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Ibm learning for columbia u grad school of business


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Was fortunate to be invited as a guest lecturer for Columbia's Graduate School of Business exec. ed. program, Essentials of Management, to share how using social media accelerates IBMers' up-skilling.

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Ibm learning for columbia u grad school of business

  1. 1. Sarah Siegel,, IBM Center for Advanced Learning, for Graduate School of Business, Columbia University 11 June 2012 Social Media Accelerate IBMers’ Up-skilling © 2012 IBM CorporationProfessor Ackerman, thank you for inviting me to speak with your class this eveningabout IBM as a case study, to show the value of using social media for acceleratedskills development. Before we begin, I am curious. I understand that the majority ofyou come from beyond the United States. [Next slide.] 1
  2. 2. © 2012 IBM CorporationI want to poll you on your reaction to this message, but first, I just want to put it incontext. Here we’re referring to the use of social media by business leaders like youand your teams. How many of you agree with this statement?Can you say why? For those of you who did not raise your hand, why didn’t you?[Next slide.] 2
  3. 3. Deeper Insight Virtual Conference Informal Learning Exchange (ILX) peer learning application SimArchitect - Serious game 3 © 2012 IBM CorporationWhile we’re together, we will:•See a number of examples of social technologies we’re using for skill developmentor up-skilling at IBM, some of which are from vendors and some of which are home-grown, including discussing their impact so far; three of them are shown here•Imagine the future a bit•Return to the present to discuss what to consider prior to introducing social tools toyour companies and teams as well as how to choose the right technology.How does that sound? [Next slide.] 3
  4. 4. © 2012 IBM CorporationSimArchitect is an example of an innovative approach to rapid up-skilling in ourGrowth markets. One of the core goals is to accelerate the development of selfefficacy in a risk-free environment. It’s also about growing skills socially because ITArchitects need to be more active in enabling knowledge and skills transfer.This is just now coming out of pilot mode and it will be rolled out among earlytechnical leaders in the IT Architect pipeline across the Growth Markets. We workedwith a premier gaming vendor on this, and added what we call a “social wrapper” toit, built on our IBM Connections technology, to make the game more compelling,since it is a single-player game. You can see that while players are engaged in thegame, they can be in touch with experts and peers, which makes the learning lesslonely.So far, pilot results show amazing overall satisfaction and an impressive learninggain. Now, I’ll show you a virtual conference of today and contrast it with what wecould do in the future. [Next slide.] 4
  5. 5. 5 © 2012 IBM CorporationThe Deeper Insight global virtual conference for new IBMers took place for the second year just lastweek. Many thousands of new IBMers participated. One benefit was that we could accommodatemany thousands of IBMers concurrently, which no physical space, other than perhaps a sportsstadium could do, and another is that it enabled the many new IBMers to feel smarter and at homequickly while giving them an opportunity to interact with a range of more seasoned IBMers who theymight not have had the opportunity to meet as readily, if travel were involved. This was built on theUnisfair platform, which is a vendor’s solution and we had nothing at IBM like it, that couldaccommodate the number of IBMers that we needed to host. In terms of impact, we were pleasedthat booth visitors spent an average of 18 minutes in this booth, which was new this year. And whenwe compare another booth that was part of the conference last year, that booth had twice as manydownloads this year as last, so we feel that we had some combination of more compelling content todownload, along with the societal culture being a year more mature and comfortable with learning inan environment like this.This booth included:•Live chat ‘round the clock with leadership development SMEs•Special discussions for leaders, including one on what’s next for Watson clients and another on howto become an IBM executive•[Click on] Information, including: •The Prize Giveaway of 30 min. 1:1 with a senior IBM leader x 4 •How to have career development discussions with employees.•External resources for leaders on Twitter, and on Facebook and Linkedin, external aggregatorcommunities for the internal Connections-based IBM Manager Community. [Next slide.] 5
