IBM has adopted collaboration and social computing tools to connect its 400,000+ global employees. It established strategic priorities around transforming the company into a more collaborative organization and improving employees' ability to identify experts. IBM provides enablement through social computing guidelines, education modules, and by embedding social features into its internal and external web pages. It has seen significant adoption of social platforms like Profiles, Communities, Files, and Blogs within IBM. The company continues to evolve its intranet portal and collaboration approach to drive a more participative culture and enable innovative work practices.

1. IBM's adoption of collaboration and
social computing
© 2011 IBM Corporation

2. Social Media Revolution
© 2011 IBM Corporation

3. Quelques Chiffres
© 2011 IBM Corporation

4. IBM in this revolution...
80+ accounts using “IBM” in the name
(25% from outside the US)
200+ IBM channels
39,000+ users, 500+ IBM groups
(65% outside the US)
378,000+
166 communities, 200+ blogs,
5000+ profiles
75,000+
100,000 IBMers collaborating
with 200,000 non-IBMers
4 Source : IBM Corporation
© 2011 Maria Arbusto

5. Youtube
© 2011 IBM Corporation

6. SlideShare
http://www.slideshare.net/ib
m © 2011 IBM Corporation

7. IBMer's Blogs
http://www.ibm.com/blogs/zz/en/blogname.htm
l
© 2011 IBM Corporation

8. © 2011 IBM Corporation

9. Ok, it's easy for the IBM Collaboration
Brand,
but for US...
© 2011 IBM Corporation

10. Twitter, Facebook, and Blog information for
WebSphere and CICS Support
https://www-304.ibm.com/support/docview.wss?
uid=swg21410956
© 2011 IBM Corporation

11. Tivoli, IM, Rational on Twitter...
© 2011 IBM Corporation

12. IBM Software Community
http://www.ibm.com/software/
© 2011 IBM Corporation

13. Other IBM Brands...
© 2011 IBM Corporation

14. Our competitors
© 2011 IBM Corporation

15. But, also our Clients
© 2011 IBM Corporation

16. Our enterprise is evolving towards global integration
20th 21st
Century Century A globally integrated enterprise
The international era -- The multinational era -- -- business in a smart,
exporting replicating connected world
A Glo b ally I grate d E rprise (GI ) is an o pe n, m o d ular
nte nte E
Th e w o rld is b e c o m ing
IN S TR UME N TE
o rganizatio n …. inte grate d into th e ne tw o rke d e c o no m y …
D w ith an o pe ratio nal and b usine ss m o d e l th at c apitalize s o n
th e ne w glo b al land sc ape .
Th e w o rld is b e c o m ing
IN TE R C ON N E C TE
Global Supply Global Production Global Demand
D
Management Optimization Capture
All th ings are
b e c o m ing
IN TE L L IG E N T
16
16 © 2011 IBM Corporation

17. Collaboration is core to this evolution
Within six years, workers will collaborate 80% of
their time “Organizations and businesses
around the world are recognising
Work will flow seamlessly, fluidly, across fully that they need to reinvent their
infrastructures and processes
connected and visible processes to allow their people to
collaborate with each other, their
Work increasingly will involve external partners customers and their partners; to
foster creativity and problem
Agility will become a key performance metric solving and to enable the very act
of enterprise.”
Pro-active processes will be strengthened with
predictive capabilities
Work will not be centered on an organization but
on a community of people who will be sourced
from a variety of places: employees, contractors,
alumni, industry experts
Batch processing will be forgotten; real-time will be
the norm
Source: IBM CEO study 2010
17 © 2011 IBM Corporation

18. The IBM Workforce comprises of 400,000+, in 170 countries and
2000 locations
Global and distributed across all time zones,
cultures and languages
~50% employees work remotely
~50% with IBM < 5 years
Moving to distributed teams vs co-location
Matrixed teams and management
Flexible in work styles
18 © 2011 IBM Corporation

19. IBM has the challenge of increasing productivity, collaboration and
innovation of its 400,000+ employees worldwide
CEOs: sources of new ideas and innovation
Business partners Employees (general population)
Clients Research and development (internal)
Consultants Sales or service units
Competitors Other
Associations, trade groups, Think tanks
conference boards
Academia Internet, blogs, bulletin boards
45% 35% 25% 15% 5% 5% 15% 25% 35% 45%
IBM Institute for Business Value. CEO Study
Traditionalist Boomer Gen X Gen Y
Training The hard way Too much and I’ll Required to keep Continuous and
leave me expected
~50% employees work remotely Collaborative and
Learning style Classroom Facilitated Independent networked
~50% with IBM < 5 years Communication Top down Guarded Hub and spoke Collaborative
style
Problem-solving Hierarchical Horizontal Independent Collaborative
100% suffer from information
Decision-making Seeks approval Team informed Team includes Team decides
overload Command and Get out of the
Leadership style control way Coach Partner
100% expecting rapid response Feedback No news is good Once per year Weekly / daily On demand
news
13 Persona-based IT roles Technology use Uncomfortable Unsure Unable to work Unfathomable if
without it not provided
Job changing Unwise Sets me back Necessary Part of my daily
routine
Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve
the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.
19 © 2011 IBM Corporation

