Lecture hold at ESMT.org

1. Copyright 2013
11. Management Update, ESMT, Schloß Gracht
The Digital IBMer
Social Business Computing
in IBM
October 2013
Dr. Lutz Marten
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2. Table of content

Social Business Computing

The Compelling Reason

How it works
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3. Social Business Computing
What is it about?
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4. Social Collaboration
Manage your work
more effectively
Leverage what
others know
Employees
Stay in touch
with team
projects
Partners
Keep track of
group
documents
Share
expertise
Customers
Find the
right people
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5. The Compelling Reason
Why and why now?
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6. Our brand is experienced through the IBMer
As IBMers,
we are innovators and experts
paving the way for a smarter world.
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7. Our expertise, experience and world-renowned
reputation as industry leaders are the
most powerful marketing tools we have
“Some forward-thinking companies are taking the next step. They are providing the
training, tools and encouragement to make their employees expert at using social
media. In doing so they are creating a competitive advantage.” – Jon Iwata, SVP at IBM
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8. The IBM family
Working in an increasingly complex world
Talent faces difficulty increasing worker
effectiveness.
As work becomes more mobile and global,
skills are required more rapidly to meet
increasing complexities of work.
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9. Social capabilities will change the way we work to serve our clients
 For the Client: I have the ability
to experience the collective
intelligence of IBM that is
targeted towards making me
successful
 For the IBMer: A simpler way to
work by providing one place to
‘see’ the client and one place for
all IBMers to ‘see’ me and my
expertise
 For IBM: To become a premier
example of how to leverage
social business to scale expertise
while changing our culture to be
more personalized
Client Collaboration Hubs
• Client-focused community workspace
• Institutional knowledge captured and shared to deliver
increased value
• Streamlined access to client info, resources, expertise,
formal plans, activities
IBM Expertise
 Authentic: Surfaces real experts based on evolving
reputations with clients, peers, and the world
 Connected: In every IBMer’s pocket, anywhere, any time
 Smart: Improves with use, enables IBM to predict skills
gaps and respond in real time
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10. The IBM family
- already a virtual social community
 Globally diverse – 170+ countries
 Over half of IBM workforce in services business
 Mixed generations – baby boomers through to millenials
 Working remotely / from home - normal for many IBMers
 Joined via recruitment, acquisitions & outsourcing deals
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Template DocumentationHow ‘The Many’ get smarter
An IBM Social Learning point of view
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11. IBM’s Social Media Footprint
Internal:
 433,000 users of IBM Connections
 26,000 individual blogs
 91,000 communities
 623,000 files shared (and 9.5m downloads)
 62,000 wikis
 50m instant messages/day
External:
 LinkedIn: 304,000 employees on LinkedIn; 748,601* people follow IBM on LinkedIn
 Twitter: Approximately 32,000 IBMers engage via Twitter each month.
Methodology: This is an approximation based on a recent study that found 93k people or accounts
tweeted about IBM per month. Based on the analysis, 35% could be considered IBMers.
 Facebook: 171,600 people on Facebook with IBM listed as their workplace.
 Alumni Network Group: 375,000 IBM alumni who have self-identified on LinkedIn. The Greater IBM
Connection LinkedIn Group has 75,178* members.
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12. Mitigate Risks and Apply Digital Skills to Pursue
Business Opportunities
Strategic Outcomes
Personal
responsibility
for Digital
Expertise
Personal
responsibility
for security
and risk
IBMers become
effective at
mitigating risk
Enable
IBMers to
live the
IBM values
in the
digital
world
Helps
differentiate
IBM as leader in
social business
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IBMers
become expert
at using digital
for IBM biz
goals
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13. How it works
The emerging
Digital IBMer
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14. ”Where to
start?”
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15. Step 1
”Start your advocacy
program by identifying
the current state of
your organization”
http://www.flickr.com/photos/61212260@N00/1098106984/
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16. Step 1
”Start your advocacy
program by identifying
the current state of
your organization”
 Identify early adopters of
social media
 Use social listening tools
 Who are your official
spokespeople?
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17. Step 2
”Assess the culture of
your organization”
http://www.flickr.com/photos/8628862@N05/5854226786/
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18. Step 2
”Assess the culture of
your organization”

Purpose, mission, values, guidelines

Openess fosters engagement

It’s situation specific, so when do you
want people to advocate?

”Employees must truly believe in the
purpose, mission and values of the
organization. And to develop a shared
belief system, employees must help
create it”
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19. Step 2
”Assess the culture of
your organization”
 The “why” behind sharing
 Understanding the goal behind
each message




What should I share?
Why should I share it?
When should I share it?
Where should I share it?
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20. Step 3
”Find your champion”
http://blog.creativeaction.co.uk/wp-content/uploads/2012/10/kmGb32.jpg
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21. Step 3
”Find your champion”
 Create an internal movement with
people enthusiastic about your brand
and who are social media savvy
 Find champions throughout the
organization, not just in the marketing
department
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22. Step 4
”Set your goals”
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23. Step 4
”Set your goals”
 Set goals based on both
soft and hard metrics
 You need real benchmarks
not nebulous goals outside
your control
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24. IBM’s goal: “We are building trust & credibility”

=

The trust and credibility of our Experts ensures:




