Ibm & social media m schrader
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Marco Schrader's presentation at the 2011 ConventionCamp in Hannover. IBM, social media and the IBM social media guidelines. Evolution and experiences. German language.
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Ibm & social media m schrader
- 1. IBM Social Media (Guidelines) Evolution, Theorie & Praxis
- 4. Nach steigender Beliebtheit folgen Social Software Komponenten auf IBMs interner “Spielwiese” TAP
- 5. Das IBM weltweite Telefonbuch BluePages erhält kurz darauf social bzw. Web 2 Komponenten
- 6. Der Bedarf an Social Media Guidelines wächst somit
- 8. Wissensmanagement neu definieren und “erfinden”
- 9. Virtuelle “ Kaffee-Ecken ” schaffen
- 10. Experten eine Plattform bieten
- 13. Arbeiten an ihrem Ruf
- 15. Können Wissen besser nutzen
- 19. Social = die 5. Stufe der IT Evolution Alistair Rennie, General Manager IBM Collaboration Solutions, auf der Lotusphere 2011
- 21. “empower IBMers as global professionals, innovators and citizens” ist das Credo.
- 22. “not mass communications, but masses of communicators”
- 23. Sie funktionieren und sind Vorbild, weil sie von “unten” kommen und gemeinschaftlich akzeptiert sind.
- 24. “Schaffe Mehrwert und mach keinen Ärger” hätte mein Vater früher gesagt.
- 26. Die guidelines im web
- 27. How am I driving? www.schlittenfahrn.de
- 28. How am I driving?
- 29. Collaboration is an IBM wide Priority. Oder: Von oben gewollt “We know that our integrated business model – from the way we design and deliver our systems and solutions to how we transform our end-to-end business processes – demands that we work together collaboratively . Every time we work as a team, execution improves.... making our culture even more collaborative, in support of delivering client value as we strive to build a Smarter Planet.” Sam Palmisano, IBM Chairman, President and Chief Executive Officer 19 July 2010 Second-Quarter 2010 Results
- 36. in vorhandene Umgebungen & Geschäftsprozesse integrieren IBM Infrastructure Communities Business Processes BlueIQ Enablement (Self-Study Modules, Live Lunch & Learns, JumpStart Consulting, BlueIQ Roadshows) BlueIQ Awareness Campaign BlueIQ Ambassadors BlueIQ Success Stories BlueIQ 1:1 Mentoring
- 38. Alle Module kürzer als 30 Minuten
- 39. Mix & Match der Module möglich und sinnvoll
- 40. diverse vordefinierte tracks vorhanden
- 42. Aufzeichnungen und Sprecher Notizen verfügbar
- 43. Beispiel BlueIQ Trainings: Inhalte 2011
- 45. Spends time educating other IBMers about their own adoption of social software
- 46. Has joined the Ambassadors community to help drive the adoption of social software at IBM ...in 50+ Countries ...from every IBM Business Unit *) 1600+ BlueIQ Ambassadors...
- 50. more likely to report increased customer satisfaction and sales
- 52. Continued adoption through BlueIQ ambassadors and Community Builders
- 53. Local executive support Based on usage of major intranet social software tools such as IBM Connection, Forum, WikiCentral, etc.. Observed across 16K individuals in all software sales roles in S&D. 2009 data is for the entire year and 2010 data is as of end of 3Q10.
- 54. Für IBM steht fest:
- 56. Aktuelle Beispiele für communities in der IBM
- 57. Neue Social Tools entstehen wöchentlich: Beispiel Team Analytics auf TAP
- 58. Beispiel n-fluent auf TAP (nutzt Marco im Instant Messenger)
- 59. “Sowas geht bei uns gar nicht.” Sicher?
- 60. 23.03.2011
- 62. Danke!
Editor's Notes
- So how does BlueIQ approach Social Software adoption at IBM? We have quickly realized that a tooling centric approach is doomed for failure. Rather we have taken an approach focusing on every day tasks by role. For example Technical Professionals have different tasks every day than Sales folks. So we started out by embedding the Social Software tools into their daily tasks to make them easier. We also want to make it very easy to get started by providing success stories, best practices and enablement material in a variety of forms (for example Symphony files, mp3 recordings, video recordings or live enablement sessions) Then we are working very hard on getting the word out through our various communication channels. The more people know about the benefits of social software adoption (and the more often they hear it) the more likely they are to pick up some tasks. We are using a group of early adopters to drive adoption from the bottom up. Sometimes it is just so much more effective to watch a colleague get a result much quicker than you would be able to – and that may be all it takes to get people interested. But we have also found that driving through the management chain is critically important. We found that both “at the bottom” as well as in the Executive ranks the benefits are quite well understood. It is with first line and middle managers where sometimes there is still wide spread scepticism – something we are trying to address this year with specific enablement for managers. And finally we are working with various groups (e.g. the CIO office) on embedding social software capabilities directly into some of the tools that people use every day.
- One of the cornerstones and a big reason for BlueIQ's success is the BlueIQ Ambassador program. Naturally with a goal of transforming SWG and IBM a team of just 8 people (including the manager) would be hard pressed to succeed. So we quickly realized that we needed more folks who were going to help us. This brought on the BlueIQ Ambassador program. This is a volunteer community of evangelists who are passionate about Social Software. Note that it is not necessary to be an expert in social software initially – all that is required to join is a sense of curiosity and a willingness to learn about social software – and hopefully later a willingness to evangelize with your peers. Once you are a BlueIQ Ambassador (and if you are not and listening to this podcast / video / conference call I would strongly encourage you to sign up) you will be in an elite group of passionate people who are living social software every day and are educating other IBMers about their own adoption of social software and the benefits they received.