20. We started by defining a collaboration strategy
 Collaboration = working together to co-create business information
 Social Computing = collaborating on-line with social tools and services
20 © 2011 IBM Corporation

21. We then focused on our strategic priorities
Strategic Priorities Collaboration Framework (EPF 13.5)

Transform the enterprise into a
more collaborative organization

Establish a high-value
collaborative IBM Internet
presence

Simplify and integrate tools and
processes

Improve employees' and clients'
ability to identify IBM experts
21 © 2011 IBM Corporation

22. The benefits of collaboration & networking are significant to
individuals & organizations
 87% of IBMers collaborating with others in
communities increase skills
 84% access expertise more quickly
 74% increase their productivity
 64% improve personal reputation Source: IBM internal Workplace Effectiveness survey
22 © 2011 IBM Corporation

23. . . . so what's in it?
It's all about you & your network
Think about how often you connect
with someone to:
 Find information
 Get an answer to a question
 Ask for advice
 Bounce off an idea
 Get another opinion
 Reuse work
The reality is that:
 There is too much information for us
to manage by ourselves
 More heads are better than one
(Wisdom of crowds)
 We all need to connect and feel
connected
23 © 2011 IBM Corporation

24. We provide enablement and adoption on multiple levels
Social computing guidelines
Geography customization
Requests for consultation
Ambassadors
24 © 2011 IBM Corporation

25. We provide simplified recommendations for “what to use when”...
...And “how”
25 © 2011 IBM Corporation

26. We provide a single message to employees about how to achieve
the desired collaboration behaviors
We developed social computing
guidelines (internal and
external guidelines are the
same)
We embedded a social
computing module into IBM's
Business Conduct
Guidelines
Employees are required to take a
short education module
before creating an external
social profile
Each solutions have Terms and
Conditions use guide...
26 © 2011 IBM Corporation

27. We provide very comprehensive social computing education
modules including non-IBM social media channels
Defining your presence -- Detail your social
computing goals and develop a social
presence that is consistent with those goals.
Setting Up -- Select your social channels and
establish a consistent online presence
Listening -- Identify the dialogue relevant to you
and your business
Sharing -- Begin the exchange of information to
create context, connection, and community
Publishing -- Enhance your digital presence
and differentiate yourself by creating original
content
27 © 2011 IBM Corporation

28. We are embedding “social” in the IBM external web pages
Facilitate sharing on
other popular social
media platform
Surfaced based on expertise
Feed through Expertise Locator system
28 © 2011 IBM Corporation

29. Expertise Locator is the systems to register with a particular skill or
expertise Improve employees’ and clients’ ability to identify IBM experts
Register to Expertise
Locator,and choose where
you want to be surfaced
with your expertise!
29 © 2011 IBM Corporation

30. Expertise Locator allows also non-IBMer to find experts and get
introduced via other relevant digital venues where the IBMer is
present
Name links to Connections
profile
Data pulled from Connections
profile
Items from ‘Recent activity’ feed
appear for seven seconds and then
fade to next item
Choice of social connections options
30 © 2011 IBM Corporation

31. Internally, we deployed a platform for “social” collaboration
empowering users to be more innovative and helps
them collaborate & execute more quickly with
dynamic networks of co-workers...
IBM Connections
Create, find, join, and work Quickly find the people you need
with communities of people
who share a common
Home Profiles by searching across your
organization using keywords that
interest, responsibility, or help identify expertise, current
area of expertise projects and responsibilities
Activities Organize your work, plan next
Communities steps, and easily tap your
expanding professional network to
help execute your everyday
deliverables, faster
Use a weblog to present
your idea and get feedback
from others; learn from the
expertise and experience of Blogs Share your files with your
others who blog Files colleagues. Everyone can
store, share, and
collaborate on files.
Wikis
Save, organize and share
Bookmarks Provide a place for groups
of people to jointly create
bookmarks; discover and maintain content
bookmarks that have been through contribution and
qualified by others with collaboration.
similar interests & expertise
31 © 2011 IBM Corporation

32. Social Collaboration brings on various services... most commonly:
“Profiles” enable us to find people and
connect with them
The “Board” lets us keep track
and interact with our network
“Communities” and teams allow
collaboration in shared spaces
32 © 2011 IBM Corporation

