Click to add text © 2011 IBM Corporation From Jam to Action Enabling Organisational Transformation with Social Business Stuart J. McRae Executive Collaboration Evangelist IBM Collaboration Solutions Jam Action With thanks to Rawn Shah, Louis Richardson, Luis Suarez, Evan Grant, Richard Mound, Marion Kindermann and my social network in IBM for their ideas and sharing their content.

© 2011 IBM Corporation UKI Transformation Jam

© 2011 IBM Corporation A Web 2.0 Approach to Enterprise Transformation

© 2011 IBM Corporation “Jams have helped change our culture and the fundamental way we collaborate across our business.” Sam Palmisano, Chairman & CEO, IBM WorldJam2001ValuesJam2003WorldJam2004 a new collaborative medium to capture best practices on 10 urgent IBM issues. an in-depth exploration of IBM’s values and beliefs by employees focused on pragmatic solutions around growth, innovation and bringing the company’s values to life InnovationJam TM 2006InnovationJam TM 2008 Reestablished the core of IBM’s culture and brand Top 35 ideas lead to over $500M in operational savings; over $80B in sales supported; and IBM-wide restructuring client’s, business partners & family members explored emerging technology for benefit of business and society 10 new businesses established within IBM - over half represent IBM’s Smarter Planet initiative launched in 2008 Industry roadmaps for use by all on “how” to best move forward to reflect an Enterprise of the Future leading thinkers from thousands of companies helped advance the vision of IBM's recently released CEO Study, "The Enterprise of the Future"CEO Study Experiment with power of the Intranet to harness the collective smarts of the company Social Business Jam 2011Simplify IBM Jam 2011 share ideas & experiences inside & outside IBM to explore the value of social technology in business, how to mitigate risks, and drive organizational transformation share ideas to transform IBM into a company that's easier to do business with, and a place where it's easier to do your best, most innovative work UKI Transformation Jam 2010 engage employees with executives to discuss making IBM the pre-eminent company in the UK & Ireland market, for the communities we serve and the people we employ

© 2011 IBM Corporation

Social Networking... … drives participation … identifies champions Collective Wisdom... … guided by facilitators … helped by real time analytics Data Visualisation... … monitor participation … post event analysis Successful Jamming...

© 2011 IBM Corporation The Jam is over. What's next? Sometimes, it's easy... Sometimes, it's more complex...

© 2011 IBM Corporation Vision, Strategy, Purpose Jam! Analysis Work Streams to turn ideas into action Champions & Leaders Workshop

© 2011 IBM Corporation The Most Important Thing is always Continuing the Conversation

© 2011 IBM Corporation Many Open, Transparent Conversations

© 2011 IBM Corporation One major need was identified … more productivity … through better collaboration tools

© 2011 IBM Corporation How to Reduce Information Overload? … smarter collaboration smcrae.com

© 2011 IBM Corporation One Man's Battle against Overload

© 2011 IBM Corporation It's About Changing the Paradigm... … the only real way to solve overload... is to stop sending them! “You will need to know this sometime, so I will send it to you now” “I know I can discover what I need, when I need it” “We share what we know” “We share what we know!” Model Social Media Model

© 2011 IBM Corporation Organisational Silos … inhibit knowledge sharing

© 2011 IBM Corporation Social Software … makes silos permeable

© 2011 IBM Corporation The Ultimate Silo … is your firewall How can we have a conversation with a wall?

© 2011 IBM Corporation Social Businesses Engage their Customers in a conversation with their employees

© 2011 IBM Corporation Becoming a Social Business … do you need Aspirins or Vitamins? What business problem are you trying to solve?

