IBM's Social Business Transformation - September 2014 update - presented at ICON UK

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IBM is on a journey to be the premier "social business" -- an organization whose culture of participation and systems of engagement help people produce organizational value. Ed Brill, IBM Vice President - Social Business Transformation - provided an overview of IBM's adoption, results, and challenges in this presentation at ICON UK 2014 - the IBM user group, held at IBM London Southbank on 13 September 2014.

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IBM's Social Business Transformation - September 2014 update - presented at ICON UK

  1. 1. © 2014 IBM Corporation IBM Social Business Transformation Ed Brill VP Social Business Transformation
  2. 2. © 2014 IBM Corporation A social business is an organization whose culture of participation and systems of engagement encourage networks of people to create business outcomes Source: Derived from Andrew Grill/IBM Interactive “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)
  3. 3. 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. • Networks of IBMers and our clients are © 2014 IBM Corporation connecting in real time in global communities • Mobile devices are bringing people and information together like never before • Create exceptional customer experiences • Create a smarter workforce • Gain powerful insight • Ignite innovation • Achieve real value • Increase productivity • Generate more revenue • Accelerate business transformation • Transition from systems of record to systems of engagement 3
  4. 4. IBMer participation in internal and external social networks has increased significantly in the past three years © 2014 IBM Corporation Q3 2011 Use Connections & Ext Networks 38% Use Connections Only 18% Use External Only 21% None 23% Q1 2014 Use Connections & Ext Networks 43% Use Connections Only 40% Use External Only 5% None 9% Base: Group 1 (n=3,431)
  5. 5. Our Social Business journey is resulting in these benefits to IBM: © 2014 IBM Corporation Speed / Agility Innovation Employee Engagement Improved Client Experience and Growth Efficiency And these benefits for IBMers: • Improved “flow” and progression • Reputation and eminence • Sense of belonging • Career progression
  6. 6. With more people working in the open, employee mindsets are beginning to shift © 2014 IBM Corporation Current Mindsets Future Mindsets § I am valued for the knowledge I have § I am valued for the expertise I share § Social means I’m on LinkedIn § Social is collaborating across networks to solve problems § Social tools are yet another thing I have to do § Social business is embedded into the way we work § I worry about the risk of sharing too much § I am trusted and feel prepared to share appropriately 6
  7. 7. Knowledge / Value Informational Flow Addresses to Networks Share Keep Org Chart Faster & Flatter eMail Networks Influencers & Tippers Individuals Digital Eminence © 2014 IBM Corporation New Way of Thinking & Working
  8. 8. The value of social starts to stick when it solves an © 2014 IBM Corporation immediate business need Onboard new IBMers Build new skills Define what makes us us Develop account plans Build meeting agendas Recognize employees 8
  9. 9. © 2014 IBM Corporation What are some of the concerns we hear from leaders? “Where should I start? The options can be Common Concerns overwhelming.” § Unclear value “Working in the open makes me nervous. Open criticism could hurt my reputation.” § Perceive social as optional § Over-reliance on mandates § Loss of control § Unclear action plan 9 “I don’t see how social business will help me achieve my business objectives.” “We’re way too busy to use social tools. There’s just not enough time to do it.” “I really believe in social business, but in this case, we just have to issue a strong directive.”
  10. 10. Measurable business goals – examples 1/2 • 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% turn to social to improve leadership performance and manage talent – 60% integrate social business into operations © 2014 IBM Corporation “Moving beyond marketing” – MIT Sloan and Deloitte, Copyright August 2014
  11. 11. © 2014 IBM Corporation Measurable business goals – examples 2/2 • Increased volume or scale of new business opportunities developed within a specified time period through better cross-organisational collaboration. Reductions in help desk costs through improved self-service support resources for staff. • Reduction in travel costs and times through greater use of online communities and social collaboration. • Cost savings through reuse of business materials or processes in different parts of the business. • Faster on-boarding rates for new staff, allowing them to reach full productivity more quickly through better access and interaction with peers, experts and information. • Reduction in employee turnover/churn through improved engagement. “B uilding a business case for social collaboration” – MWD Advisors, August 2014
  12. 12. Lessons Learned (and still learning) § Encourage senior leaders to lead by example. (profile posts, blogs, communities) § Integrate social into business processes. (expertise location, sales tools, recruiting) § Provide a feature rich social platform. (IBM Connections, w3 Intranet) § Plan for growth. (storage space, network bandwidth, redundancy) § Educate employees on social best practices and guidelines. (Digital IBMer, Social Business Conduct Guidelines, IBM values) § Recognize that everyone has a different adoption curve. (millennials, seasoned workers) § Make sure social is available on all devices. (desktop, mobile) § Get comfortable with the uncomfortable. (transparency, public feedback) 12 © 2014 IBM Corporation
  13. 13. Goals for next six months • Simplify and consolidate social business enablement initiatives throughout IBM • Syndicate key tools: blueprint, use cases, playbook • Internal “marketing” and communications to highlight success stories and recognize thought leaders • Make decisions on measurable outcomes • Technology evolutions – cloud, “mail next,” video © 2014 IBM Corporation
  14. 14. © 2014 IBM Corporation Thank you Ed_brill@us.ibm.com Twitter: @edbrill LinkedIn: http://www.linkedin.com/in/edbrill IBM Connections internal: http://ibm.biz/edbrill
  15. 15. Backup 15 © 2013 IBM Corporation
  16. 16. © 2014 IBM Corporation Social Business benefit tree
  17. 17. © 2014 IBM Corporation EXTERNAL ENGAGEMENT WITH PRE-HIRES
  18. 18. © 2014 IBM Corporation New 2 IBM - On Boarding INTERNAL ENGAGEMENT WITH NEW HIRES
  19. 19. © 2014 IBM Corporation
  20. 20. © 2014 IBM Corporation
  21. 21. © 2014 IBM Corporation
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  23. 23. © 2014 IBM Corporation

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