1.
IBM’s Social Business
Transformation
Ed Brill
VP, Social Business Transformation

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.
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.
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.
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.
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.
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.
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.
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.
§ 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.
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.
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.
Social Ambitions
Source: IBM Center for Applied Insights Charting the social universe: Social ambitions drive business impact
For more info, visit: ibm.com/ibmcai/socialstudy

14.
IBM’s Social Dashboard – Measuring Your Eminence

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.
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.
Introducing IBM’s
And the Winners Are…

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