Becoming a Social Business: IBM’s JourneyKat Mandelstein, kmandel@us.ibm.com, @katmandelstein#SMM2011NYC #IBMSocialBiz<br ...
A little bit about me<br />http://about.me/katmandelstein<br />© 2011 IBM Corporation<br />
Social<br />Internet<br />PCs<br />Departmental<br />Mainframe<br />Technology enabled Business Transformation<br />The Fi...
Journey to becoming a Social Business<br />Social Business<br />Outcomes<br /><ul><li>Listen to market
Build advocates</li></ul>Deeper client relationships<br />Traditional Business<br />Marketing, Customer Service<br /><ul><...
Control brand
Embed social in process
Connect in and outside</li></ul>Speed-to-Market<br />Product <br />& Service Development<br /><ul><li>Invest R&D
Ideas from inside
Build communities
Act small</li></ul>Adaptability to Market<br />Operations, Human Resources<br /><ul><li>Siloed
Rigid</li></li></ul><li>
Value of Social Business for Sales and Marketing Management<br />Realized benefit - median improvement %<br />Increase eff...
Realized benefit - median improvement %<br />Value of Social Business for Customer Service<br />Increase customer satisfac...
OLD PROCESS:<br />Product Development Process<br />SOCIAL ENABLED PROCESS:  IBM <br />4 million engagements <br />70% news...
Realized benefit - median improvement %<br />Increase speed of access to external experts<br />(realized by 40% of respond...
IBM Expert Locator Allows IBMers, Our Customers & Business Partners to find the right expert on a topic quickly on w3.ibm....
Value of Social Business for HR and Talent Management<br />Realized benefit - median improvement %<br />Increase speed of ...
Social Computing Guidelines:<br />Spring 2005<br />Revised<br /> 2010<br />Empower everyone to participate<br />Employees ...
Social Business inside the firewall….<br />W3.ibm.com <br />Customized Employee Workplace Portal<br />IBM Connections Inte...
Communities & Activities
File Sharing
Unified Communication
Virtual Meetings
Wikis, Blogs & Status Updates</li></li></ul><li>
Social Business<br />Training & Certification program for IBMers<br />
Social Business outside the firewall….<br /><ul><li>Smarter Planet Web presence
Aggregator
Digital Library
Social Insights Blog Social Accounts
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Social Media Masters 2011 NYC: Kat Mandelstein: IBM's Journey to Becoming a Social Business

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Presentation from Social Media Masters 2011 in New York City:
Abstract: Kat Mandelstein will share insights on the IBM journey to becoming a Social Business and share practical strategies for how to empower your employees to live social, how to execute effective social media campaigns, and how to leverage social thought leadership to influence the influencers. B2B companies have unique opportunities when it comes to how social transforms their business. Starting from social media marketing to attract and retain customers and evolving into business process changes like crowdsourcing innovation with input from partners and early adopters of your products and services. Social is rapidly turning the traditional marketing and product development plans on their heads and creating two-way real-time dialogue for customer interaction. The guarded walls of the corporation are slowly turning into windows with a new level of transparency inside an effective Social Business.

As the world’s leading global technology brand with over 400,000 employees around the world, IBM is a great case study in leveraging both public social networks as well as their own innovations from IBM Research and product development. Being so large and geographically dispersed, it is the ideal test market for this transformation into a Social Business. IBM takes social seriously and leverages it far beyond the average company: for developing products and services; enabling sellers to find and stay connected with clients; training the next generation of leaders. Social has also been at the core of how IBM shares its vision of the transformation to a Smarter Planet among clients, employees, partners, governments, NGOs, and other key influencer communities. This year social also played a key role in the IBM Centennial celebration, where Watson may have won Jeopardy, but is now on to more serious business.

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Social Media Masters 2011 NYC: Kat Mandelstein: IBM's Journey to Becoming a Social Business

  1. 1. Becoming a Social Business: IBM’s JourneyKat Mandelstein, kmandel@us.ibm.com, @katmandelstein#SMM2011NYC #IBMSocialBiz<br />September 23, 2011 Social Media Masters NYC<br />
  2. 2. A little bit about me<br />http://about.me/katmandelstein<br />© 2011 IBM Corporation<br />
  3. 3. Social<br />Internet<br />PCs<br />Departmental<br />Mainframe<br />Technology enabled Business Transformation<br />The Fifth IT Era:The era of Social Business<br />
  4. 4.
  5. 5. Journey to becoming a Social Business<br />Social Business<br />Outcomes<br /><ul><li>Listen to market
  6. 6. Build advocates</li></ul>Deeper client relationships<br />Traditional Business<br />Marketing, Customer Service<br /><ul><li>'Push marketing
  7. 7. Control brand
  8. 8. Embed social in process
  9. 9. Connect in and outside</li></ul>Speed-to-Market<br />Product <br />& Service Development<br /><ul><li>Invest R&D
  10. 10. Ideas from inside
  11. 11. Build communities
  12. 12. Act small</li></ul>Adaptability to Market<br />Operations, Human Resources<br /><ul><li>Siloed
  13. 13. Rigid</li></li></ul><li>
  14. 14. Value of Social Business for Sales and Marketing Management<br />Realized benefit - median improvement %<br />Increase effectiveness of awareness <br />(realized by 52% of respondents)<br />Increase revenue<br />(realized by 18% of respondents)<br />Increased effectiveness of conversion<br />(realized by 52% of respondents)<br />(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010<br />
  15. 15.
