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This document discusses IBM's social media strategy and accounts. It provides details on the followers, frequency of posts, content topics, and level of engagement for several IBM social media accounts. It also discusses IBM's use of user-generated content through platforms like WebSphere sMash and how their social media aims to complement traditional marketing. Areas for improvement mentioned are being more responsive on channels and running viral campaigns to expand reach.
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First presented at the Push Conference in October 2018 in Münich, Germany.
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See more at ui-patterns.com
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Are you stuck in product tunnel vision, still focusing on implementing ideas months old, only to find out they failed? Are you tired of spending time on building stuff nobody wants (other than your boss)?
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BeaconsAI engr 245 lean launchpad stanford 2019
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3) For companies to survive disruption, leadership must create a vision for innovation, set the culture, and be willing to take risks on new business models and ideas through experimentation and networking to connect ideas across fields.
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6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
632020 Sources, Rules, and Creation of an Innovation Guide S.docx
The document is a scoring guide for an assignment in a Capella University course on innovation. It outlines the criteria and grading levels for evaluating student submissions. The assignment involves analyzing how a publicly traded company applies theories of disruptive innovation, developing approaches for strategic foresight and alternative innovation models, creating an innovation guidebook, and communicating at a doctoral level with APA compliance. Students can receive basic, proficient, or distinguished ratings in each category, with the assignment worth 35% of the total course grade.
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Basic Management Concepts., “Management is the art of getting things done thr...
The managers achieve organizational objectives by getting work from
others and not performing in the tasks themselves.
Management is an art and science of getting work done through people.
It is the process of giving direction and controlling the various activities
of the people to achieve the objectives of an organization Management is a universal process in all organized, social and economic activities. Wherever
there is human activity there is management.
Management is a vital aspect of the economic life of man, which is an organized group activity. A
central directing and controlling agency is indispensable for a business concern. The productive
resources –material, labour, capital etc. are entrusted to the organizing skill, administrative ability
and enterprising initiative of the management. Thus, management provides leadership to a
business enterprise. Without able managers and effective managerial leadership the resources of
production remain merely resources and never become production. Management occupies such an
important place in the modern world that the welfare of the people and the destiny of the country
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1.2 MEANING OF MANAGEMENT
Management is a technique of extracting work from others in an integrated and co-ordinated
manner for realizing the specific objectives through productive use of material resources.
Mobilising the physical, human and financial resources and planning their utilization for business
operations in such a manner as to reach the defined goals can be benefited to as management.
1.3 DEFINITION OF MANAGEMENT
Management may be defined in many different ways. Many eminent authors on the subject have
defined the term "management". Some of these definitions are reproduced below:
In the words of George R Terry - "Management is a distinct process consisting of planning,
organising, actuating and controlling performed to determine and accomplish the objectives by the
use of people and resources".
According to James L Lundy - "Management is principally the task of planning, co¬ordinating,
motivating and controlling the efforts of others towards a specific objective",
In the words of Henry Fayol - "To manage is to forecast and to plan, to organise, to command, to
co-ordinate and to control".
According to Peter F Drucker - "Management is a multipurpose organ that manages a business and
manages managers and manages worker and work".
In the words of J.N. Schulze - "Management is the force which leads, guides and directs an
organisation in the accomplishment of a pre-determined object".
In the words of Koontz and O'Donnel - "Management is defined as the creation and maintenance
of an internal environment in an enterprise where individuals working together in groups can
perform efficiently and effectively towards the attainment of group goals".
According to Ordway Tead - "Management is the process and agency which directs and guides the
operations of an organisation in realising of established aim
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Ibm SoMw
- 1. Julia Bulterman, Ombeline Deschemaeker, Alberto Pinna, Theresa Rabing, Jin Zhuan Team 5
- 3. "No one ever got fired for hiring IBM" USP
- 4. Followers 283k 67,6k 760,8k 97k 4m views 2,7m Frequency everyday 1/week variable variable variable Content Technology Science Medecine Events Events ThinkLab Company culture Events Think Lab Events Innovation ThinkLab Jobs Technology Company culture ThinkLab Account type Several per topic Global Global Several per topic Dozens
- 5. Followers 283k 67,6k 760,8k 97k 4m views 2,7m Frequency everyday 1/week variable variable variable Content Technology Science Medecine Events Events ThinkLab Company culture Events Think Lab Events Innovation ThinkLab Jobs Technology Company culture ThinkLab Account type Several per topic Global Global Several per topic Dozens
- 6. Followers 283k 67,6k 760,8k 97k 4m views 2,7m Frequency everyday 1/week variable variable variable Content Technology Science Medecine Events Events ThinkLab Company culture Events Think Lab Events Innovation ThinkLab Jobs Technology Company culture ThinkLab Account type Several per topic Global Global Several per topic Dozens
- 11. Highest engagement level But still low response from IBM...
- 13. IBM Watson
- 14. Strategic use of UGC COMBINE SOCIAL MEDIA WITH TRADITIONAL MARKETING WebSphere sMash Developers discussed technical topics Community represented a large skill and knowledge base Channels o IBM-hosted forum o IBM-hosted blog o Twitter feed
- 15. Service Oriented Architecture (SOA)
- 16. #bestpractice
- 17. Improvement 1. More responsive on certain channels (Facebook, Twitter)
- 18. 2 .Viral campaigns to grow followers
- 19. 3. Promote the Unique Selling Point and Products by humanizing Humanizing and showing the benefits in a fun way WATSON
- 20. #ThankYou