  6. 6. 6 © 2012 IBM CorporationThat was pretty cool, but imagine if we made it easier for IBMers to collaborate withone another after the virtual conference. Let’s say that a new IBMer met someonemore senior at the conference who agreed to mentor her. What if, she could,through her touch-screen mobile phone…[Next slide.] 6 6
  7. 7. 7 © 2012 IBM Corporation…access her mentor through Sametime Meeting with Video? Increasingly, IBMersare already accustomed to contacting friends and family through two-way video, sayvia Facetime on their iPhones. Why not make it easy for them to use a secure IBMsolution to do so with their IBM colleagues? [Next slide.] 7 7
  8. 8. Mobile learning strategy evolves 2009 Mobile QuickViews Books 24x7 On The Go 2010 New Hire SMS alerts Sales Eminence Success Packs BAO Success Stories 2011 Immigration GBS SAP Pre-Hire ILX Mobile Aggregator 8 © 2012 IBM CorporationWe should talk a bit about the current mobile environment and how we’ve madethese performance aids accessible via mobile phones. The main point of the storyhere is that we have been working on performance aids for mobile phones for arelatively long time. We’d like to focus particularly on 2011 because you can see ILXmobile; I will highlight the Informal Learning Exchange next. [Next slide.] 8 8
  9. 9. Informal Learning Exchange (ILX) 9 © 2012 IBM CorporationInformal content is now integrated with what the business plans/schedules (classand self paced) and this expands the boundaries of our classroom walls and onlinelearning boundaries!!! And makes content more relevant! Many thousands of newlearning items were found and consumed, rated by many, many thousands ofIBMers in 2011, its first full year. [Next slide.] 9
  10. 10. 10 © 2012 IBM CorporationNow, also imagine that in the ILX of the future, there is a button that an IBMer canpress to record a brief video to capture knowledge, share and post it, earningreputation points and increasing social contribution/status/influence…. [Next slide.] 10 10
  11. 11. A vision for the future? 11 © 2012 IBM CorporationAnd what if we measured and rewarded the reputation points, based on impact tothe performance of those touched by his or her contributions? Something toconsider – how to motivate more social business behaviors. Now, let’s return totoday. The future may also be social, but so is today. I want to show you two otherkinds of social learning that are enabled by a vendor and by IBM. [Next slide.] 11 11
  12. 12. © 2012 IBM CorporationThis is the only example of formal learning I will show you. The first is delivered viaCisco’s WebEx Simulcast. We also use Livestream. This is a screenshot from arecent hybrid version of our New Manager Orientation that we run for the GrowthMarkets. PBC stands for Personal Business Commitments and it’s our performancemanagement system.Does anyone know what we mean by hybrid? In this case, 100 new managers weresitting together in a hall in Bangalore. And another 100 were sitting at their desks in17 countries, participating in a live chat, moderated by a professional leadershipdevelopment facilitator. The scores and written comments were very positive, butthe best part was the participation-rate. We had offered this same course face toface and through Centra Live Virtual Classroom with no video. And very few newmanagers were enrolling in either version. How awful. New managers, who neededtraining like this were not getting it! Picture the potential dissatisfaction of theiremployees, the possible attrition. They came to this version, though, and as you cansee, appeared to be engaged. And then, to keep the learning going... [Next slide.] 12 12
  13. 13. © 2012 IBM CorporationWe invited them to opt into the online IBM Manager Community on our IBMConnections platform. There, they can do much more than post team photos. Theycan join virtual watercoolers to trade best practices and lessons learned with theirpeers, they can comment on blogs by senior leaders, who are offering leadershipadvice from their experience and they can participate in scheduled learningactivities that are all about their leadership on the ground. I want to show you twoother sorts of online IBM communities as well. [Next slide.] 13 13