  16. 16. Realized benefit - median improvement %<br />Value of Social Business for Customer Service<br />Increase customer satisfaction<br />(realized by 77% of respondents) <br />Reduce marketing costs<br />(realized by 45% of respondents)<br />Reduce support costs<br />(realized by 35% of respondents)<br />(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010<br />
  17. 17. OLD PROCESS:<br />Product Development Process<br />SOCIAL ENABLED PROCESS: IBM <br />4 million engagements <br />70% news ideas <br />Crowdsourced products like Project Zero<br />Brand awareness increase in application developers, IT specialists, etc.<br />Site to solicit product ideas<br />Social Enabled Product Development<br />
  18. 18. Realized benefit - median improvement %<br />Increase speed of access to external experts<br />(realized by 40% of respondents)<br />Reduce time to market for new products/services<br />(realized by 29% of respondents)<br />Increase number of successful innovations<br />(realized by 28% of respondents)<br />Value of Social Business for R&D and New Product Development<br />(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010<br />
  19. 19. IBM Expert Locator Allows IBMers, Our Customers & Business Partners to find the right expert on a topic quickly on w3.ibm.com and ibm.com<br />Includes internal<br />IBM Connections Profile<br />and external social<br />network profiles<br />
  20. 20. Value of Social Business for HR and Talent Management<br />Realized benefit - median improvement %<br />Increase speed of access to internal knowledge<br />(realized by 77% of respondents) <br />Increase speed of access to internal experts<br />(realized by 52% of respondents)<br />Reduce internal communications<br />expense<br />(realized by 60%)<br />(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010<br />
  21. 21. Social Computing Guidelines:<br />Spring 2005<br />Revised<br /> 2010<br />Empower everyone to participate<br />Employees = brand ambassadors<br /> Digital Council<br />Build a culture for participation startinginside first<br />Experiment. A lot.<br />Gaming. Jams.<br />IBM Case<br />Study:<br />Align<br />Corporate <br />Culture<br />Step one in Social Business: Align Organizational Goals and Culture<br />May2008<br />14<br />
  22. 22. Social Business inside the firewall….<br />W3.ibm.com <br />Customized Employee Workplace Portal<br />IBM Connections Internal Social Network<br /><ul><li>Integrated Tagging & Rating
  23. 23. Communities & Activities
  24. 24. File Sharing
  25. 25. Unified Communication
  26. 26. Virtual Meetings
  27. 27. Wikis, Blogs & Status Updates</li></li></ul><li>
  28. 28. Social Business<br />Training & Certification program for IBMers<br />
  29. 29. Social Business outside the firewall….<br /><ul><li>Smarter Planet Web presence
  30. 30. Aggregator
  31. 31. Digital Library
  32. 32. Social Insights Blog Social Accounts
  33. 33. Jams
  34. 34. Greenhouse</li></ul>Download the Social Business Jam Report<br />http://www.ibm.com/software/info/social_business_jam<br />Participate in the Social Standards Jam<br />
  35. 35. Campaign: Social Business ≠ Social Media for Business<br />
  36. 36. Aggregation of Social Content invites interaction<br /><ul><li>Use social feed widgets embedded on your Web pages
  37. 37. Aggregate Content into a Landing Page or Community
  38. 38. Case Studies on Lotusphere effort on Mashable & BizBash</li></li></ul><li>Measurement & AnalyticsProvide an Enterprise-level View of the Performance & Optimization of Our Digital System & the Return on Investment<br />
  39. 39.
