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.

1. © 2014 IBM Corporation
IBM Social Business Transformation
Ed Brill
VP Social Business Transformation

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. 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
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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
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4. IBMer participation in internal and external social networks has
increased significantly in the past three years
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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. Our Social Business journey is resulting in these benefits
to IBM:
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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. With more people working in the open, employee
mindsets are beginning to shift
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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
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7. Knowledge / Value
Informational Flow
Addresses to
Networks
Share
Keep
Org Chart
Faster &
Flatter
eMail Networks
Influencers & Tippers
Individuals Digital
Eminence
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8. The value of social starts to stick when it solves an
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immediate business need
Onboard
new IBMers
Build new
skills
Define what
makes us us
Develop
account
plans
Build
meeting
agendas
Recognize
employees
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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
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“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. 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
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“Moving beyond marketing” – MIT Sloan and Deloitte,
Copyright August 2014

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. 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)
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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
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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. Backup
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Social Business benefit tree

17. © 2014 IBM Corporation EXTERNAL ENGAGEMENT WITH PRE-HIRES

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New 2 IBM - On Boarding
INTERNAL ENGAGEMENT WITH NEW HIRES

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