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The Digital IBMer at ESMT Schloss Gracht October 2013
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The Digital IBMer at ESMT Schloss Gracht October 2013


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  • 1. Copyright 2013 11. Management Update, ESMT, Schloß Gracht The Digital IBMer Social Business Computing in IBM October 2013 Dr. Lutz Marten 1
  • 2. Table of content  Social Business Computing  The Compelling Reason  How it works Copyright 2013 2
  • 3. Social Business Computing What is it about? Copyright 2013 3
  • 4. Social Collaboration Manage your work more effectively Leverage what others know Employees Stay in touch with team projects Partners Keep track of group documents Share expertise Customers Find the right people Copyright 2013 4
  • 5. The Compelling Reason Why and why now? Copyright 2013 5
  • 6. Our brand is experienced through the IBMer As IBMers, we are innovators and experts paving the way for a smarter world. Copyright 2013 6
  • 7. Our expertise, experience and world-renowned reputation as industry leaders are the most powerful marketing tools we have “Some forward-thinking companies are taking the next step. They are providing the training, tools and encouragement to make their employees expert at using social media. In doing so they are creating a competitive advantage.” – Jon Iwata, SVP at IBM Copyright 2013 7
  • 8. The IBM family Working in an increasingly complex world Talent faces difficulty increasing worker effectiveness. As work becomes more mobile and global, skills are required more rapidly to meet increasing complexities of work. Copyright 2013 8
  • 9. Social capabilities will change the way we work to serve our clients  For the Client: I have the ability to experience the collective intelligence of IBM that is targeted towards making me successful  For the IBMer: A simpler way to work by providing one place to ‘see’ the client and one place for all IBMers to ‘see’ me and my expertise  For IBM: To become a premier example of how to leverage social business to scale expertise while changing our culture to be more personalized Client Collaboration Hubs • Client-focused community workspace • Institutional knowledge captured and shared to deliver increased value • Streamlined access to client info, resources, expertise, formal plans, activities IBM Expertise  Authentic: Surfaces real experts based on evolving reputations with clients, peers, and the world  Connected: In every IBMer’s pocket, anywhere, any time  Smart: Improves with use, enables IBM to predict skills gaps and respond in real time Copyright 2013 9
  • 10. The IBM family - already a virtual social community  Globally diverse – 170+ countries  Over half of IBM workforce in services business  Mixed generations – baby boomers through to millenials  Working remotely / from home - normal for many IBMers  Joined via recruitment, acquisitions & outsourcing deals Copyright 2013 Template DocumentationHow ‘The Many’ get smarter An IBM Social Learning point of view 10
  • 11. IBM’s Social Media Footprint Internal:  433,000 users of IBM Connections  26,000 individual blogs  91,000 communities  623,000 files shared (and 9.5m downloads)  62,000 wikis  50m instant messages/day External:  LinkedIn: 304,000 employees on LinkedIn; 748,601* people follow IBM on LinkedIn  Twitter: Approximately 32,000 IBMers engage via Twitter each month. Methodology: This is an approximation based on a recent study that found 93k people or accounts tweeted about IBM per month. Based on the analysis, 35% could be considered IBMers.  Facebook: 171,600 people on Facebook with IBM listed as their workplace.  Alumni Network Group: 375,000 IBM alumni who have self-identified on LinkedIn. The Greater IBM Connection LinkedIn Group has 75,178* members. Copyright 2013 11
  • 12. Mitigate Risks and Apply Digital Skills to Pursue Business Opportunities Strategic Outcomes Personal responsibility for Digital Expertise Personal responsibility for security and risk IBMers become effective at mitigating risk Enable IBMers to live the IBM values in the digital world Helps differentiate IBM as leader in social business Copyright 2013 IBMers become expert at using digital for IBM biz goals 12
  • 13. How it works The emerging Digital IBMer Copyright 2013 13
  • 14. ”Where to start?” Copyright 2013 14
  • 15. Step 1 ”Start your advocacy program by identifying the current state of your organization” Copyright 2013 15
  • 16. Step 1 ”Start your advocacy program by identifying the current state of your organization”  Identify early adopters of social media  Use social listening tools  Who are your official spokespeople? Copyright 2013 16
  • 17. Step 2 ”Assess the culture of your organization” Copyright 2013 17
  • 18. Step 2 ”Assess the culture of your organization”  Purpose, mission, values, guidelines  Openess fosters engagement  It’s situation specific, so when do you want people to advocate?  ”Employees must truly believe in the purpose, mission and values of the organization. And to develop a shared belief system, employees must help create it” Copyright 2013 18
  • 19. Step 2 ”Assess the culture of your organization”  The “why” behind sharing  Understanding the goal behind each message     What should I share? Why should I share it? When should I share it? Where should I share it? Copyright 2013 19
  • 20. Step 3 ”Find your champion” Copyright 2013 20
  • 21. Step 3 ”Find your champion”  Create an internal movement with people enthusiastic about your brand and who are social media savvy  Find champions throughout the organization, not just in the marketing department Copyright 2013 21