  40. 40. What is Watson? <br />The Watson technologyset is a solution capableof interpreting large volumes of unstructured dataand natural language, providing precision and confidence in its answers<br />A transformational set of technologies that fundamentally change the way businesses look at solving problems and bring intelligence to ways they can make better informed, optimized decisions<br />The Watson visionhelps inspire organizations to achieve optimized outcomes through its ability to rapidly process information to find precise answersto critical questions <br />The Watson Jeopardy! Grand Challenge has wide reaching implications for the way businesses make decisions. It’s no wonder that millions expressed interest!<br />34.5M Jeopardy! Viewers / 1.3B+ Impressions<br />Over 10,000 Media Stories / 11,000 attend watch events<br />2.5M+ Videos Views (top 10 only)<br />10,897 Twitter / 23,647 Facebook Fans<br />
  41. 41. Smarter Communications<br />Smarter Healthcare<br />Communications Service ProviderAnalyzing over 1B new call records daily along with50TB of historical data to predict & reduce customer churn increasing revenue<br />Healthcare Program Provider<br />Analyzing tens of thousands of patient records with analytical models provides reduces mortality by up to 50% in cardiac procedures<br />Smarter Government<br />Smarter Banking<br />Large Financial Services Firm<br />Analyzing client patterns captured in a 100TB database to develop new offerings, drive loyalty, & increase profitability<br />Large Government AgencyAnalyzing 100TBs of active data & 20 petabyte archive; Millions of objects handled per second for more efficient and effective government<br />IBM’s History of Grand Challenges is Leading to Grand Outcomes<br />
  42. 42. Problem<br />Solution<br />Hospital providers face mounting challenges in how to improve the quality of patient care in an environment where patient and clinical data is proliferating and resources are limited<br />“Management of disease is phenomenally complicated. Effective storage, retrieval, analysis and use of information is critical to improve healthcare.”<br />Watson Use Case – Healthcare <br />Challenge<br /><ul><li>Medical information is doubling every five years
  43. 43. 1.5M errors occur in the way medications are prescribed, delivered and taken in the U.S. each year
  44. 44. 20% of all errors are diagnostic errors
  45. 45. 8.4% 2010-2011 rate of employer-based healthcare cost increase
  46. 46. Watson can analyze millions of pages per minute to assist with diagnosis, leveraging the latest available research
  47. 47. Watson can uncover patterns and identify which patients are at risk of contracting specific diseases
  48. 48. Watson can help identify optimal treatment recommendations reducing waste and re-admissions</li></ul>Dr. Herb ChaseProfessor of Clinical Medicine, Columbia University<br />
  49. 49. Where could IBM Watson help you?<br />Business Analytics<br />Manage Enterprise Content& Content Analytics<br />Business Intelligence<br />Predictive Analytics<br />Analytic Applications<br />Governance, Risk & Compliance <br />Financial Performance/Strategy Management<br /><ul><li>Advanced Case Management
  50. 50. Content Analytics
  51. 51. Document Image and Capture
  52. 52. Information Lifecycle Governance</li></ul>Social Business<br />Manage Enterprise & Unstructured Data<br /><ul><li>Information Integration and Federation
  53. 53. Information Governance
  54. 54. Big Data Analytics
  55. 55. Text Analytics
  56. 56. Master Data Management
  57. 57. Data Warehousing
  58. 58. Consumer Insight
  59. 59. Brand Sentiment
  60. 60. Team Analytics
  61. 61. Social Collaboration</li></li></ul><li>Efficiency + Business Insight Contributes to Better Financial Performance<br />49% more<br />30% more<br />>20x more<br />EBITDA<br />5-year CAGR, 2004-2008<br />Revenue<br />5-year CAGR, 2004-2008<br />ROIC<br />5-year average, 2004-2008<br />All Other Enterprises<br />Value Integrators<br />How Will Your Journey End?Analytics-Driven Organizations Outperform<br />Revenue Growth: N = 580; EBITDA: N = 531; ROIC: N = 501; <br />Source: IBM Institute for Business Value, The Global CFO Study 2010<br />
  62. 62. Celebrating the IBM Centennial through Social Conversations<br /><ul><li>The Centennial and Celebration of Service evoked a public expression of enthusiasm and pride by IBM employees, Alumni, Customers and Business Partners.
  63. 63. Accordingly, IBM saw a dramatic shift in the tone of its online buzz, moving from a predominantly neutral topic of conversation to one in which one-in-four mentions positive.
  64. 64. IBM's worldwide presence dominated – with active social participation from IBMers across the globe.
  65. 65. For first time ever, IBM achieved the top of “Trending Topics” on Twitterin US and India.
  66. 66. “IBM” was mentioned 24,000 times globally in a single day (June 16).
  67. 67. Key conversational themes reflected IBM’s Centennial programs demonstrating that they were understood and embraced by those engaged in social discussions worldwide.</li></li></ul><li>Social Conversations around Centennial Celebration of Service<br /><ul><li>Over 2.5 million hours of service shared on Celebration Day of Service
  68. 68. social conversation was notably high, with the conversation classified as 4% "very positive", 15% "positive", and 0% negative.
  69. 69. Celebration of Service participants worldwide uploaded over 1500 photos on ibm100.com on that day </li></ul>“#IBM100 years. Congratulations to all who participated in service day. Blood donation, books, adoption of dogs and planting trees.”<br />
  70. 70. Visit the IBM Centennial THINK Exhibit @ Lincoln Center<br /><ul><li>Celebrating over 100 years of innovation and the next 100
  71. 71. Opens TODAY through October 23rd, hours on Web site
  72. 72. Tickets compliments of IBM, get from Jaffe Box Office
  73. 73. http://www.ibm.com/ibm100/thinkexhibit
  74. 74. Question: How would you make the world work better? Hashtag for Twitter feed for Web and Exhibit is #THINK</li></li></ul><li>ibm.com/socialbusiness<br />
  75. 75. Legal Disclaimer<br /><ul><li>© IBM Corporation 2011. All Rights Reserved.
  76. 76. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.
  77. 77. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.
  78. 78. If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
  79. 79. If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.
  80. 80. Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.
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