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IBM ConnectED 2015: IBM's Social Business Transformation


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IBM pioneered the concept of social business - an organization whose culture of participation and systems of engagement encourage groups of people to drive specific business outcomes. In this presentation, IBM Vice President Ed Brill describes the organization's progress on its social business journey. Real examples of how IBMers are driving innovation, speed,agility, client satisfaction, and employee engagement through the use of IBM Connections and other social tools are included, along with discussion of how to measure the business outcomes from internal social.

Published in: Technology
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IBM ConnectED 2015: IBM's Social Business Transformation

  1. 1. IBM’s Social Business Transformation Ed Brill VP, Social Business Transformation
  2. 2. Let’s talk about social business. §  What exactly does that mean? §  How is IBM doing it? §  What value does social add to business and to me? §  What outcomes has IBM seen from social business practices? –  Categories –  Mindset shift §  Use Social to Solve Business Problems §  Real Examples of Social Business Wins –  Winners of IBM’s First Social Business Transformation Impact Award
  3. 3. Defining Social Business A social business is an organization whose culture of participation and systems of engagement encourage networks of people to create business outcomes. -- Derived from Andrew Grill/IBM Interactive
  4. 4. In a social enterprise, your value is established not by how much knowledge you amass, but by how much knowledge you impart to others. This isn’t just a change in tools. It’s a change in mindset and organizational culture. – IBM CEO Ginni Rometty Council on Foreign Relations speech (March, 2013) Defining Social Business
  5. 5. Social Business at IBM: Taking Advantage of Change IBM is looking beyond social media to see how social technologies drive real business value. From marketing and sales to product and service innovation, social is changing the way employees connect, share expertise, and engage with each other & clients.
  6. 6. IBMer social participation has increased significantly in the past three years. 0 10 20 30 40 50 60 70 80 90 100 Use Connections & External Networks Use Connections Only Use External Only Use None 43% 18% 40% 21% 38% 23% 5% 9% 38% Q1 2014Q3 2011
  7. 7. Employee Engagement Speed & Agility EfficiencyInnovation Improved Client Experience & Growth For the company: For IBMers: Improved Flow Career Progression Sense of Belonging Reputation & Eminence Outcomes of IBM’s Social Business Journey
  8. 8. Working in the Open Leads to a Shift in Employee Mindsets Current Mindsets Future Mindsets I  am  valued  for  the  knowledge  I  have   Social  means  I’m  on  LinkedIn   Social  tools  are  yet  another  thing  to  do   I  wor:;  about  the  risk  of  sharing  too  much   I  am  valued  for  the  ex>er?ise  I  share   Social  is  collaborating  across  net@orks  to   solve  problems   Social  business  is  embedded  into  the  way  we  work   I  am  t:Bsted  and  feel  prepared  to  share   appropriately  
  9. 9. The value of social starts to stick when it solves an immediate business need Onboard new IBMers Build new skills Define what makes us us Develop account plans Build meeting agendas Recognize employees 11 Apply Social Directly to Your Business Needs
  10. 10. §  Unclear value §  Social perceived as optional §  Over-reliance on mandates §  Loss of control §  Unclear action plan 12 What are Common Concerns from Leaders? Where should I start? The options are overwhelming. Working in the open makes me nervous. Open criticism could hurt my reputation. We’re way too busy to use social tools. There’s not enough time to do it. I don’t see how social business will help me achieve my business objectives. I really believe in social business, but in this case, we just have to issue a strong directive.
  11. 11. What Measurable Business Goals Relate to Social? §  73% say “social business is important or somewhat important” §  Anecdotal evidence plays a major role in demonstrating the value of social business §  Social use cases: –  87% use it to spur innovation –  83% use it to improve leadership performance and manage talent –  60% integrate social business into operations “Moving beyond marketing” – MIT Sloan and Deloitte, Copyright August 2014
  12. 12. More Measurable Business Goals That Relate to Social Increased volume or scale of new business opportunities from cross-organizational collaboration Reduction in travel costs through greater use of online communities and collaboration Reduction in help desk costs through improved self- service for staff Cost savings through reuse of materials or processes Faster onboarding for staff, allowing them to quickly reach productivity through access to peers, experts, and information Reduction in employee turnover through improved engagement “Building a business case for social collaboration” –MWD Advisors, August 2014
  13. 13. Social Ambitions Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact For more info, visit:
  14. 14. IBM’s Social Dashboard – Measuring Your Eminence
  15. 15. Being social does impact business outcomes Our analysis observed a statistically significant correlation between employee engagement and innovation results where optimally engaged employees are 120% more likely to generate measurable innovation and 50% more likely to demonstrate customer advocacy. After employee tenure it was the single most important predictor of innovation, by a long shot, and it was only marginally behind tenure. Basis: Study of Enterprise Graph and Patents & Publications Data Source: Marie Wallace’s blog – All Things Analytics
  16. 16. There is Value in Social Coaching §  200 IBM Executives Coached Over Two years –  Coached execs score 60% higher than un- coached executives on personal dashboards –  Coached execs have 4x as many network contacts and create 6x as much helpful content –  57% of un-coached executives score below 20, but only 21% of coached execs fall below this level
  17. 17. Introducing IBM’s And the Winners Are…
  18. 18. Strategy § Evolved support DNA to become outside-in, proactive, client-centric § Employed Share Expertise strategy § Enabled team members to participate § Changed performance metrics to shift culture §  Gave social utilization codes equal weight to PMR codes