  14. 14. © 2012 IBM CorporationThe Technical Leadership Exchange or TLE Community is also opt-in and isdesigned to engage the leaders who are in technical roles at IBM. We run hybridsessions for this community, too, although the learning is not informal, as it istypically 200-300 leaders together in an auditorium around the world, for example,we’ll be in Brazil later this summer, and then hundreds and hundreds of technicalleaders from 30+ countries logging in and participating in the session via aprofessionally-moderated live chat. We also provide what we call Smarter Panelsvia Livestream, where everyone is logging on and no one is co-located. Those arejust 60 minutes in length. Tomorrow, for instance, we will feature a panel of topWatson researchers, talking about what’s next for Watson. Ahead of the session,we invited technical leaders to submit and vote on questions to the panel and thetop-five most popular ones will be answered during the panel, and they will also takelive questions for the last 15 minutes. More than 3,000 technical leaders haveenrolled. And finally, what about social learning for potentially sensitive topics aboutwhich leaders like you need to become smarter? [Next slide.] 14 14
  15. 15. © 2012 IBM Corporation…potentially sensitive topics like, cultural intelligence, which I think many of you willrelate to, since at IBM, we define cultural intelligence as the ability to workeffectively with people from other countries. Here, you are looking at a pilot we ranwith managers a couple of years ago, and it was ahead of its time. It was in the 3Dvirtual world of Second Life. How many of you have heard of Second Life? [Explainif no one else is able to do so.]In our anonymous survey afterward, 75% of respondents said that they were morecomfortable asking “stupid” questions as avatars than they would have been if theyhad been face to face. Once bandwidth catches up, and all 3D virtual worlds are assimple as, say, Farmville, I am confident that this will be a viable way to help, forexample, international assignees be more savvy even before Day 1 of theirassignment, by meeting with a peer from the countries where they’re assigned. Canyou imagine that? [Next slide.] 15
  16. 16. © 2012 IBM CorporationHere’s an example of an IBM online community that is inclusive of lesbian, gay,bisexual and transgender clients and colleagues; it is behind our firewall and wealso have one on Facebook called “Friends and Family of GLBT IBMers”. What’s sopowerful about a community like this is that if you work for a global company, andyou lead people who identify as lesbian, gay, bisexual or transgender, you can learna lot just by following this community and reading Forum postings and more. I’vetalked with a group of Professor Ackerman’s peers at Columbia about when and ifonline communities make sense and I’ve told them that they are most powerful andactive when they are perceived as needed. This community is highly active becausethe members need it, since historically, being openly lesbian, gay, bisexual ortransgender has been challenging in society, including in corporate environments.So think of equivalent minority communities in addition to this one and you can seehow it could work additionally. 16
  17. 17. Questions Thanks to my colleagues for their collaboration on this work: N. Ahmad, E. Altinpinar, R. Ashmore, A. Groves, C. Hamilton, D. Lang, T. Littlejohn, T. Masaku, M. Masiar, N. Medhi, L. Miller, K. Raza, G. Sabharwal, R. Saluja, R. Satish, L. Sitaram, H. Smith, M. Ticknor, P. Vania, K. Watanabe © 2012 IBM CorporationI’ll remind us of a couple of questions I promised we would discuss: what toconsider prior to using social media for up-skilling? And also, how do I choose thetechnology?.What to consider prior [First, ask participants what they think and help them if theyare quiet] : a) Appetite of senior leadership; most still meet f2f, Can leaders cedesome control in the short term?; b) Bandwidth; c) Scalability; d) The need to beperceived as a global playerHow to choose the technology [First, ask participants what they think and help themif they are quiet]: If to be collaborative, then communities; if to be competitive,gamify the learning activities; if to be immersive, 3D virtual worlds; if to buildnetworks: Linkedin/Twitter/Online communities – internal & external; if for team-building and mentoring, 2-way video; if for ideating, an Ideation Blog…..When you are asking yourself if you, yourself, are ready: Consider that we are allessentially the same way online as offline and can be effective whether introvertedor extroverted; it’s not about age, but rather about “getting it” and finally, can youthink of the whole realm as an experiment, rather than a risk? If you can, I believeyou can use social media to up-skill your workforce. 17