33. How the adoption goes in IBM – some statistics from 2Q2011
Profiles - 635K users w/ profiles - 1M+ searches per week
Communities - 365K members – 14K public & 20K restricted
Files - 235K users – 5.9M files downloaded
Wikis – 86K users – 375K pages for 39K Wikis
Blogs - 89K users – 13K active bloggers with 16K blogs
Bookmarks - 35K active users – 1.2M bookmarks & 3.3M tags
Activities - 406K users – 197K activities & 2.8M entries
Instant Messaging – 100% of IBM – 11M+ instant messages per day
33 © 2011 IBM Corporation

34. The evolution of our intranet (w3/ODW) to a Smarter Workplace,
our single portal experience...is a journey!
Consumption Participation
1996 2011+
Launch w3.ibm.com Version 2.0 Versions 3 & 4 Versions 5 & 6 ODW R1 &R2 Smarter Workplace
Corporate news and Standard design and Bluepages, MyNews, Profile, Dynamic Content, Business Portals, Enabling Collaborative
links navigation Web tools, Info Central Taxonomy, Integrated Personalization & Innovation
17K page views/day 38K page views/day 500K page views/day Search Role Enablement
1M page views/day 2M page views/day
34 © 2011 IBM Corporation

35. ...We integrate it all together, time after time!

1996: w3 Intranet operated by Corp. Comms (17k
visits/day)

2000: One IBM Single Portal Strategy (500K visits/day)

2004: Role-enabled workplace (2M visits/day)

2009: Collaboration platform

2010: Social enterprise: internal/external

2010+: Workplace of the Future
Consumption to Participation
1996 2000 2004 2008 2009 2010 2010+
w3 Common Role-enabled Self-deployment, Collaboration Lotus Connections Workplace of the
intranet Function workplace Web 2.0 Platform Social Enterprise Future
35 © 2011 IBM Corporation

36. Our IBM intranet personalized portal before collaboration (2009)
Deep personalized
Corporate news,
resources and links
Strong Enterprise directory
and taxonomy
View this as a Top down
content channel,
broadcast or mass
communications service
with integrated search
portlet
36 © 2011 IBM Corporation

37. Since the end of 2009, our intranet portal includes Social
collaboration, placing the IBMers in front of their workspace!
We are putting the IBMer
interactions in front of
their intranet
Top down corporate news
move from center to left
We 'trust' user-generated
content
Additional tools and
functionality, so called
web 2.0, are now part of
our single enterprise
personalized portal! (along
with a new look and feel this year )
37 © 2011 IBM Corporation

38. E n a b lin g Cu lt u r e Ch a n g e
Social software @ IBM
Why? What we’ve done

Need to connect 400,000+ 
Transformed intranet into robust
employees across 170 countries social computing platform

Enable employees to be more 
Created communities of enthusiasts
productive, more knowledgeable, to encourage grassroots adoption
faster (BlueIQ)

Facilitate collaborative innovation

Harnessed IBM as test-bed for
collaborative tools we then

Organize the flow of ad hoc commercialize
collaboration 
Established IBM social computing

Drive innovation into products policy and guidelines
faster 
Used the enterprise processes and
inject Social collaboration to them

Harness the knowledge of subject
matter experts from across IBM

Created “reverse mentoring” program
quickly to pair social computing experts with
IBM leaders (I&VT Ambassadors)

Surface IBMers as experts to
Benefits 
Building an Expertise and Eminence
engage with clients, partners and initiative to groom experts on all
others levels
38
38 © 2011 IBM Corporation

39. Lessons learned
“What to use when” should be made as easy as possible. A single,
consolidated social platform is critical
Executives impact adoption by role modelling the use of the solutions
Many executives need individual “reverse” mentoring
Their staff also need to be trained separately
Use of the solutions should be integrated with business processes
Business units need special consultation for how to do this integration
Capturing and publishing business value is crucial
Some geographies need special customization to realize business value
Privacy issues are core to social computing and require early attention and
systematic focus
39 © 2011 IBM Corporation

40. In summary, IBM uses social software to...
Be Change Ready
Empower people to share their knowledge and expertise
Enable people to discover information quickly and
easily
Find and connect with the right experts fast
Integrate Globally Work together virtually without flying in for face to face
meetings
Connect everyone to our customers and partners
Innovate our products and services, entering new
markets and gaining new potential customers
Lead in Innovation Anticipate change faster than our competition
Stefano Pogliani, our European Executive Social
Business & Web Experience said "IBM is not simply
using Social Media" but we are engaging in
becoming a "Social Business"
40 © 2011 IBM Corporation

41. Pierre Milcent Compagnie IBM France
Consultant Réseaux 17, avenue de l'Europe
Sociaux d'Entreprise F 92275 Bois Colombes Cedex
IBM Collaboration Solutions Tél + 33 (0)1 58 75 31 96
Mobile + 33 (0)6 72 96 23 00
pierre_milcent@fr.ibm.com
41 © 2011 IBM
Corporation