012 IBM Corporation
  • 11. Blogs: extend people’s networks Frequent e-mails Infrequent e-mails Blogs You Jim Susan Chris Mary Roberto Friends Jim’s Your manager manager Helen Co-Workers John Other IBMers in your country Akira Other IBMers around the world Peter Other people around the world cosSlide 11 Innovation that matters © 2012 IBM Corporation
  • 12. Example: My blog entry…Slide 12 Innovation that matters © 2012 IBM Corporation
  • 13. …or with a billion- person workforce? What could you do with a million-person product development lab…Slide 13 Innovation that matters © 2012 IBM Corporation
  • 14. What to use to achieve? It’s not just about availability or even accuracy, it’s really about Credibility and Value Innovation that matters © 2012 IBM Corporation
  • 15. Which way do I go to get what I need? Communities are one way to get the direction you need. They put you in touch with the right people and the relative content Innovation that matters © 2012 IBM Corporation
  • 16. The knowledge sharing gap Tags identify subject matter experts and helps people with questions find the people with the answers Innovation that matters © 2012 IBM Corporation
  • 17. Silos of content (and ideas) Social Bookmarks share ideas and content across organizational boundaries and generates new connections with similarly interested people Innovation that matters © 2012 IBM Corporation
  • 18. Information Loss Using libraries, activities, community files, etc. you can store Content in the Context of the work being done. Innovation that matters © 2012 IBM Corporation
  • 19. And you can solve additional business problems Innovation that matters © 2012 IBM Corporation
  • 20. Like…who’s who in the zoo Innovation that matters © 2012 IBM Corporation
  • 21. Like…who’s who in the zoo Profiles not only points to a person, but also provides credentials Innovation that matters © 2012 IBM Corporation
  • 22. Activities Activities quickly get you going and keep you (and others) on track …and keeps your head out of your in-box Innovation that matters © 2012 IBM Corporation
  • 23. The big picture Innovation that matters © 2012 IBM Corporation
  • 24. 25th October – Ginni Rometty announced as CEOSlide 24 Innovation that matters © 2012 IBM Corporation
  • 25. Dream, create, explore, invent,pioneer,imagine: Do these words describe what you do?Slide 25 Innovation that matters © 2012 IBM Corporation
  • 26. Slide 26 Innovation that matters © 2012 IBM Corporation
  • 27. Slide 27 Innovation that matters © 2012 IBM Corporation
  • 28. But what could you do if all objects were intelligent… …and connected?Slide 28 Innovation that matters © 2012 IBM Corporation
  • 29. What could you do with unlimited computing power… for pennies? Could you predict the path of a storm Could you identify another 20% down to the square of proven oil reserves without kilometer?Slide 29 Innovation that matters drilling one hole?IBM Corporation © 2012
  • 30. Slide 30 Innovation that matters © 2012 IBM Corporation