© 2011 IBM Corporation Your employees are your differentiator Social Businesses use them better By being Transparent... ensuring employees are Engaged... and thus becoming Nimble

© 2011 IBM Corporation Social Businesses use them better By being Transparent... ensuring employees are Engaged... and thus becoming Nimble Enhance employee / leader interactions Improve effectiveness of sales channels Enable employees to represent the company Improve customer service Leverage loyalist customers Engage in the community Develop new businesses Improve brand awareness Capitalize on innovative approaches Put them to work

© 2011 IBM Corporation Social Businesses use them better By being Transparent... ensuring employees are Engaged... and thus becoming Nimble Increase return on company assets Enhance employee / leader interactions Improve effectiveness of sales channels Enable employees to represent the company Improve product differentiation Capitalize on innovative approaches Improve customer service Find unmet customer needs Shorten time to market Retain best customers Improve sales effectiveness Leverage loyalist customers Deal better with blows to reputation Develop employee competencies Engage in the community Strengthen culture Deal with reputational risks Improve company processes Improve shared services Develop new businesses Eliminate waste across the enterprise Improve brand awareness Put them to work … together

© 2011 IBM Corporation Social Businesses use them better By being Transparent... ensuring employees are Engaged... and thus becoming Nimble Increase return on company assets Enhance employee / leader interactions Acquire new customers Improve effectiveness of sales channels Enable employees to represent the company Improve product differentiation Provide employees with better information Capitalize on innovative approaches Improve employee climate Improve customer service Find unmet customer needs Shorten time to market Retain best customers Improve sales effectiveness Leverage loyalist customers Get current customers to buy more Deal better with blows to reputation Develop employee competencies Engage in the community Share best practices Recruit stellar employees Strengthen culture Improve employee performance Deal with reputational risks Generate income on intellectual capital Encourage endorsements of products by loyalists Reduce labor time on processes Improve company processes Improve shared services Drive effectiveness of supply chain Develop new businesses Eliminate waste across the enterprise Improve brand awareness Improve demand generation activities Put them to work … together … to turn conversations into action

© 2011 IBM Corporation Acquire new customers Retain best customers Leverage loyalist customers Improve marketing effectiveness Get current customers to buy more Deal better with blows to reputation Improve sales effectiveness Improve customer service Find unmet customer needs Increase return on company assets Develop new businesses Improve product differentiation Generate income on intellectual capital Eliminate waste across the enterprise Improve brand awareness Drive effectiveness of supply chain Shorten time to market Improve demand generation activities Reduce cycle time for product development Capitalize on innovative approaches Improve company processes Provide employees with better information Encourage endorsements of products by loyalists Improve shared services Improve effectiveness of sales channels Deal with reputational risks Reduce labor time on processes Recruit stellar employees Enable employees to represent the company Develop employee competencies Enhance employee / leader interactions Improve employee performance Engage in the community Share best practices Strengthen culture Improve employee climate Harvest their collective talent

© 2011 IBM Corporation Customer Value Operating Excellence Operating Efficiency People & Culture Acquire new customers Retain best customers Leverage loyalist customers Improve marketing effectiveness Get current customers to buy more Deal better with blows to reputation Improve sales effectiveness Improve customer service Find unmet customer needs Increase return on company assets Develop new businesses Improve product differentiation Generate income on intellectual capital Eliminate waste across the enterprise Improve brand awareness Drive effectiveness of supply chain Shorten time to market Improve demand generation activities Reduce cycle time for product development Capitalize on innovative approaches Improve company processes Provide employees with better information Encourage endorsements of products by loyalists Improve shared services Improve effectiveness of sales channels Deal with reputational risks Reduce labor time on processes Recruit stellar employees Enable employees to represent the company Develop employee competencies Enhance employee / leader interactions Improve employee performance Engage in the community Share best practices Strengthen culture Improve employee climate To create Business Value

© 2011 IBM Corporation Align Organizational Goals & Culture Gain “Friends” Through Social Trust Engage Through Experiences Network Your Business Processes Design for Reputation & Risk Management Analyze Your Data Becoming a Social Business … IBM's Social Business Agenda approach

© 2011 IBM Corporation Social Business On a smarter planet, people are transforming the way they interact... and this transformation is impacting the way business is being done ftp://aix.software.ibm.com/ftp/demos/ IDC-Whitepaper-Becoming-a-Social-Business-IBM-Story.pdf