  • 22. Step 4 ”Set your goals” Copyright 2013 22
  • 23. Step 4 ”Set your goals”  Set goals based on both soft and hard metrics  You need real benchmarks not nebulous goals outside your control Copyright 2013 23
  • 24. IBM’s goal: “We are building trust & credibility”  =  The trust and credibility of our Experts ensures:     Effective delivery of brand messages To relevant and receptive audiences Creates compelling and credible call-to-action Likely evoke positive responses Ultimately creating self-sustaining brand evangelism and driving brand preference. Source: Susan Emerick, IBM (@sfemerick) Copyright 2013 24
  • 25. Step 5 ”Establish program mechanics” Copyright 2013 25
  • 26. Step 5 ”Establish program mechanics” Which mechanics can you put in place to 1) Grow advocacy 2) Showcase your advocates and their expertise 3) Support advocates development Copyright 2013 26
  • 27. ”The internal Forward Thinker program ensures that experts are always at your fingertips” Source: IBM (2012) Copyright 2013 27
  • 28. Step 6 ”Demand that your leaders lead as executive buy-in is crucial to succeed” Copyright 2013 28
  • 29. Step 6 ”Demand leadership”  Help your employee advocates understand that their contribution is both vital and recognized from the highest levels of your organization.  Have your executives position the initiative in the context of larger corporate goals Copyright 2013 29
  • 30. Step 7 “Provide training” Copyright 2013 30
  • 31. Step 7 ”Provide training”  Independent, empowered advocacy is short-lived without a window to practice, get feedback and iterate on ideas  Establish a community  Create a training plan  Remember employee advocacy is NOT a ‘set it and forget it’ style program Copyright 2013 31
  • 32. Digital IBMer Hub Learning-and-doing  Offers broad Education on Social and Security topics  Provides Enablement on specific tools and technologies  Highlights Social Business resources  Encourages Recommended Activities to improve your social footprint, then track your progress Source: IBM (2012) Copyright 2013 32
  • 33. “Enablement happens through the Digital IBMer Hub” Source: IBM (2012) Copyright 2013 33
  • 34. Communities, Education & Ambassadorship Three Communities: One Mission Copyright 2013 34
  • 35. “A few examples of our enablement modules” Task/Situation specific  Social Software Introduction for SME’s/Thought Leaders  Listening to Digital Discussions  Plan How to Help and Engage  Digital Persona Management  Add Value and Build your online reputation and thought leadership  Manage Feedback Through Digital Channels Platform specific  Beginner – Slideshare 101: The Basics  Intermediate - Twitter 201: Tools and Techniques for Enhancing Twitter Engagement and Growing Eminence  Advanced - Blogging 301: Differentiating and Promoting your Blog Source: IBM (2012) Copyright 2013 35
  • 36. Assessment Source: IBM (2012) Copyright 2013 36
  • 37. Assessment Source: IBM (2012) Copyright 2013 37
  • 38. Assessment Source: IBM (2012) Copyright 2013 38
  • 39. Step 8 ”Measuring and celebrating the performance of advocates” Copyright 2013 39
  • 40. Step 8 “So how do IBM measure social eminence?” KPIs KPI Definitions Reach Audience members who have opted into your communications Engagement Audience interactions with content published by SMEs Amplification Audience sharing actions of SME content Conversion To be defined by the program SBM. An example would be registrations yielded from SME social accounts SME Emine nce Source: IBM (2012) Copyright 2013 Metrics Subscriptions Visitors,Visits Search Rank Connections Followers Likes, Views Comments Likes, Comments @mentions Clicks Shares Inbound Links Retweets Registrations 40
  • 41. Step 8 cont. “Celebrating employee advocates”  Leaderboards and gamification  Personal anecdotes of customer and prospect social interactions  Establish public measures in aggregate of the overall program contributions and by individuals to encourage friendly competition or pride in achievement Source: Copyright 2013 41
  • 42. “So to sum up…” Steps you need to take to create an employee advocacy program 1) Identify the current state of your organization 2) Assess the culture of your organization 3) Find your champion 4) Set your goals 5) Establish program mechanics 6) Demand leadership 7) Provide training 8) Measuring and celebrating the performance of the advocates Source: Copyright 2013 42
  • 43. The Digital IBMer: Creating Value for IBM and Our Clients  The ongoing initiative focuses on building IBMer digital eminence and helping IBMers live our values in the digital world by being:  Social: Collaborate via social computing to pioneer intellectual capital and drive innovation that matters for clients and the world.  Smart: Be IBMers at our best – build and share insight and expertise, and exercise good judgment to take the right actions.  Secure: Practice secure computing – build trust by taking personal responsibility to secure IBM, our clients and colleagues. Dedication to every client’s success; Innovation that matters to our clients and the world; Trust and personal responsibility in all that we do Copyright 2013 43
  • 44. Helping IBMers and the World be Secure, Social and Smart Copyright 2013 44
  • 45. Speaker Profile  “formal” education in Computer Science & Economics  Working in Consulting and Learning over 20 years  Living in Würzburg, Germany  Work life balance kept by doing sports (tennis, hiking, dancing), reading and traveling  Dr. Lutz Marten Manager IBM Leadership Development Outside IBM you’ll find me on Europe, Eastern Europe , Middle East & Africa Copyright 2013 45
  • 46. Thank you See you soon! Copyright 2013 46
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