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IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
IBMJon Mell, Social Collaboration Leader, North Europe ©2011 IBM Corporation 1
Introduction ©2011 IBM Corporation
Social Media vs. Social Business Social Media Social Business Nimble Engaged TransparentPrimarily marketing and PR Encompasses organization and business processes ©2011 IBM Corporation
Focus on business processes Social Business Listen to market Outcomes Build advocates Traditional Business Deeper clientMarketing, relationshipsCustomer Push marketingService Control brand Embed social in process Connect in and outside Speed-to-Product Market& Service Invest R&D Ideas from inside Build communitiesDevelopment Act small Adaptability toOperations, Siloed MarketHuman RigidResources ©2011 IBM Corporation July 19, 2011 Accelerating Social Business
Align Organizational Goals & Culture Gain Friends Through Social Trust Engage Through Experiences Network Your Business Processes Design for Reputation & Risk Management Analyze Your DataSource: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter,ISBN: 0132618311, Copyright © 2011, IBM Press ©2011 IBM Corporation
Nature of work is changing 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 connected and visible processes infrastructures and processes to allow their people to collaborate Work increasingly will involve external partners with each other, their customers and their partners; to foster creativity and problem solving and Agility will become a key performance metric 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: http://www.ibm.com/ibm/ideasfromibm/us/smartplanet/topics/businessproductivity/20090504/index.shtml ©2011 IBM Corporation
IBM has the challenge of increasingproductivity, collaboration and innovation of its400,000+ 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 2006 Traditionalist Boomer Gen X Gen Y The hard way Too much and I’ll Required to keep Continuous and Training leave me expected Learning style Classroom Facilitated Independent Collaborative and ~50% employees work remotely networked Communication Hub and spoke Collaborative style Top down Guarded ~50% with IBM < 5 years 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 Unable to work Unfathomable if Technology use Uncomfortable Unsure 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. ©2011 IBM Corporation Wheaton, IL. Harper Business, 2003.
Enabling Culture ChangeSocial software @ IBM Why? What we’ve done Need to connect 400,000+ employees across 170 countries • Transformed intranet into robust social computing platform Enable employees to be more Created communities of enthusiasts to productive, more knowledgeable, faster encourage grassroots adoption (BlueIQ) Facilitate collaborative innovation Harnessed IBM as test-bed for collaborative tools we then commercialize Organize the flow of ad hoc collaboration Established IBM social computing policy Drive innovation into products faster and guidelines Created “reverse mentoring” program to Harness the knowledge of subject matter pair social computing experts with IBM experts from across IBM quickly leaders (I&VT Ambassadors) Surface IBMers as experts to engage Building an Expertise and Eminence with clients, partners and others initiative to groom experts on all levels Benefits ©2011 IBM Corporation55
Map collaboration framework to 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 ©2011 IBM Corporation
Realizing the benefits of collaboration &networking are significant to individuals andorganizations 87% of IBMers collaborating with others in communities increase skills 84% access expertise more quickly 74% increase their productivity 64% improve personal reputation ©2011 IBM Corporation
. . . so whats in it for you? Think about how often you connect with someone to: Its all about you Find information & your network 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 ©2011 IBM Corporation
We provide enablement and adoption on multiplelevelsSocial computing guidelines Geography customization Ambassadors Requests for consultation 12 ©2011 IBM Corporation
Don’t forget your day job
We are embedding “social” in the IBM external pages ©2011 IBM Corporation
Internally, we have deployed a platform forcollaboration empowers users to be more innovative and helps them collaborate & execute more quickly with dynamic networks of co-workers, partners and customers. IBM Connections Create, find, join, and Quickly find the people you work with communities Home Profiles need by searching across your organization using of people who share a common interest, keywords that help identifyresponsibility, or area of expertise, current projects expertise and responsibilities Activities Organize your work, plan nextCommunities steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Use a weblog topresent your idea and get feedback from Blogs Share your files with yourothers; learn from the Files colleagues. Everyone can expertise and store, share, and experience of others Wikis collaborate on files. who blog Save, organize and share Bookmarks Provide a place for bookmarks; discover groups of people to bookmarks that have been jointly create and qualified by others with maintain content similar interests & expertise through contribution and collaboration. ©2011 IBM Corporation
Social software adoption in IBM (1Q2011) Profiles: 630K users w/ profiles; 1M+ searches per week Communities: 352K members; 14K public & 20K restricted Files: 235K users; 5.9M files downloaded Wikis: 237K users; 35K wikis Blogs: 82K users; 11K bloggers with 16K blogs Bookmarks: 33K users; 1.1M bookmarks & 2.2M tags Activities: 380K users; 184K activities & 2.5M entries Instant Messaging: 100% of IBM; 40-50M message per day ©2011 IBM Corporation
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 tools – Many executives need individual “reverse” mentoring – Their staff also need to be trained separately Use of the tools 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. ©2011 IBM Corporation
IBM values• Excellence in • Dedication to every everything IBM does client’s success• Superior customer • Innovation that service matters, for our• Respect for the company and for the world individual • Trust and personal responsibility in all relationships 54 hours + 7 days of rating ideas 56,870 participants (unique users) 32,622 posts/replies 2.3 million views to site Tens of thousands of ideas Ratings site translated into 11 languages 65 ideas received 5,000 or more votesIBM Corporation ©2011
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 Integrate Globally Find and connect with the right experts fast 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 your competition ©2011 IBM Corporation
Thank youJon Mell, Social Collaboration Leader, North Europe ©2011 IBM Corporation