Effective delivery of brand messages
To relevant and receptive audiences
Creates compelling and credible call-to-action
Likely evoke positive responses
Ultimately creating self-sustaining brand evangelism
and driving brand preference.
Source: Susan Emerick, IBM (@sfemerick)
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25. Step 5
”Establish program mechanics”
http://www.theklarichter.com/blog/2010/4/9/three-small-things-keeping-your-systems-synchronized.html
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26. Step 5
”Establish program
mechanics”
Which mechanics can you put in place to
1) Grow advocacy
2) Showcase your advocates and their
expertise
3) Support advocates development
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27. ”The internal Forward Thinker program ensures that experts are
always at your fingertips”
Source: IBM (2012)
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28. Step 6
”Demand that your
leaders lead as
executive buy-in is
crucial to succeed”
http://images.computerwoche.de/images/computerwoche/bdb/1863638/890.jpg
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29. Step 6
”Demand leadership”
 Help your employee advocates
understand that their contribution is
both vital and recognized from the
highest levels of your organization.
 Have your executives position the
initiative in the context of larger
corporate goals
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30. Step 7
“Provide training”
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31. Step 7
”Provide training”
 Independent, empowered advocacy is
short-lived without a window to practice,
get feedback and iterate on ideas
 Establish a community
 Create a training plan
 Remember employee advocacy is NOT
a ‘set it and forget it’ style program
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32. Digital IBMer Hub
Learning-and-doing
 Offers broad Education on Social and
Security topics
 Provides Enablement on specific
tools and technologies
 Highlights Social Business resources
 Encourages Recommended Activities
to improve your social footprint,
then track your progress
Source: IBM (2012)
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33. “Enablement happens through the Digital IBMer Hub”
Source: IBM (2012)
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34. Communities, Education & Ambassadorship
Three Communities: One Mission
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35. “A few examples of our enablement modules”
Task/Situation specific
 Social Software Introduction for SME’s/Thought Leaders
 Listening to Digital Discussions
 Plan How to Help and Engage
 Digital Persona Management
 Add Value and Build your online reputation and thought leadership
 Manage Feedback Through Digital Channels
Platform specific
 Beginner – Slideshare 101: The Basics
 Intermediate - Twitter 201: Tools and Techniques for Enhancing Twitter Engagement
and Growing Eminence
 Advanced - Blogging 301: Differentiating and Promoting your Blog
Source: IBM (2012)
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36. Assessment
Source: IBM (2012)
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37. Assessment
Source: IBM (2012)
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38. Assessment
Source: IBM (2012)
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39. Step 8
”Measuring and celebrating
the performance of
advocates”
http://www.losasso.com/wp-content/uploads/2010/11/Tape-measurer.jpg
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40. Step 8
“So how do IBM measure social eminence?”
KPIs
KPI Definitions
Reach
Audience members who have opted
into your communications
Engagement
Audience interactions with content
published by SMEs
Amplification
Audience sharing actions of SME
content
Conversion
To be defined by the program SBM. An
example would be registrations yielded
from SME social accounts
SME
Emine
nce
Source: IBM (2012)
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Metrics
Subscriptions
Visitors,Visits
Search Rank
Connections
Followers
Likes, Views
Comments
Likes, Comments
@mentions
Clicks
Shares
Inbound Links
Retweets
Registrations
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41. Step 8 cont.
“Celebrating employee
advocates”
 Leaderboards and gamification
 Personal anecdotes of customer
and prospect social interactions
 Establish public measures in
aggregate of the overall program
contributions and by individuals to
encourage friendly competition or
pride in achievement
Source: http://www.flickr.com/photos/81787495@N00/77906706/
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42. “So to sum up…”
Steps you need to take to create an
employee advocacy program
1) Identify the current state of your
organization
2) Assess the culture of your organization
3) Find your champion
4) Set your goals
5) Establish program mechanics
6) Demand leadership
7) Provide training
8) Measuring and celebrating the
performance of the advocates
Source: http://d3sdoylwcs36el.cloudfront.net/brand_ambassador_marketing_model_guide_id7241841_size400.jpg
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43. The Digital IBMer: Creating Value for IBM and Our Clients
 The ongoing initiative focuses on building IBMer digital eminence and helping IBMers live
our values in the digital world by being:
 Social: Collaborate via social computing to
pioneer intellectual capital and drive innovation
that matters for clients and the world.
 Smart: Be IBMers at our best – build and
share insight and expertise, and exercise good
judgment to take the right actions.
 Secure: Practice secure computing – build trust
by taking personal responsibility to secure
IBM, our clients and colleagues.
Dedication to every client’s success; Innovation that matters to our clients and
the world; Trust and personal responsibility in all that we do
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44. Helping IBMers and the World be Secure, Social and Smart
http://www.ibm.com/securesocialsmart/
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45. Speaker Profile

“formal” education in Computer Science & Economics

Working in Consulting and Learning over 20 years

Living in Würzburg, Germany

Work life balance kept by doing sports (tennis, hiking,
dancing), reading and traveling

Dr. Lutz Marten
Manager IBM Leadership Development
Outside IBM you’ll find me on
Europe, Eastern Europe , Middle East & Africa
http://ibm.biz/BdxD2N
http://ibm.biz/BdxD27
http://ibm.biz/BdxD2W
http://ibm.biz/BdxDzc
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46. Thank you
See you soon!
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