Social Media Strategy @ IBM: Programs & Resources


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For IBM, social goals are business goals. The IBM social strategy aims to increase employee engagement, improve the IBM client experiences and drive financial results by enabling social engagement with customers, influencers and communities of interest.

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Social Media Strategy @ IBM: Programs & Resources

  1. 1. Social Media Strategy at IBM:Programs, Resources, ResultsDelaney TurnerSocial Business Analytics & Enablement
  2. 2. © 2013 International Business Machines Corporation 2Finding insights, identifying experts, exchangingknowledgeHave you seen our new Social Business ad?It’s right here:
  3. 3. © 2013 International Business Machines Corporation 3Agenda• Macro trends• IBM executive views• Social media…– and the IBM brand strategy– Governance– Frameworks & metrics– Enablement programs– Resources• Q&A
  4. 4. © 2013 International Business Machines Corporation 4Social media is changing public attitudes towardbusinessesSource: 2012 Edelman Trust Barometer Executive Summary
  5. 5. © 2013 International Business Machines Corporation 5And it’s driving the need for new leadership skillsThe dynamics of social media amplify the need for qualities that have long been a staple ofeffective leadership, such as strategic creativity, authentic communication, and the ability to deal witha corporation’s social and political dynamics and to design an agile and responsive organization.Social media […] requires the ability to create compelling, engaging multimedia content. Leadersneed to excel at co-creation and collaboration—the currencies of the social media world.Executives must understand the nature of different social-media tools and the unruly forces they canunleash.Equally important, there’s an organizational dimension: leaders must cultivate a new,technologically linked social infrastructure that by design promotes constant interaction acrossphysical and geographical boundaries, as well as self-organized discourse and exchange.Roland Deiser & Sylvia Newton, Six social-media skills every leader needs,McKinsey Quarterly, Feb. 2013
  6. 6. © 2013 International Business Machines Corporation 6Companies are adapting to capitalize on thesetrendsSource: 2012 IBM CEO Study “Leading Through Connections”
  7. 7. © 2013 International Business Machines Corporation 7Social media success is a priority for IBM“I am very aggressive internally in IBM in moving into a social enterprise.It flattens organizations. It enhances their speed. I envision a day [when]its more important what you share, not just what you know. Its not somuch what you say you know; I care about what the world thinksyou know, what clients think you know. *~ Ginni Rometty, IBM Chairman, President & CEO“We have to be publishers and developers, so that we are not relyingon intermediaries to get a story told and develop a relationshipwith decision makers. We have to be curators of corporatecharacter.”~ Jon Iwata, IBM SVP, Marketing & Communications*Jessi Hempel, Ginni Rometty reveals the future of Watson, CNNMoney, May 17, 2013
  8. 8. © 2013 International Business Machines Corporation 8Social media strategy is to match the IBM digitalexperience to the IBM brand
  9. 9. © 2013 International Business Machines Corporation 9The challenge and the opportunity
  10. 10. © 2013 International Business Machines Corporation 10Surface area of a sphere: 4 pi r2• *r = the radius of the sphere
  11. 11. © 2013 International Business Machines Corporation 11The marbles have about 300% more surfacearea
  12. 12. © 2013 International Business Machines Corporation 12100s of 1000s100s10s of 1000sOur approach: Enable all IBMers as Digital IBMers12Executives/Thought LeadersHigh-touch coaching and supportDigital IBMersSelf-directed education and participationTechnical PractitionersCommunity-based coaching and enablementIBM’s digital training and enablementContent topics Formats include Audience Specific education by socialmedia venue (Twitter, LinkedIn) Specific education by socialmedia task (e.g. How do I growmy network?) Live e-meetings with experts In-person group training Recorded presentations andself-help modules Community support All 400K IBMers Sessions are hosted in differenttime zones and in locallanguages
  13. 13. © 2013 International Business Machines Corporation 13Design social computing guidelines13The guidelines outline:• Responsible engagement• What NOT to talk aboutRules of the road:• Be professional, don’t pick fights,don’t feed the trolls• Speak for yourself, not IBM• Respect copyright, laws, other people• Add valueGuidelines for secure computing:• Protect IT assets and information• Practice safe computing and report security incidents
  14. 14. © 2013 International Business Machines Corporation 14 Applied to new accounts orexisting accounts Dedicated Corporate teamreviews all accounts andcommunities Non-compliant IDs contactedto bring to standard and removefakes Easily support new platformslike Google+ and PinterestImplement social brand guidelines
  15. 15. © 2013 International Business Machines Corporation 15BEFORE 2011TODAYBefore and after the audit
  16. 16. © 2013 International Business Machines Corporation 16 Objective: optimize earned &owned media coverage, aligned tobrand strategy More than 3,000 IBM social brandaccounts and channels identified Curation and administration supportto help maximize content marketingand shared expertise Self-enrollment with brand training,validation and permission Accounts are available forsyndication via Social MediaAggregatorIBM Voices: dynamic inventory & syndication ofIBM branded, IBM Select & IBM Forward Thinkersocial channels
  17. 17. © 2013 International Business Machines Corporation 17Implement a social measurement framework17Favorable Selling Environment Social Program EffectivenessMarketInterestSocial ProgramReadinessMindshareSocial ProgramProgress Market term volume– Online conversations• by segment• by theme• by usage– Online searchesShare of IBM– Online conversations– Online searches– Influencers’ messagesIBM placement in organicsearch results formarket terms Social Strategy / Marketing Plan– Created based on social mediaresearch and GTM strategy and plan– Reviewed with management Full-time Social ProgramManager assigned SMEs identified and recruited SMEs’ social sites + IBMbranded social sites– Established, maintained and active– Compliant with IBM Social BrandGuidelines Business goals and baselinemeasurement set Collaboration process in place to:– Apply social insights and KPIs– Share marketing plans, messagesand materials with SMEs– Promote SMEs’ + their social sites Reach– # of people who have optedinto your communication– Followers, fans, friends, uniquevisitors, subscribers, members,connections Engagement– # of times someone interactedwith our content/message– Replies, mentions, engagedusers, likes, comments, postvisits, views, favorites, postreplies, +1 Amplification– # of times someone re-sharedour content/message– Retweet, Share, Link, g+,Pin It, Talking About It Conversion– # of IWM registration yielded
  18. 18. © 2013 International Business Machines Corporation 18SMEEminenceKPIs KPI Definitions MetricsEngagementReachAmplificationConversionAudience interactions with contentpublished by SMEsAudience members who have optedinto your communicationsAudience sharing actions of SMEcontentTo be defined by the program SBM.An example would be registrationsyielded from SME social accountsViewsLikesCommentsLikesComments@mentionsClicksSubscriptionsVisitorsVisitsSearch RankConnectionsFollowersSharesInbound LinksRetweetsRegistrationsMeasure progress against consistent metrics
  19. 19. © 2013 International Business Machines Corporation 19• Provide proactivereputation monitoring• Provide event baseddecision supportinvolving risks to IBM’scorporate reputation• Measure and improveour perception throughassessment of keyvoices (our market, ourinvestors, ouremployees)• Discover client needsand trends leading tosolution innovation• Build markets throughpromotion of IBMlanguage and criteriato redefine categories• Assess extent towhich a market isbeing made withaction plan forimprovement• Win competitive mindsharefor IBM through socialinfluence and outreach• Build pipeline throughsocial lead identification• Enable sellers to winbusiness with socialintelligence based dooropenersObjetiveSocialInsightContributionMakingMarketsCapturingMarketsCorporateCharacterMakingMarketsCapturingMarketsUse socially derived insights to make & capturemarkets & build corporate character
  20. 20. © 2013 International Business Machines Corporation 20IBM Select: builds the eminence of high-value,high-touch thought leaders in targeted onlinecommunities Grow influence and reputation subjectmatter experts in the social sphere IBM Select SMEs IBM Champions – non-IBMtechnical leaders 1-on-1 coaching and support fromIBM Social Business Manager Sustain and support engagement whilecontinuously proving competency andexpertise Support and amplify word-of-mouthaligned to Go-to-Market priorities On-going listening and measurementto gauge progressMD&I
  21. 21. © 2013 International Business Machines Corporation 21IBM Forward Thinkers: self-selected, communityverified experts who share knowledge internallyand externallyCreate an expert profile - provide information about your expertise, and as your knowledge and skillsevolve, so can your profile so youre always presenting an accurate picture of yourself.People connect with you - using search, colleagues find you or you are promoted on wherecustomers and others can follow you on the social networks and other sites you share.You and IBM benefit - You build your professional reputation by communicating and demonstrating yourexpertise, while IBM benefits through more effective outreach and improved productivity and collaboration.
  22. 22. © 2013 International Business Machines Corporation 22IBM Blue Galaxy: training & engagement for ITpractitioners• Enabling bright and talented IBM technicalprofessionals to engage through socialmedia and face-to-face to:– Develop and nurture client relationships– Share and learn practical expertise• Stars in our galaxy– Socially active IBM technical professionalluminaries help guide practitioner actions; socialmedia missions22Internal enablement community to empower and equip the IBM technicalcommunity to engage with the world’s practitioners
  23. 23. © 2013 International Business Machines Corporation 23• Training and guidelines on a range oftopics• IBM Connections• Social media basics• Cyber security• Social selling• Dozens of courses• Recommendation engine• Rewards & tracking• Strategic, sharable contentDigital IBMer Hub: enabling 400K+ IBMers to besuccessfully social
  24. 24. © 2013 International Business Machines Corporation 24Social Engagement & Insights Team: on-demandresources & enablement materials
  25. 25. © 2013 International Business Machines Corporation 25Customized & prescriptive learning plans
  26. 26. © 2013 International Business Machines Corporation 26Thank